Agenda Document Pack - Executive Committee - 19/08/2026
South Lanarkshire Council · 19 August 2026
Back to Executive Committee — 19 August 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 11 August 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, 19 August 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, Andrea Cowan, Gladys Ferguson-Miller, Elise Frame, Lynsey Hamilton, Cal Johnston-Dempsey, 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, Hugh Macdonald, Kenny McCreary, Elaine McDougall, Mark McGeever, Graham Scott 1
Page 2
BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Executive Committee held on 24 June 2026 submitted for approval as a correct record. (Copy attached) 5 - 36 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 4 - 1 April 2026 to 10 July 2026 Report dated 27 July 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 42 4 Capital Budget 2026/2027 and Monitoring for Period 4 - 1 April 2026 to 10 July 2026 Report dated 28 July 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 43 - 50 5 Update to Funding Report dated 22 July 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 51 - 54 Item(s) for Decision 6 Estate Strategy: 2026 to 2036 Report dated 29 July 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 55 - 184 7 Routes to Work South - Appointment of Independent Directors Report dated 24 July 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 185 - 188 8 Religious Representation on the Education Resources Committee Joint report dated 15 July 2026 by the Executive Directors (Finance and Corporate Resources) and (Education Resources). (Copy attached) 189 - 190 9 South Lanarkshire Council Response to Pre-budget Scrutiny 2027/2028 Call for Views Report dated 27 July 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 191 - 214 10 End of Current Council and Preparations for the New Council Report dated 16 July 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 215 - 222 11 Land and Property Transfers and Disposals Report dated 17 July 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 223 - 228 2
Page 3
Item(s) for Noting 12 Annual Review of the South Lanarkshire Anti-social Behaviour Strategy 2024 to 2029 Report dated 14 July 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 229 - 236 13 Cost of Living Support Report dated 23 July 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 237 - 244 14 Council Complaints Report: SPSO Annual Overview 2025/2026 Report dated 27 July 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 245 - 254 15 Resource Plans and Connect Reporting 2026/2027 Report dated 16 July 2026 by the Chief Executive. (Copy attached) 255 - 258 Urgent Business 16 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
Page 4
4
Page 5
EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 24 June 2026 Chair: Councillor Gerry Convery (Depute) Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Walter Brogan (substitute for Councillor Eileen Logan), Councillor Robert Brown, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Andrea Cowan, Councillor Margaret Cowie (substitute for Councillor Maureen Devlin), Councillor Gladys Ferguson-Miller, Councillor Elise Frame, Councillor Lynsey Hamilton, Councillor Celine Handibode (substitute for Councillor Gavin Keatt), Councillor Susan Kerr, Councillor Ross Lambie, Councillor Katy Loudon, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Mark McGeever (substitute for Councillor Norman Rae), Councillor Richard Nelson, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor John Ross, Councillor Graham Scott (substitute for Councillor Davie McLachlan), Councillor David Shearer, Councillor Margaret B Walker Councillors' Apologies: Councillor Margaret Cooper, Councillor Maureen Devlin (Chair and ex officio), Councillor Gavin Keatt, Councillor Eileen Logan, Councillor Davie McLachlan, Councillor Norman Rae Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy Community and Enterprise Resources A Brown, Head of Enterprise and Sustainable Development Education Resources D Hinshelwood, Support Services Manager 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 S Gibson, Executive Director; S Egan, Head of Housing Services; Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 20 May 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
Page 6
3 Revenue Budget Year-End 2025/2026 A report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on 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. Information was provided on:- the year-end outturn position across Resources, Joint Boards, Loan Charges, Corporate Items and Council Tax, which was an underspend of £3.131 million after proposed transfers to reserves the proposed increase to the probable outturn transfers to reserves to £60.206 million, as detailed in Appendix 3 to the report proposed year-end transfers to reserves of £1.886 million, as detailed in Appendix 4 to the report the additional non-recurring underspend of £1.356 million in the delegated budget to the Integration Joint Board (IJB), proposed to be held in Reserves for use in future years the proposed use of the £3.131 million underspend, as outlined in section 4.22 of the report the Housing Revenue Account (HRA) breakeven position, after a transfer from reserves, as outlined in section 5 of the report The Committee decided: (1) that it be noted that across Resources, Joint Boards, Loan Charges, Corporate Items and Council Tax, the Council was showing a year-end underspend of £3.131 million after proposed Transfers to Reserves, as detailed in section 4 and Appendix 1 of the report; (2) that the increase in the Probable Outturn Transfers to Reserves to £60.206 million from £58.026 million, as detailed in Appendix 3 to the report, be approved; (3) that the additional year-end Transfers to Reserves totalling £1.886 million, as detailed in Appendix 4 to the report, be approved; (4) that the additional non-recurring underspend of £1.356 million in the delegated budget to the Integration Joint Board (IJB) be held in Reserves for use in future years, as detailed in section 4.13 of the report; (5) that the proposed use of the £3.131 million underspend for 2025/2026, as outlined in section 4.22 of the report, be approved; (6) to note that this resulted in a breakeven position for the Council for 2025/2026; and (7) that the breakeven position on the Housing Revenue Account, as detailed in section 5 and Appendix 5 of the report, be noted. [Reference: Minutes of 1 April 2026 (Paragraph 3)] 4 Revenue Budget Monitoring for Period 2 - 1 April to 15 May 2026 A report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the overall financial position of the General Fund Revenue Account and the Housing Revenue Account for the period 1 April to 15 May 2026 and a forecast for the year to 31 March 2027. 6
Page 7
The report and associated appendices provided information on the:- projected outturn for 2026/2027 for the Council’s General Fund Revenue Account General Fund Account for the period to 15 May 2026 following key budget areas:- proposed transfers to reserves Loans Charges, Non-Domestic Rates and Empty Property Relief underspends packaging extended producer responsibility (pEPR)/teacher numbers and reduction in class contact time (RCCT) funding Social Work Resources’ Children and Families Services Social Work Resources’ Adult and Older People Services inflation and price assumptions Housing Revenue Account position The Committee decided: (1) that the projected breakeven position on the General Fund Revenue Account for 2026/2027, and the actual spend as at 15 May 2026, as detailed in Appendix 1 to the report, be noted; (2) that the proposed Transfers to Reserves, as detailed in sections 4.3 to 4.5 of the report, 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, as detailed in Appendix 2 to the report, be noted. [Reference: Minutes of South Lanarkshire Council of 25 February 2026 (Paragraph 3)] 5 Capital Budget Monitoring Final Outturn - 2025/2026 A report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on:- the outturn position of the General Services and Housing Capital Programmes for the year ended 31 March 2026 the projects, expressed in financial terms, which had been carried forward into 2026/2027 Total spend on the General Services Capital Programme 2025/2026, as detailed in Appendix 1 to the report, amounted to £57.570 million. This compared to the budget of £67.712 million and resulted in an underspend of £10.142 million. This would be carried forward to the 2026/2027 financial year. Details were provided in Appendix 2 on the reasons for the underspend and those projects that would continue into 2026/2027. Information was also provided on the year-end accounting adjustments. The Housing Capital Programme 2025/2026, as detailed in Appendix 3 to the report, totalled £87.740 million, with actual expenditure amounting to £85.782 million, an underspend of £1.958 million. Details were given on the reasons for the underspend, which would be carried forward to the Capital Programme 2026/2027. The Committee decided: (1) that the outturn on the 2025/2026 General Fund Capital Programme of £57.570 million, as detailed in section 4.2 of the report, be noted; (2) that the carry forward of 2025/2026 projects into the 2026/2027 General Fund Capital Programme totalling £10.142 million, as detailed in section 4.8 of the report, be approved; 7
Page 8
(3) that the outturn on the 2025/2026 Housing Capital Programme of £85.782 million, as detailed in section 5.2 of the report, be noted; (4) that £1.958 million of Housing Capital Programme be carried forward into 2026/2027, as detailed in section 5.3 of the report; and (5) to note that the level of overall spend anticipated in 2026/2027, for the General Fund and Housing Capital Programmes, was the subject of a separate report to this Committee, as detailed in sections 4.9 and 5.3 of the report. [Reference: Minutes of 1 April 2026 (Paragraph 4)] 6 Capital Budget 2026/2027 and Monitoring for Period 2 - 1 April 2026 to 15 May 2026 A report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on:- consolidation of capital budget monitoring to give a Council-wide summary of the 2026/2027 Capital Programme, including 2025/2026 carry forward progress on the Capital Programme for the period 1 April to 15 May 2026 At its meeting on 25 February 2026, the Council agreed a General Services base budget for 2026/2027 amounting to £105.247 million. Since the approval of this programme, there had been a number of events that would impact the 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, as detailed in section 4 of the report. Resources had also submitted proposed adjustments totalling £0.550 million. A detailed breakdown of those proposals was provided in Appendix 1 to the report and, if approved, the total capital spending programme for 2026/2027 would be £109.502 million. Appendix 3 summarised the programme spend and funding for the General Fund. Budget for the period amounted to £1.767 million and, as at 15 May 2026, £1.899 million had been spent. The Housing Capital Programme for 2026/2027 amounted to £94.740 million, with an estimated outturn of £94.740 million. Budget for the period amounted to £3.617 million and, as at 15 May 2026, £3.617 million had been spent. The position on the General Fund Capital Programme and the Housing Capital Programme would be monitored by the Financial Resources Scrutiny Forum. The Committee decided: (1) that the position of the General Fund Capital Programme, as detailed in section 4 of the report, and the Housing Capital Programme, as detailed in section 5 of the report, be approved; (2) that the adjustments to the General Fund programme, as detailed at Appendix 1 to the report, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of South Lanarkshire Council of 25 February 2026 (Paragraph 4)] 8
Page 9
7 Update to Funding A report dated 3 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £12.054 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 (£m) Community and Enterprise 4.884 Finance and Corporate 0.945 Housing and Technical 0.270 Social Work 0.924 Total 7.023 Capital Funding Resource 2026/2027 (£m) Community and Enterprise 5.031 Total 5.031 Overall Total 12.054 The Committee decided: that the report be noted. [Reference: Minutes of 20 May 2026 (Paragraph 3)] 8 Employee Workforce Monitoring Information - 1 April 2025 to 31 March 2026 Summary A report dated 19 May 2026 by the Executive Director (Finance and Corporate Resources) was submitted on workforce monitoring information relating to the Council for the period 1 April 2025 to 31 March 2026, as follows:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases employee development labour turnover/analysis of leavers and exit interviews recruitment monitoring Staffing Watch as at 14 March 2026 The Committee decided: that the report be noted. [Reference: Minutes of 3 December 2025 (Paragraph 6)] 9
Page 10
9 2027/2028 to 2028/2029 Revenue Budget Strategy A report dated 12 May 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the Budget Strategy for 2027/2028 to 2028/2029. Information was provided on:- the anticipated budget gap for years 2027/2028 to 2028/2029, including information on the Government Grant and the impact of budget decisions taken during the 2026/2027 budget setting process the programme of Transformational Reviews ongoing across the Council how an increase in Council Tax could impact the budget gap the proposed timeline for the next steps of the budget the annual review of the Reserves Strategy financial management and resilience communication and engagement with elected members and the public the long-term financial strategy the risks for the budget The Committee decided: (1) that the Revenue Budget position for 2027/2028 to 2028/2029, as detailed in section 4 and Table 2 of the report outlining the Budget Gap of £26.500 million, be noted; (2) that the Programme of Transformational Reviews, as outlined in section 5 of the report, be noted; (3) to note that, in arriving at the Budget Gap, no account had been taken of any increase in Council Tax; (4) to note that a strategy around increasing Council Tax could contribute to reducing the Budget Gap, as detailed in section 6 of the report; (5) that the summary and next steps, including a timeline and Net Zero challenges, as outlined in section 7 of the report, be approved; (6) that the longer-term outlook, as detailed in section 11 of the report, be noted; and (7) that the risks, as detailed in section 15.3 of the report, be noted. [Reference: Minutes of South Lanarkshire Council of 25 February 2026 (Paragraph 3)] 10 Larkhall Leisure Centre Replacement – Full Business Case Glasgow City Region City Deal – Larkhall Community Growth Area A report dated 10 June 2026 by the Executive Director (Community and Enterprise Resources) was submitted setting out the Full Business Case (FBC) for the Larkhall Leisure Centre replacement element of the Larkhall Community Growth Area City Deal project. The Council was one of 8 local authorities who, with the UK and Scottish Governments, were signatories to the £1.13 billion Glasgow City Region City Deal. The City Deal was made up of 20 key infrastructure projects that were intended to drive economic and inclusive growth across the Glasgow City Region area. The Community Growth Areas (CGAs) was one of 4 South Lanarkshire projects, as outlined in the report. 10
Page 11
Information was provided on:- the governance arrangements for the City Deal initiative and the approval process for FBCs the proposal for the Larkhall Leisure Centre replacement project, as outlined in the FBC Executive Summary attached as Appendix 1 to the report, which would provide a new-build facility and be an essential element of the community infrastructure the project cost and funding share between the Council, Glasgow City Deal, the Shared Prosperity Fund, Place Based Investment Fund, Regeneration Capital Grant Fund and sportscotland The Committee decided: (1) that the Larkhall Leisure Centre replacement Full Business Case be approved; and (2) that grant funding of £3 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. [Reference: Minutes of 8 February 2017 (Paragraph 9) and Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 2)] 11 Pride in Place Programme - Hamilton Town Centre A report dated 10 June 2026 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the Pride in Place Programme in respect of the appointment of representatives to the Hamilton Town Centre Neighbourhood Board and associated governance arrangements. The Chair of the Board requested that adverts and public notices be published seeking expressions of interest for membership of the Board, the make-up of which would follow the criteria set out in the UK Government Guidance. Thirty expressions of interest had been received and, following a shortleeting process, 13 candidates were invited for interview and recommended for appointment, as detailed in section 4.4 of the report. The Board membership would also comprise the Chair, the local MP and MSP. Information was provided on:- the proposed arrangements for future changes to membership of the Board, with any decisions delegated to the Executive Director (Community and Enterprise Resources), in consultation with the Chair of the Board, local MP and Chair of the Executive Committee the provisions for the replacement of elected representatives the governance and operational arrangements for the use of Pride in Place funding and implementation of Board decisions the timescales for the next steps, including:- the submission of the proposed membership of the Board to the UK Government community engagement submission and approval of the Pride in Place Plan for Hamilton Town Centre The Committee decided: (1) that the appointment of representatives to the Hamilton Town Centre Neighbourhood Board, as set out in sections 4.4. and 4.5 of the report, be approved; 11
Page 12
(2) 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 would 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 be directed by the Neighbourhood Board, and all decisions in respect of the use of Pride in Place funding be taken by the Neighbourhood Board, with such decisions then being delivered operationally by the Council as the accountable body, as set out in paragraph 5.1 of the report; (4) that authority be 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 of the report, save to the extent such authority had 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, would be reported to Committee for noting. [Reference: Minutes of 1 April 2026 (Paragraph 6)] 12 Local Action Fund Approach for 2026/2027 A report dated 1 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the proposed Local Action Fund (LAF) approach for 2026/2027. The Council, at its meeting on 25 February 2026, agreed that the LAF would be available again for the 2026/2027 financial year. This meant an allocation of £50,000 to each of the Council’s 20 geographical wards, with the spend to be approved by this Committee, following input from local councillors. Following consideration of this matter at its previous meeting, the Committee agreed that the approach on how this Fund would operate would be deferred to this meeting to allow for members’ briefings to take place. Those had now been held and a summary of points raised was outlined at paragraph 3.3 of the report. As previously requested, a note had been provided to elected members providing details of how the LAF monies had been spent in 2025/2026. The proposed approach for 2026/2027, as outlined in Section 4 of the report, built on that adopted in the previous financial year, with members seeking to use their knowledge of local priorities to inform decisions. A timeline for reporting back to Committee was given at paragraph 4.9 of the report. Subsequent to the members’ briefing sessions, a proposal had been submitted on behalf of all the Ward 18 members to issue a grant of £1,100 from the LAF to Hillhouse Tenants’ and Residents’ Association as a contribution towards the cost of transport to take local families on an annual outing. Following discussion and agreement, the list of spend on last year’s Local Acton Fund awards was to be appended as an annex to the minutes of this meeting. 12
Page 13
The Committee decided: (1) that the proposed Local Action Fund (LAF) approach for 2026/2027, as outlined in section 4 of the report, be approved; (2) that the proposal from Ward 18 (Hamilton West and Earnock) members to issue a LAF grant of £1,100 to Hillhouse Tenants’ and Residents’ Association, as outlined in paragraph 4.10 of the report, be approved; and (3) that it be noted that future reports would be submitted to the Committee to seek approval for further spend from the Local Action Fund. [Reference: Minutes of South Lanarkshire Council of 25 February 2026 (Paragraph 3) and Minutes of 20 May 2026 (Paragraph 4)] 13 Statutory Consultation on Proposed Primary School Catchment Changes A report dated 5 June 2026 by the Executive Director (Education Resources) was submitted: providing 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 the removal of the optional catchment arrangement between St Peter’s Primary School and Our Lady and St Anne’s Primary School requesting approval to undertake a statutory consultation on the proposed changes, in accordance with the schools (Consultation) (Scotland) Act 2010 The current catchment areas for St Mary’s Primary School, Hamilton and St Paul’s Primary School, Hamilton were shown in Appendix 1 to the report. Redrawing the boundary would support more effective management of school capacities and a more balanced distribution of pupils across the 2 schools. The current optional catchment area, where families might choose either St Peter’s Primary School or St Mary’s Primary School as their denominational catchment school, was shown in Appendix 3. The current optional catchment area, where families might choose either St Peter’s Primary School or Our Lady and St Anne’s Primary School as their denominational catchment school, was shown in Appendix 5. Details were provided on the affected schools within the catchment areas as follows:- current pupil rolls projected school populations estimated number of pupils expected to arise from known housing developments Proposals in relation to the catchment realignment of St Mary’s Primary School, Hamilton and St Paul’s Primary School, Hamilton were set out in Section 8 of the report. Section 9 of the report outlined proposals to remove the option for parents to choose for their children to attend either school, instead zoning them to a particular school. 13
Page 14
Section 10 of the report outlined proposals to remove the option for parents to choose for their children to attend either St Peter’s Primary School and Our Lady and St Anne’s Primary School, instead zoning them to a particular school. 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. The Committee decided: that a statutory consultation, under the Schools (Consultation) (Scotland) Act 2010, be undertaken on proposed changes to the catchment areas of St Mary’s Primary School, Hamilton and St Paul’s Primary School, Hamilton to:- balance pupil numbers more effectively remove the optional catchment area between St Mary’s Primary School and St Peter’s Primary School and align this area to St Peter’s Primary School remove the optional catchment area between St Peter’s Primary School and Our Lady and St Anne’s Primary School and align this area to Our Lady and St Anne’s Primary School 14 Council of Sanctuary Accreditation A report dated 19 May 2026 by the Executive Director (Housing and Technical Resources) was submitted:- providing an update on the Council of Sanctuary programme and what was required to achieve accreditation, following the motion raised at full Council by an elected member in December 2025 seeking approval to progress the work to pursue Council of Sanctuary accreditation, including governance arrangements and the next steps At its meeting on 10 December 2025, the Council agreed a motion to adopt Council of Sanctuary principles and requested that officers work towards achieving accreditation. Initial scoping had now been completed. City of Sanctuary UK was a recognised charity and national umbrella organisation promoting welcome, safety and inclusion for people seeking refuge from conflict, persecution or risk. City of Sanctuary co-ordinated the Local Authority Network and accreditation process and provided training and guidance to support organisations to meet the “Learn – Embed – Share” criteria. If approved, the Council would join the City of Sanctuary UK Local Authority Network to support the initial scoping work. Membership of the Network was a prerequisite for Council of Sanctuary accreditation, however, councils could be members without committing to pursue accreditation. The requirements for accreditation were outlined at Section 5 of the report, and the proposed next steps were outlined at Section 6 of the report. The Committee decided: (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; 14
Page 15
(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 be presented to the Executive Committee seeking approval to apply for Council of Sanctuary accreditation, once the Action Plan and Evidence Portfolio were developed. [Reference: Minutes of South Lanarkshire Council of 10 December 2025 (Paragraph 10)] 15 Recommendation Referred by Licensing Committee A report dated 1 June 2026 by the Chief Executive was submitted on a 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. The recommendation of the Licensing Committee was that the updated Statement of Licensing Policy for Short Term Lets be approved. The Committee decided: that the updated Statement of Licensing Policy for Short Term Lets be approved. Reference: Minutes of 2 November 2022 (Paragraph 7), Minutes of the Licensing Committee of 24 June 2025 (Paragraph 3) and 19 May 2026 (Paragraph 3) and Minutes of the Finance and Corporate Resources Committee of 10 September 2025 (Paragraph 14)] 16 Appointment of Trustees to South Lanarkshire Leisure and Culture Board A report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted:- advising of a change to the trustees to the South Lanarkshire Leisure and Culture (SLLC) Board seeking nominations to fill the vacant trustee positions noting the requirement for a further report to be brought back to Committee in September on Board appointments Following her appointment as Leader of the Council, Councillor Devlin had resigned from the SLLC Board. While the Council was entitled to appoint up to 5 trustees, it currently only had 2 appointed trustees on the Board. It was proposed that Councillor Cowie replace Councillor Devlin as a trustee on the Board. It remained open for nominations to be received to fill the remaining 2 vacant positions. Councillor Devlin also held the position of Vice-Chair of the SLLC Board. While the election of the Vice-Chair was a matter for the SLLC Board, it was proposed that this Committee recommend to SLLC that Councillor Razzaq be appointed to that position. SLLC was currently going through a process to appoint a new independent Chair and an additional independent trustee. It was anticipated that the SLLC Nominations Committee would be in a position to make recommendations on this to the Council in early September 2026, after which the Council would need to confirm its agreement, in line with SLLC’s constitution. A further report would be submitted to the September meeting of this Committee on trustee appointments. 15
Page 16
The Committee decided: (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 recommended that Councillor Razzaq be the new Vice-Chair of the South Lanarkshire Leisure and Culture Board; and (3) to note that a further report on appointments to the South Lanarkshire Leisure and Culture Board would be brought to this Committee in September 2026. [Reference: Minutes of 30 April 2025 (Paragraph 11)] Councillor Nelson left the meeting during consideration of the above item of business 17 Investment Challenge Motion A joint report dated 12 May 2026 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted on the investment principles and ambitions for South Lanarkshire. At the Council meeting on 10 December 2025, it was agreed that officers would bring forward a paper on infrastructure and investment proposals to drive constructive challenge across local and central government to help create a pipeline of credible options for investment for the Council and its partners. A copy of the motion was attached as Appendix 1 to the report. The investment principles and ambitions of the Council were outlined in Section 4 of the report, which detailed the development of various masterplans for town centres and country parks. In recognition of the future role of Glasgow City Region in decision-making and investment, the Council would ensure that it had a pipeline of activity that aligned with regional strategies in order to be best placed to secure investment. As well as approving a £105 million capital programme for 2026/2027, the Council also had some significant investment plans for the years to 2030, including as new leisure centre in Larkhall costing £27 million, secondary schools’ refurbishment totalling £18 million and improvements to Stewartfield Way costing £30 million. Table 1, at paragraph 6.3 of the report, listed a number of investment ambitions and opportunities which would advance the Council’s key strategic plans, and which were over and above the strategic capital plans that were already in place. Further details of each investment opportunity and, where appropriate, how it aligned to a Council strategy, were provided in Appendix 2 to the report. Officers continued to communicate with partners to identify potential collaborative working opportunities and continually looked for external funding opportunities, contacting a number of organisations to better understand their funding priorities. The Committee decided: (1) that the investment principles, as detailed in section 4, be noted; (2) that the opportunities, as detailed in Appendix 2 and summarised in section 6 of the report, and the potential partners/funding sources, as detailed in section 6 of the report, be noted; and 16
Page 17
(3) that the next steps, as detailed in section 7 of the report, be noted. [Reference: Minutes of South Lanarkshire Council of 10 December 2025 (Paragraph 18)] 18 Transformational Review Programme – Summary of Outcomes Report 2025/2026 and Future Pipeline A report dated 29 May 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing a summary of the outcomes from the Council’s Transformational Review Programme 2025/2026 and the future pipeline of transformation activity. The Council faced a range of challenges, including economic pressures, demographic change, increasing demand for services, legislative requirements and rapid technological development. Collectively, those factors required a continual focus on transformation and improvement. The Council was already delivering a number of transformation programmes that had the potential to significantly change how services were delivered and how the Council operated. Those programmes spanned:- organisational redesign the Council’s property estate digital development system modernisation partnership working Appendix 1 to the report showed the many areas of transformation that had already taken place in recent years and included detail of the impact on service outcomes. This programme of service reviews had delivered approximately £6 million in savings towards the 2025/2026 and 2026/2027 budget, with more anticipated in future years. A planned programme of change was detailed in Appendix 2 to the report. Appendix 3 to the report provided the planned template for monitoring outcomes from programmes. The Performance and Review Scrutiny Forum would continue to receive updates on the overall programme of transformation. In response to a comment from Councillor Robb, the Executive Director (Finance and Corporate Resources) agreed that, in relation to the Estates Strategy, wording be added to the benefits realisation column to recognise the saving of £1.03 million through no and low cost measures implemented by officers to save energy. The Committee decided: (1) that the summary of outcomes from the Council’s Transformational Review Programme, as detailed in section 4 and Appendix 1 of the report, be noted; (2) that the transformation themes and pipeline of activity moving forward, as detailed in section 5 and Appendix 2 of the report, be noted; (3) that it be noted that the transformation programme would continue to be developed and refined in line with changes in legislation, demand, financial assumptions and operational challenges, as detailed in section 5.3 of the report; and (4) that the approach to benefits realisation, as detailed in section 6 of the report, the planned template for monitoring and reporting outcomes, as detailed in Appendix 3 of the report, and the governance arrangements in place, be noted. 17
Page 18
19 Update on Scotland’s Climate Change Plan 2026 to 2040 A report dated 1 June 2026 by the Executive Director (Community and Enterprise Resources) was submitted providing an overview of the recently published Scottish Government’s Climate Change Plan (CCP) 2026 to 2040. On 6 November 2025, the Scottish Government had published a draft CCP 2026 to 2040 for consultation. This set out the policies and proposals the Scottish Government would take forward to enable Scotland to meet the Carbon Budgets for Scotland, as outlined at paragraph 3.2 of the report. The full consultation response had been presented to the Climate Change and Sustainability Committee on 11 February 2026. The draft Plan had now been superseded by the finalised CCP 2026 to 2040 which was published on 24 March 2026. The CCP set out the policies and proposals the Scottish Government would take forward in order to meet its emissions reduction targets, as set out in paragraph 3.2 of the report. On 6 March 2026, the Scottish Government published the ‘Climate change duties: statutory guidance for public bodies’. The purpose of this statutory guidance was to support public bodies in performing their climate change duties under the Climate Change (Scotland) Act 2009. The CCP outlined the emissions pathway for 7 key sectors, the key actions required and the economic opportunities and benefits those actions would support. The 7 key sectors were:- Buildings (residential and public) Transport Waste Energy Supply Business and Industrial Process and Negative Emissions Technologies Agriculture Land Use, Land Use Change and Forestry (LULUCF) Local authorities had responsibilities for implementation across all 7 key sectors and those were detailed in Appendix 1 to the report. This included 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, as detailed in section 7 of the report. Delivery of those commitments would require co-ordinated action across all Council Resources, with a requirement for climate consideration to be embedded in capital investment decisions and all Resource and Service planning. A new Sustainable Development and Climate Change Strategy, covering the period 2028 to 2035, was under development and would align with the priorities and requirements of the CCP. The Committee decided: (1) that the overview of the contents of the Climate Change Plan 2026 to 2040 be noted; and (2) that the role and responsibilities for local authorities as set out in the Climate Change Plan, as detailed in Appendix 1 of the report, be noted. [Reference: Minutes of the Climate Change and Sustainability Committee of 11 February 2026 (Paragraph 7)] 18
Page 19
20 Good Food Nation Plan A report dated 4 June 2026 by the Chief Executive was submitted providing an update on the upcoming duties for all local authorities on the development of Good Food Nation (GFN) plans and the Council’s current progress with its Plan. The Good Food Nation (Scotland) Act 2022 imposed a legislative duty on local authorities to prepare and publish GFN plans. The national GFN Plan set out 6 overarching outcomes for a GFN, as outlined at paragraph 4.2 of the report. Section 10 of the Act, which was not yet in force but anticipated to be by April 2027, required relevant authorities to publish a GFN Plan within a period of 12 months. In preparing a plan, consideration had to be given to 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. Council officers had been meeting with both NHS Lanarkshire and North Lanarkshire Council to ensure some regional consistency and support across each organisation’s Plan. 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. Authorities were required to report progress against their Plan’s outcomes every 2 years and undertake a full review of the Plan every 5 years. All plans were required to have outcomes, indicators, measures and list related policies as part of the duties. The Committee decided: that the plans to meet the requirements for the Council to prepare South Lanarkshire’s Good Food Nation Plan be noted. [Reference: Minutes of 27 August 2025 (Paragraph 13)] 21 Membership of Committees, Forums and Trusts - Update A report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the membership of committees, forums and trusts following on from the decisions taken at the previous Council meeting. At its meeting on 27 May 2026, the Council agreed that authority be 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 the Finance and Corporate Resources Committee. A copy of the updated membership of committees and forums was attached as an appendix to the report. At its meeting on 15 August 2018, the Executive Committee agreed that the Chair of the Finance and Corporate Resources Committee would be a member of both The South Lanarkshire Educational Trust and The South Lanarkshire Charitable Trust. As the newly appointed Chair, Councillor Razzaq would become a member of both Trusts. The Committee decided: (1) that the updated committee and forum memberships, as detailed in the appendix to the report, be noted; and 19
Page 20
(2) that it be noted that Councillor Razzaq, as Chair of the Finance and Corporate Resources Committee, was appointed as Trustee to both The South Lanarkshire Educational Trust and The South Lanarkshire Charitable Trust. [Reference: Minutes of South Lanarkshire Council of 27 May 2026 (Paragraph 6) and Minutes of 15 August 2018 (Paragraph 8)] 22 Scottish Fire and Rescue Service – Service Delivery Review Recommendations The Executive Director (Housing and Technical Resources) gave a verbal update on the recent decisions taken by the Board of Scottish Fire and Rescue Service (SFRS). SFRS had been conducting a Service Review, assessing how Fire and Rescue Services were delivered so their resources better matched local risk, demand and budget pressures. The review commenced in 2023, with public stakeholder engagement and consultation held in 2024 and 2025. The Council responded to the consultation, as approved by this Committee on 27 August 2025. In addition to this, a special members’ awareness session was held with senior SFRS personnel on 18 August 2025, setting out the potential implications for South Lanarkshire from the options being considered. The main concern raised was the impact on the review of the Hamilton provision. Its second appliance was already temporarily removed in September 2023 and options within the review either made the reduction permanent or increased it back to 2 appliances with a different operating model. Another option saw the provision of Lesmahagow being enhanced for a new staffing model, improving it to a nearby station’s ability to respond to incidents during peak hours. The SFRS Board met on Monday 22 June 2026 to discuss the conclusion of the review. The Council had since received formal notification that the Hamilton provision would be permanently reduced to one appliance, which continued the existing operating model in use since 2023, and that there would be no change to the current provision at Lesmahagow. In response to this, and through the Chair of the Safer South Lanarkshire Board, the Council would now formally respond to the outcome of the review citing its disappointment that the second appliance in Hamilton was being permanently removed. Whilst there was no specific process for the service delivery review, it was proposed that the Council write to the Chair of the SFRS Board and request that this decision be reconsidered and ask whether a further public or stakeholder consultation on this decision would take place. Reassurances would be sought that risks to residents across South Lanarkshire would not be increased as a result of this decision. The Committee decided: that the verbal update be noted. [Reference: Minutes of 27 August 2025 (Paragraph 8)] 23 Urgent Business There were no items of urgent business. 20
Page 21
Annex LOCAL ACTION FUND APPROVED LOCAL ACTION FUND PROPOSALS CURRENT STATUS - CORRECT AS AT 10 JUNE 2026 Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 1 – Clydesdale West Upgrade of the local skate park and BMX track £50k Facilities, Waste & Ground Services/C&ER Contract has been awarded, confirmation awaited of when work to start. Ward 2 – Clydesdale North Play Park improvements £50k Facilities, Waste & Ground Services/C&ER Landscape Team currently working on Clydesdale Play Area assessments to identify targeted investment sites. Once draft programme is ready members will be consulted. Ward 3 – Clydesdale East Sustainable Pettinain SCIO (Petttinain Hall) £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 3 – Clydesdale East Soul of the Junction SCIO (Carstairs Junction Hall) £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 3 – Clydesdale East Carstairs Community Centre (Carstairs Village) £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 3 – Clydesdale East Ravenstruther &Cleghorn Hall Association £5k Administration & Legal Services/F&CR Funds issued for use by grantee. 21
Page 22
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 3 – Clydesdale East Quothquan Village Hall £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 3 – Clydesdale East Wiston Village Hall £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 3 – Clydesdale East Dolphinton Hall Community Association £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 3 – Clydesdale East Crawfordjohn Public Hall Association £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 3 – Clydesdale East Elsrickle Community Hub £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 3 – Clydesdale East Biggar Youth Project £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 4 – Clydesdale South Blackwood & Kirkmuirhill Resilience Group – to support local youth development £50k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 5 – Avondale & Stonehouse Friends of Stonehouse Park – to purchase a generator to be used for community events £12k Administration & Legal Services/F&CR Funds issued for use by grantee. 22
Page 23
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 5 – Avondale & Stonehouse Strathaven Rugby Club – contribution to renewable energy system to form part of the new multi sports facility proposed by the club. £20k Administration & Legal Services/F&CR Grant agreement in place, final consents to be secured for the project and funds will then be released. Ward 5 – Avondale & Stonehouse Targeted improvements to public spaces across the ward, which might include renovation/purchase of benches and installation of bird proof litter bins. £8k Facilities, Waste & Ground Services/C&ER Completed Ward 5 – Avondale & Stonehouse Play Park Improvements - £10k towards play park improvements in the ward, including accessible play park equipment £10k Facilities, Waste & Ground Services/C&ER Auldhouse agreed with members as location of spend. Start date for work has been re-scheduled for 13th July and will be completed by end July On track to be undertaken by Landcare Solutions. LAF monies forming part of a larger redevelopment incorporating SGPIP Ward 6 – East Kilbride South East Kilbride and District Dementia Carers Group £25k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 6 – East Kilbride South Waist Not Want Not £15k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 6 – East Kilbride South Loaves and Fishes £10k Administration & Legal Services/F&CR Funds issued for use by grantee. 23
Page 24
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 7 – East Kilbride Central South Resurface road to Murray Bowling Club £30k Roads, Transportation & Fleet Services/C&ER Completed Ward 7 – East Kilbride Central South Darwin Road play area, accessible play equipment for children with disabilities £20k Facilities, Waste & Ground Services/C&ER Darwin Road works is part of the EK Area contract with site works due to commence on 6 July with detailed programme to follow once all play equipment is delivered. Will be complete by 13 November. Ward 8 – East Kilbride Central North Play Park Investment Programme £42k Facilities, Waste & Ground Services/C&ER Maxwellton Play Area works is part of the EK Area contract with site works due to commence on 6 July with detailed programme to follow. Will be complete by 13 November. Ward 8 – East Kilbride Central North 8 Primary Schools (£1000 each) for play- play-based learning £8k Education Resources Funds have been transferred for use by the schools. Used as summarised below . • West Mains PS– outdoor play • Kirktonholme PS –trim trail • Blacklaw PS – outdoor play • Halfmerke PS – play resources • Maxwellton PS – Play based learning • Mount Cameron PS – creative classroom kits • St Hilarys PS – outdoor resources mud kitchen • Greenburn PS – TBC 24
Page 25
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 9 – East Kilbride West Play Park Investment Programme £50k Facilities, Waste & Ground Services/C&ER Hairmyres Park and JHHP Play Areas are both part of the EK Area contract with site works due to commence on 6 July with detailed programme to follow. Will be complete by 13 November. Ward 10 – East Kilbride East New pathway between Benbecula Play Area and local housing. £16k Facilities, Waste & Ground Services/C&ER Benbecula path improvements are due to commence on site on the 8th of June with an end of June completion. Ward 10 – East Kilbride East 6 additional freestanding litter bins at Calderglen Country Park £3k Facilities, Waste & Ground Services/C&ER Complete Ward 10 – East Kilbride East 5 schools (£1,000 each, 3 primary schools and 2 high schools) £5k Education Funds have been transferred for use by the schools. Used as summarised below • Hunter PS – outdoor play • Long Calderwood PS – phonic workshops literacy • St Leonards PS – Science Centre • Calderglen High – Support resources for S2 • Sanderson High – sensory equipment Ward 10 – East Kilbride East Improve Lammermoor Play Park £26k Facilities, Waste & Ground Services/C&ER Lammermoor is part of the EK Area contract awarded in April 2026, site works due to commence on 08th June with detailed programme to follow. Will be complete by end October. Ward 11 – Rutherglen South Refurbishment of Craignure steps £15k Housing & Technical Resources Works are commencing on site. 25
Page 26
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 11 – Rutherglen South Repairing of the MUGA pitch at Cathkin Primary School £1k Education To be completed by end June. Ward 11 – Rutherglen South Douglas Avenue Park - Additional play equipment £10k Facilities, Waste & Ground Services/C&ER Works package awarded in June, with works starting July and expected completion by 14 August. Ward 11 – Rutherglen South Spittal Community Notice Board/ Defibrillator £1.8k Property Community notice board at school or shops together with a defibrillator at chemists. Will be completed by end June. Ward 11 – Rutherglen South Burnside. Stonelaw Woods and Woodburn Park railings £3k Facilities, Waste & Ground Services/C&ER Work is ongoing weather delayed start, being undertaken by Community Payback. Ward 11 – Rutherglen South Fernhill. Community Noticeboard at Community Centre £800 Property Consultancy Services are working with Procurement to order the notice board contractor has been identified for installation. Will be completed by end June. Ward 11 – Rutherglen South Blairbeth. Playground equipment at Rowantree Avenue £13,400 Facilities, Waste & Ground Services/C&ER Works package awarded in June, with works starting July and expected completion by 14 August. Ward 11 – Rutherglen South Springhall. Skip provision, at site beside the Cage £2k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 11 – Rutherglen South Grant to Springlaw Nursery £500 Education Resources Funds have been transferred for use by the school. Used for music equipment 26
Page 27
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 11 – Rutherglen South Friends of Spittal Primary School £500 Administration & Legal Services/F&CR Funds been transferred to school, for Parent Council to access in normal way. Used for community notice board Ward 11 – Rutherglen South St Mark’s Primary School Parent Council £500 Education Resources Funds been transferred to school, for Parent Council to access in normal way. Used for school trip Ward 11 – Rutherglen South Cathkin Primary School Parent Council £500 Education Resources Funds been transferred to school, for Parent Council to access in normal way. Used for outdoor play resources Ward 11 – Rutherglen South Friends of Loch Primary School £500 Administration & Legal Services/F&CR Funds been transferred to school, for Parent Council to access in normal way. Used for outdoor play Ward 11 – Rutherglen South St Anthony’s Primary School Parent Council £500 Education Resources Funds been transferred to school, for Parent Council to access in normal way. Used for Christmas fayre Ward 12 – Rutherglen Central and North Universal Connections £12k Universal Connections/Education Funds have been transferred for use by Universal Connections. Ward 12 – Rutherglen Central and North £5,000 for each of the three primary schools, Bankhead, Burgh, and St Columbkille’s £5k (£15k total) Education Funds have been transferred for use by the schools. Used as summarised below :. • Bankhead – outdoor learning • Burgh – school trip • St Columbkilles – outdoor learning 27
Page 28
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 12 – Rutherglen Central and North Rutherglen Community Carers £2k Administration & Legal Services Funds issued for use by grantee. Ward 12 – Rutherglen Central and North Cambuslang & Rutherglen Sports Council – Funding to purchase a trophy for the Burgh cup, a local football tournament for schools. £1k Administration & Legal Services Funds issued for use by grantee. Ward 12 – Rutherglen Central and North High Backs - £7k to the men’s group and £4k to the after school to support the groups services. £11k Administration & Legal Services Funds issued for use by grantee. Ward 12 – Rutherglen Central and North Overtoun Park Bowling Club – provision of a comfort scheme for those using the park. £9k Administration & Legal Services Funds issued for use by grantee. Ward 13 – Cambuslang West Painting of railings at Cambuslang Park £4k Facilities, Waste & Ground Services/C&ER Work is ongoing weather delayed start, being undertaken by Community Payback. Ward 13 – Cambuslang West Refurbishment of the Wheel Toll Pitch Pavillion £20k Facilities, Waste & Ground Services/C&ER Complete Ward 13 – Cambuslang West Funding for Women’s Wellbeing Collective community group and for Community Wealth Building £20k Education Funds issued for use by grantee, via Cambuslang Universal Connections. 28
Page 29
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 13 – Cambuslang West Community Skips, Community Skips Whitlawburn – skip service for large items for residents who struggle getting to recycling centres. £6k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 14 – Cambuslang East Hub Transformation Project £40k Property Services, HTR Ongoing, works specification being progressed. Ward 14 – Cambuslang East LEAP for Cambuslang Project in the refurbished library building £2k Administration & Legal Services/F&CR Funds issued for use by grantee. Used for refurbishment of library building Ward 14 – Cambuslang East Project 31 – to support delivery of outreach community project for the benefit of people within the ward in Halfway area. £500 Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 14 – Cambuslang East To support delivery of Halfway Park Project £1k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 14 – Cambuslang East Particip8 – to support delivery of Cambuslang East Annual events for the community, such as fireworks, summer gala, Christmas light switch on, Santa drive by, Halloween, Easter, and the like. £6.5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 15 – Blantyre Blantyre Futures – to support delivery of winter/Christmas community events in the Blantyre ward. £5k Administration & Legal Services/F&CR Funds issued for use by grantee. 29
Page 30
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 15 – Blantyre Blantyre Miners Welfare Charity - to support carpeting of 3 rooms in the community centre. £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Used to allow 3 rooms to be carpeted. Might seek to rent rooms out to generate additional income for Centre and support enhanced community use. Ward 15 – Blantyre Terminal One – to support delivery of community activities within the ward being £13,170 to replace 6 auto belays for climbing wall, £10k as a contribution to a minibus replacement and £5k for a summer activities programme for children and young people. £28,170 Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 15 – Blantyre Third Blantyre Community Group Scouts – to support replacement of hall floor and kitchen refurbishment at High Blantyre Public Hall. £10k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 15 – Blantyre Soul Skin Social Enterprise – to support provision of free holistic treatments within the ward. £1,830 Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 16 – Bothwell & Uddingston Bothwell Futures to support the employment of a General Manager for a period of 1 year on a fixed term basis. £25k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 16 – Bothwell & Uddingston Grow Uddingston – travel, community orchard, and community garden. £25k Administration & Legal Services/F&CR Funds issued for use by grantee. 30
Page 31
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 17 – Hamilton North & East Restoration of Bothwell Road Park band stand £50k Property Services, HTR Works are due to commence on site on 8th June and completion 9th October 2026, for reinstatement of Bandstand and associated groundworks. Will also be hoarding erected that will provide historical overview. Ward 18 – Hamilton West & Earnock Hillhouse Resident’s and Tenant’s Group – to support delivery of services to local residents and tenants, broken down as follows, £7k to supply water to recreational area in Dunkeld Place, £3,500 for a generator to provide power at events, £2500 for CCTV, £2k for a Burntisland trip and £3k for Christmas party. £18k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 18 – Hamilton West & Earnock Burnbank Bowling Club – Supply and fitting of defibrillator. £2k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 18 – Hamilton West & Earnock Earnock Resident’s Association - Supply and fitting of defibrillator £2k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 18 – Hamilton West & Earnock Supporting Our Community (SOC) to support delivery of services to local residents broken down as follows: £5k for garden project, £3,600 for health training and £3k for a children’s party. £12k Administration & Legal Services/F&CR Funds issued for use by grantee. 31
Page 32
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 18 – Hamilton West & Earnock Meikle Earnock Community Council – Christmas event £2k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 18 – Hamilton West & Earnock First Steps Nursery £4k Education Resources Funds transferred to the school for use. Used for Outdoor equipment Ward 18 – Hamilton West & Earnock Terminal One – for youths of Hillhouse – to support delivery of services to young people in the Hillhouse community. £2k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 18 – Hamilton West & Earnock Community Links Hillhouse – to support delivery of services in the local community of Hillhouse £1k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 18 – Hamilton West & Earnock Community Links Burnbank - to support delivery of services in the local community of Burnbank £1k Administration & Legal Services/F&CR Funds issued for use by grantee. 32
Page 33
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 18 – Hamilton West & Earnock £1k to each PS - Neilsland, St Mark's, St Ninian's, St Peter's, Townhill and Udston) £6k Education Funds transferred to schools for use. Used as summarised below : . • Neilsland – creation of Happy Hut • St Marks PS – TBC • St Ninians – TBC • Townhill PS - Numeracy resources • Udston PS – TBC • St Peters - TBC Ward 19 – Hamilton South Eddlewood Football Club - to be used for the supply of new goal posts. For different age groups – football and kitchen equipment to support ongoing delivery of services to the local community, £5k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 19 – Hamilton South Low Waters Lot Community Group £1k Administration & Legal Services/F&CR Cancelled, not able to take advantage of grant at this time, agreed with ward members and Chair/Vice Chair of Executive Committee. Members agreed to instead transfer to Eddlewood FC. Ward 19 – Hamilton South 11th Hamilton Guides – to be used for the supply of sports and litter picking equipment and additional resources to support ongoing delivery of services to the local community. £2k Administration & Legal Services/F&CR Funds issued for use by grantee. 33
Page 34
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 19 – Hamilton South Low Waters Community Group – to be used for the renovation of flooring in kitchen and bathrooms and purchase of storage container to support ongoing service delivery to the local community, £2k Administration & Legal Services/F&CR Funds issued for use by grantee. Used for Storage container Ward 19 – Hamilton South Eddlewood FC - to be used for the supply of new goal posts. For different age groups – football and kitchen equipment to support ongoing delivery of services to the local community £1k Administration & Legal Services/F&CR Funds issued for use by grantee. Replaced Low Waters Lot Community Group, agreed by ward members and Chair/Vice Chair. Ward 19 – Hamilton South Sunday Allsorts Youth Group – to be used for the supply of garden games and stationery to support ongoing delivery of services to the local community. £750 Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 19 – Hamilton South Centenary Gardens £2k SW/H&T Funds transferred. Ward 19 – Hamilton South Deer Park £2k SW/H&T Funds transferred. Ward 19 – Hamilton South John Smith Court £2k SW/H&T Funds transferred. 34
Page 35
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 19 – Hamilton South Abercorn House Care Home – to be used to enhance recreational activities, garden spaces and leisure opportunities at the care home and improve residents’ quality of life. £2k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 19 – Hamilton South Abbeydale Court - to be used to enhance recreational activities, garden spaces and leisure opportunities at the care home and improve residents’ quality of life. £2k Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 19 – Hamilton South Salvation Army £750 Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 19 – Hamilton South Richmond Fellowship £750 Administration & Legal Services/F&CR Cancelled, no longer delivering services in Hamilton, agreed with ward members and Chair/Vice Chair to provide funds to Fairhill Café and HIPY Ward 19 – Hamilton South The Samaritans £750 Administration & Legal Services/F&CR Funds issued for use by grantee. Ward 19 – Hamilton South £4.5k to each Primary School (Chatelherault Primary, Our Lady & St Anne's Primary, St Elizabeth's Primary, St John's Primary, Woodhead Primary and Woodside Primary) £27K Education Funds transferred to Schools for use. Funds used as summarised below : . • Chatelherault PS – TBC • Our Lady and St Annes PS – Stage equipment • St Elizabeths PS – stage equipment • St Johns PS – playground games/sports lines • Woodside PS – reading and books • Woodhead PS – TBC 35
Page 36
Ward Project Funding approved Lead Service and Resource Current Status / Further Information on expenditure Ward 19 – Hamilton South HIPY £375 Administration & Legal Services/F&CR Funds issued for use by grantee. Grant paperwork being progressed. Replaced Richmond Fellowship, agreed by ward members and Chair/Vice Chair. Ward 19 – Hamilton South Fairhill Community Café £375 Administration & Legal Services/F&CR Funds issued for use by grantee. Replaced Richmond Fellowship, agreed by ward members and Chair/Vice Chair. Ward 20 – Larkhall To be shared between the 10 schools within the Ward, being Craigbank, Glengowan, Machanhill. Hareleeshill, Quarter, Dalserf, Netherburn, St Mary’s and Robert Smilie Memorial primary schools and Larkhall Academy. £50K Education Funds transferred to the schools for use. Used as summarised below. • Machanhill PS – viewboards • Quarter PS – outdoor gym • Robert Smillie PS – chromebooks • Craigbank PS – C Touches and reading resources • Harelesshill PS – nurture room • Dalserf PS – outdoor resources • Netherburn PS – sensory library, arts and crafts • Glengowan -musical instruments • St Marys PS – outdoor classroom • Larkhall Academy – TBC 36
Page 37
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 4 - 1 April 2026 to 10 July 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 10 July 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) after budgeted Transfers to Reserves and previously reported underspends, and the actual spend as at 10 July 2026 (Appendix 1), be noted; and (2) that the projected breakeven position on the Housing Revenue Account for 2026/2027, and the actual spend as at 10 July 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 (section 4) and for the Housing Revenue Account (section 5). It will also provide the actual spend as at 10 July 2026. 4. General Services 2026/2027 Projected Outturn as at 10 July 2026 4.1. As at 10 July 2026, the projected outturn position for 2026/2027 on the General Services budget is breakeven after budgeted Transfers to Reserves and previously reported underspends (Appendix 1). The actual spend to date is shown in Appendix 1. 4.2. As previously reported to Committee on 24 June, across the Council’s Budget, there are 3 notable areas where underspends are anticipated this financial year. These relate to Loan Charges (£6.096 million), Non-Domestic rates (£2.700 million) and Empty Property Relief (£1.000 million). 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. 3 37
Page 38
4.3. Social Work Resources – Children and Families: As previously reported, the forecasts for Children and Families, Justice, and Performance and Support Services continue to show a breakeven position. As reported through Social Work 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. The Social Work Resources position assumes that Children and Families’ reserves funding will be utilised later in the financial year, to support a break-even position in 2026/2027. 4.4. Social Work Resources – Adult and Older People: As we have reported previously and taking into account the ongoing recruitment challenges across areas of the Service, we continue to see underspends in some areas. To allow services to respond to continuing service pressures, emerging underspends in year can be used for extra care packages and prospectively earmark any remaining projected underspends for the continuing costs of those extra care packages through 2027/2028. Transfers to reserves will be confirmed as part of the Probable Outturn exercise. 5. Housing Revenue Account Position 5.1. As at 10 July 2026, Appendix 2 of the report shows a breakeven position on the Housing Revenue Account. 6. Employee Implications 6.1. None. 7. Financial Implications 7.1. As detailed in sections 4 to 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. 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) 27 July 2026 38
Page 39
Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 10 July 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 39
Page 40
Note: While the Year to Date Actual at period 4 presents a net surplus position (£69.501m), 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 138.980 138.980 0.000 0.00% 30.966 Facilities Waste and Grounds 84.744 85.355 (0.611) (0.72%) 18.544 Leisure and Culture 19.658 19.658 0.000 0.00% 4.071 Planning and Regulatory Services 5.925 5.397 0.528 8.91% 0.966 Enterprise and Sustainable Development 6.940 6.775 0.165 2.38% (0.376) Roads, Transportation and Fleet 21.713 21.795 (0.082) (0.38%) 7.761 Education Resources 525.944 525.944 0.000 0.00% 128.077 Education 525.944 525.944 0.000 0.00% 128.077 Finance and Corporate Resources 49.367 49.367 0.000 0.00% 19.763 Finance Services - Strategy 2.834 2.776 0.058 2.05% 1.089 Finance Services - Transactions 20.285 20.263 0.022 0.11% 6.490 Audit and Compliance Services 0.417 0.433 (0.016) (3.84%) 0.141 Information Technology Services 9.160 9.255 (0.095) (1.04%) 6.683 Communications and Strategy Services 3.673 3.555 0.118 3.21% 1.431 Administration and Licensing Services 5.258 5.258 0.000 0.00% 1.576 Personnel Services 7.740 7.827 (0.087) (1.12%) 2.353 Housing & Technical Resources 19.005 19.005 0.000 0.00% 4.985 Housing Services 8.954 8.936 0.018 0.20% 1.200 Property Services 10.051 10.069 (0.018) (0.18%) 3.785 Social Work Resources 270.829 270.829 0.000 0.00% 69.101 Performance and Support Services 6.756 6.497 0.259 3.83% 1.767 Children and Families 49.929 50.727 (0.798) (1.60%) 11.676 Adults and Older People 212.592 212.592 0.000 0.00% 54.945 Justice and Substance Misuse 1.552 1.013 0.539 34.73% 0.713 Joint Boards 2.072 2.072 0.000 0.00% 0.638 1,006.197 1,006.197 0.000 0.00% 253.530 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 1,006.197 1,006.197 0.000 0.00% 253.530 CFCR 5.401 5.401 0.000 0.00% 0.000 Loan Charges 35.755 35.755 0.000 0.00% 0.000 Corporate Items (5.593) (5.593) 0.000 0.00% 0.138 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 1,078.228 1,078.228 0.000 0.00% 253.668 Council Tax 210.719 210.719 0.000 0.00% 64.837 Less: Council Tax Reduction Scheme (26.228) (26.228) 0.000 0.00% (8.070) 184.491 184.491 0.000 0.00% 56.767 General Revenue Grant 438.388 438.388 0.000 0.00% 134.889 Non Domestic Rates 427.417 427.417 0.000 0.00% 131.513 Transfer from Reserves 27.932 27.932 0.000 0.00% 0.000 Total Income 1,078.228 1,078.228 0.000 0.00% 323.169 Net Expenditure 0.000 0.000 0.000 0.00% (69.501) Period Ended 10 July 2026 (No.4) Revenue Budget Monitoring Report SOUTH LANARKSHIRE COUNCIL 40
Page 41
Note: While the Year to Date Actual at period 4 presents a net deficit position (£13.495m), this is timing only. The forecast outturn shows a breakeven position (section 5.1). Appendix 2 Revised Projected Projected Year to Date Annual Outturn Outturn % Note Actual Budget Variance Budget Category £m £m £m £m Employee Costs 17.393 17.377 0.016 0.09% 4.396 Property Costs 62.761 62.761 0.000 0.00% 16.767 Supplies and Services 0.523 0.523 0.000 0.00% 0.098 Transport and Plant 0.195 0.195 0.000 0.00% 0.091 Administration 5.604 5.620 (0.016) (0.29%) 0.483 Payment to Other Bodies 2.682 2.682 0.000 0.00% 0.006 Payment to Contractors 0.806 0.806 0.000 0.00% 0.722 Transfer Payments 0.000 0.000 0.000 0.00% 0.000 Financing Charges 33.918 33.918 0.000 0.00% 3.495 Total Controllable Exp. 123.882 123.882 0.000 0.00% 26.058 Total Controllable Inc. (141.769) (141.769) 0.000 0.00% (39.553) 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% (13.495) Loan Charges 21.385 21.385 0.000 0.00% 0.000 Net Controllable Exp. 0.000 0.000 0.000 0.00% (13.495) SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 10 July 2026 (No.4) Housing Revenue Account 41
Page 42
42
Page 43
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2026/2027 and Monitoring for Period 4 - 1 April 2026 to 10 July 2026 1. Purpose of Report 1.1. The purpose of the report is to:- update the Executive Committee of progress on the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2026 to 10 July 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. This report provides an update on the Capital programmes as well as a summarised monitoring position as at 10 July 2026 (Period 4). Spending has been split into two separate sections below: General Fund Capital Programme (which includes Education, Social Work, Roads and Other General Services) (Section 4) Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2026/2027 Budget: The revised programme for the General Fund is £98.167 million (summarised in Appendix 2). This revised programme consists of the base budget plus carry forward projects and adjustments which have been agreed by the Executive Committee up to and including its meeting on 24 June 2026. 4.2. The programme of £98.167 million also includes proposed adjustments totalling an overall decrease of £11.335 million. These are detailed in Appendix 1. 4.3. The overall funding available of £98.167 million to support the programme is detailed in Appendix 3. 4 43
Page 44
4.4. 2026/2027 Forecast: As noted in 4.1, the total capital spending programme for the year is £98.167 million. 4.5. Appendix 3 also shows a forecast for the financial year of £98.167 million. 4.6. 2026/2027 Actual Position: Actual spend incurred to the 10 July 2026 totals £6.381 million. 4.7. Actual funding received to 10 July 2026 is £10.815 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. 2026/2027 Budget: Appendix 4 summarises the position on the Housing programme as at 10 July 2026. The revised Housing Capital programme for the year is £94.740 million. 5.2. Programme funding for the year also totals £94.740 million. Appendix 4 summarises the position on the Housing programme as at 10 July 2026. 5.3. 2026/2027 Forecast: As noted in 5.1, the total capital spending programme for the year is £94.740 million. Current estimates from the Resource have identified an outturn of £94.740 million for the year. 5.4. 2026/2027 Actual Position: Spend to 10 July 2026 on the Housing Capital Programme amounts to £12.603 million. 5.5. As at 10 July 2026, £12.603 million of funding had been received. 5.6. 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. 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. 44
Page 45
Jackie Taylor Executive Director (Finance and Corporate Resources) 28 July 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 25 February 2026 Executive Committee, 24 June 2026 List of Background Papers Capital Ledger prints to 10 July 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 45
Page 46
APPENDIX 1 Proposed Adjustments Community and Enterprise Resource People and Place Local Authority Direct Award Funding has been made available to take forward active travel initiatives by supporting active and sustainable travel. This will involve promoting initiatives to increase the frequency of active travel journeys, through developing walking routes to schools, parks and in town centres. Projects include a bike hire pilot, further work to promote the Think, Move Breath campaign, road safety education, maintenance and enhancement of active travel routes, and support for community led events at Clyde Cycle Centre. These have been provided to the Scottish Government to confirm eligibility to allow programming of works. Approval is sought to increase the 2026/2027 capital programme by £0.140 million which will be funded by Transport Scotland through the People and Place Local Authority Direct Award 2026/2027. Road Safety Improvement Fund Transport Scotland have awarded South Lanarkshire Council £0.787 million in connection with the Road Safety Improvement Fund for 2026/2027. Roads have identified projects, based upon casualty reduction priorities as reported to the Road Safety Forum. Detailed accident investigation reports have been collated for each location by the Traffic and Transportation team. These reports will be used to prioritise the projects listed below. A70, Douglas – M74 J12 northbound off ramp B743, Strathaven to council boundary A70, Glespin to Council boundary A70, B7078 Junction to Rigside A721, Newbigging to Elsrickle B758, Blantyre Farm Road, Blantyre to Uddingston A702, Council boundary to M74 J14 B7078, Canderside to Blackwood B7086, Strathaven to Kirkmuirhill Newhousemill Road at Bridge, EK B7078, M74 Junction 10 to M74 J11 Harsh Braking Sites – Various locals Approval is sought to increase the capital programme by £0.787 million. Cycling Scotland Grant Award Additional funding has been awarded by Cycling Scotland for new cycle storage and shelter repairs. Using this funding, shelter installations are proposed at the following schools: Stonelaw High School Bankhead Primary School Stonhehouse Primary School James Aiton Primary School Kirkton Primary School Abington Primary School Forth Primary School Neilsland Primary School Spittal Primary School Carstairs Primary School £0.140m £0.787m 46
Page 47
In addition, David Livingstone memorial Primary School will have additional cycle hoops and a scooter rack installed. Approval is sought to increase the capital programme by £0.121 million. East Kilbride Town Centre As a result of savings on demolition costs and updated profiling on the project, the anticipated spend in 2026/2027 is lower than originally budgeted. The budget released by the reduced cost of the demolition will be retained within the overall project budget of £50.3 million with the design planning stage for the Town Hall ongoing. Approval is sought to transfer £7.183 million into the 2027/2028 Capital programme. Hamilton Town Centre Due to the timescales confirmed for the demolition of the New Cross Centre, and the former Bairds’ building, the anticipated date for the start of demolition setup on sites is March 2027 with a combined tender package being progressed. As a result, the budget required this year will be reduced to reflect fees and minor spend. Approval is sought to transfer £3.341 million into the 2027/2028 Capital programme. Larkhall Leisure Centre The forecast spend in 2026/2027 for Larkhall Leisure Centre is anticipated to be less than budgeted, reflecting the cost profile information from Hub South West following financial close for the enabling works. Approval is sought to transfer £1.836 million into the 2027/2028 Capital programme. Leisure and Culture Transformation Fund The specification and content of the Improvements to Accessibility / Wi-Fi Accessibility project have expanded with a broader scope than was originally thought possible, following the rollout of a new front of house system in SLLC properties. However, due to the complex nature of the systems integration and the different logistical requirements across the various locations, additional costs are required to take the project to completion. Alongside this, consideration has been given to the Lifeguard Technology project. SLLC have confirmed that this project is not viable at this time due to the availability of expertise and suitable suppliers. It is proposed that £0.010m of the budget be retained for feasibility costs to continue to explore options for this project in the longer term, and that the remaining budget of £0.390 million to be reallocated to the Improvements to Accessibility / Wi-Fi Accessibility project. £0.121m (£7.183m) (£3.341m) (£1.836m) (£0.390m) £0.390m Minor Adjustments (£0.023m) TOTAL ADJUSTMENTS (£11.335m) 47
Page 48
APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2026/27 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2026 TO 10 JULY 2026 £m Total Revised Budget – Period 2 109.502 Proposed Adjustments (11.335) Total Revised Budget 98.167 2026/27 Budget Period 4 Proposed Adjustments Revised 2026/27 Budget Resource £m £m £m Community & Enterprise 79.602 (11.335) 68.267 Education 15.297 - 15.297 Finance & Corporate 0.498 - 0.498 Housing & Technical 13.605 - 13.605 Social Work 0.500 - 0.500 TOTAL CAPITAL PROGRAMME 109.502 (11.335) 98.167 48
Page 49
APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2026/2027 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2026 TO 10 JULY 2026 2026/27 Base Budget 2026/27 Revised Budget 2026/27 Forecast Spend 2026/27 Forecast Variance 2026/27 Actual to 10/07/26 Expenditure £m £m £m £m £m General Fund Programme 108.952 98.167 98.167 - 6.381 Income 2026/27 Budget 2026/27 Revised Budget 2026/27 Actual To 10/07/26 £m £m £m Prudential Borrowing 54.520 45.501 0.000 Developers Contributions 1.775 1.775 0.000 Partners 3.071 4.150 0.984 Scottish Government: - Capital Grant 25.982 25.959 7.366 Levelling Up Fund 4.196 4.196 2.440 Capital Receipts 4.500 4.500 0.025 Specific Reserves 9.438 6.616 0.000 Revenue Contribution 5.470 5.470 0.000 TOTAL FUNDING 108.952 98.167 10.815 49
Page 50
APPENDIX 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2026/2027 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2026 TO 10 JULY 2026 2026/27 Annual Budget 2026/27 Forecast Spend 2026/27 Forecast Variance 2026/27 Actual to 10/07/26 £m £m £m £m Expenditure 2026/27 Budget 94.740 94.740 - 12.603 2026/27 Annual Budget 2026/27 Actual to 10/07/26 £m £m Income Capital Funded from Current Revenue 33.851 3.493 Capital Receipts - 0.093 Prudential Borrowing 33.385 5.962 Scottish Government Specific Grant: - New Build 18.474 2.919 - Open Market Purchase Scheme 8.910 - - Mortgage to Rent 0.120 0.081 Other Income - 0.055 94.740 12.603 50
Page 51
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 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 (24 June 2026) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional funding totalling £1.589 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 £0.541 million has been identified across 2026/2027. This is detailed in Appendix 1. 5.2. Additional Capital funding of £1.048 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. 5 51
Page 52
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) 22 July 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 52
Page 53
Appendix 1 Additional Revenue Funding Resource Description 2026/2027 £m Total £m Method Social Work Children (Care and Justice) (Scotland) Act 2024 Funding is to support costs associated with implementing new and additional duties under the Act. The Act will raise the maximum age of referral to the children’s hearings system up to cover 16 and 17-year-olds until they reach the age of 18 which raises the maximum age of initial referral to the Children’s Reporter. 0.209 0.209 Scottish Government Housing and Technical Funding for Resettlement Teams This funding is intended to support resettlement staffing costs to support the integration of refugees including displaced Ukrainians, people seeking asylum and other forced migrants within Scotland’s communities. 0.122 0.122 Scottish Government Education Scottish Disability Assistance Additional funding to support the collection and submission of supporting information for Child Disability Payment (CDP), Adult Disability Payment (ADP), and Pension Age Disability Payment (PADP) applications. These processes are intended to reduce barriers for clients and ensure Social Security Scotland case managers receive the information required to make accurate decisions. 0.210 0.210 Scottish Government TOTAL REVENUE FUNDING 0.541 0.541 53
Page 54
Appendix 2 Additional Capital Funding Resource Description 2026/2027 £m Total £m Method Community and Enterprise People and Place Local Authority Direct Award Funding has been made available to take forward active travel initiatives supporting active and sustainable travel, promoting initiatives to increase the frequency of active travel journeys, by developing walking routes to schools, parks and in town centres. Projects include a bike hire pilot, further work to promote the Think, Move Breath campaign, road safety education, maintenance and enhancement of active travel routes, and support for community led events at Clyde Cycle Centre. 0.140 0.140 Strathclyde Passenger Transport Community and Enterprise Road Safety Improvement Fund Transport Scotland have awarded South Lanarkshire Council £0.787 million for 2026/2027 in connection with the Road Safety Improvement Fund. Roads have identified the projects below to be prirotised based upon casualty reduction priorities, as reported to the Road Safety Forum. A70, Douglas – M74 J12 northbound off ramp B743, Strathaven to council boundary A70, Glespin to Council boundary A70, B7078 Junction to Rigside A721, Newbigging to Elsrickle B758, Blantyre Farm Road, Blantyre to Uddingston A702, Council boundary to M74 J14 B7078, Canderside to Blackwood B7086, Strathaven to Kirkmuirhill Newhousemill Road at Bridge, EK B7078, M74 Junction 10 to M74 J11 Harsh Braking Sites – Various locals 0.787 0.787 Transport Scotland Community and Enterprise Cycling Scotland Grant Award Additional funding has been awarded to the Council by Cycling Scotland for new cycle storage and shelter repairs at the following schools. Stonelaw High School Bankhead Primary School Stonhehouse Primary School James Aiton Primary School Kirkton Primary School Abington Primary School Forth Primary School Neilsland Primary School Spittal Primary School Carstairs Primary School In addition, David Livingstone memorial Primary School will have additional cycle hoops and a scooter rack installed. 0.121 0.121 Cycling Scotland TOTAL CAPITAL FUNDING 1.048 1.048 54
Page 55
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Estate Strategy: 2026 to 2036 1. Purpose of Report 1.1. The purpose of this report is to:- present proposals for South Lanarkshire Council’s 10-Year Estate Strategy for (2026 to 2036), attached as Appendix 1, which is supported by a proposed £24m capital investment programme, and seek approval of that programme alongside progression to Stage 2 consultation 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the 10-year Estate Strategy (2026 to 2036) be approved; (2) that the proposed £24 million capital investment programme, as detailed in Section 5, be approved; (3) that it be agreed to progress with Stage 2 consultation (August to September 2026), as set out of Section 7 of this report; (4) that the proposed development of a front door approach to Council Service delivery be supported, with further engagement undertaken with members, communities and service users prior to implementation; (5) to note that a further report will be presented to Committee in October 2026 providing feedback on the Stage 2 consultation; (6) to note that an annual update on the new 10-year Estate Strategy will be presented to the Executive Committee; and (7) to note that a revised Corporate Asset Management Strategy 2027 to 2032 will be presented to Executive Committee in early 2027, which will cover all asset categories. 3. Executive Summary Context and Need for Change 3.1. The Council’s operational estate, comprising 358 assets across multiple services, represents a significant physical footprint. While it has supported service delivery over many years, much of the estate is now ageing, configured around traditional single- service use, and not consistently utilized to its full capacity. Current analysis indicates average utilization of approximately 65%, with a number of buildings operating significantly below this level. 6 55
Page 56
3.2. This pattern of provision can limit opportunities to:- co-locate services and improve integration make best use of staff and resources respond flexibly to changing patterns of demand At the same time, the Council must operate within a constrained financial environment while responding to increasing expectations in relation to accessibility, service responsiveness and environmental performance. Outcome of the Review (section 4) 3.3. To address these challenges, the Council requires a planned and proportionate transition towards a more efficient, better-performing estate that is aligned to modern service delivery and place-based priorities. 3.4. Rather than a programme of building closures, the proposed Strategy brings together a range of measures designed to improve the quality, accessibility, utilisation and sustainability of the estate. These measures are summarised in Section 4.3 and 4.4 of this report. Targeted Capital Investment of £24m (section 5) 3.5. Subject to approval, a capital investment programme of £24 million is proposed to support delivery of the Strategy. The proposed programme includes investment in retained assets, replacement facilities, service consolidation projects, office rationalization and a contribution towards depot modernisation, supporting the delivery of a smaller, higher-quality and more sustainable estate. 3.6. A summary of the proposed investment programme is provided in Appendix 2. Detailed information on individual projects and locality-specific proposals is contained within the LDP Area Profiles set out in Appendix 3. 3.7. Savings (Section 5) The proposed rationalization of the estate will deliver revenue savings over time through reductions in utility costs and energy consumption reduced rates, rent and facilities management costs associated with leased or surplus assets. Savings identified from the proposals including office accommodation will generate savings of £3.0m. 3.8. New Front Door Approach (Section 6 and Appendix 4) The Strategy includes the development of a proposed front door approach, intended to provide a clearer and more consistent way for residents to access Council services across localities. The model would operate through a network of accessible locations, supported by digital channels and informed through engagement with Members, communities and service users. 3.9. Subject to Committee approval, work will commence during 2026/2027 to further develop the front door approach with Members, communities and service users. This engagement will help shape the model, identify appropriate locations and inform any future implementation proposals. 3.10. Consultation (Section 7) Stage 1 consultation validated the requirement for a property review, enabling progression of the data-led analysis of the different assets in the Council estate, including building types, uses, condition, and the requirement to meet future needs. 56
Page 57
3.11. Subject to approval of this report, Stage 2 will take place between August and September 2026. Stage 2 of the consultation will seek to understand the potential impact of proposals on service users, communities and partners and assess the level of support for, or concern about, proposed changes. 3.12. Climate Change and Affordability Context (Section 8) The scale and condition of the Council’s estate presents a significant challenge in relation to climate targets. The estimated cost of achieving a net zero estate is currently beyond available and foreseeable resources. 3.13. The Strategy, therefore, supports the Council's climate objectives through a combination of estate rationalisation, targeted investment in retained assets and improvements in energy performance. While full estate decarbonisation remains unaffordable within current resources, the proposals represent a “fabric first approach” which allows a deliverable pathway towards a lower-carbon estate. 3.14. The Council's long-term approach is to establish a smaller, more efficient and financially sustainable core estate through implementation of this Strategy. This will provide the platform for future investment in decarbonization measures as assets reach lifecycle replacement and funding opportunities become available. 3.15. While the timing and extent of future investment will be influenced by affordability, technology and national policy, the Strategy ensures that future resources are concentrated on those buildings that continue to support long-term service delivery and communities. This provides a realistic framework for progressively reducing emissions and improving environmental performance over time. 4. Outcomes of the Review Overview 4.1. The proposed 10-Year Estate Strategy provides a framework for the long-term management, investment and improvement of the Council's operational estate. It seeks to ensure that the estate remains aligned to future service requirements, demographic change, customer expectations, affordability pressures and the Council's wider climate change objectives. 4.2. The Strategy is supported by a targeted capital investment programme of £24 million, as agreed as part of the 2025/2026 budget, to improve the quality, accessibility, sustainment, and operational performance of assets that form part of the Council's long-term retained estate. The Strategy, therefore, combines investment in key buildings with a range of measures designed to improve utilisation, reduce duplication, support integrated service delivery and ensure that resources are focused on facilities that provide the greatest benefit to communities and service users. Strategic Approach 4.3. The proposed Strategy combines investment, service improvement and estate rationalisation to create a smaller, higher quality and more sustainable estate. The distribution of assets across each of the principal categories of change is summarised in Table 1. 57
Page 58
Change Category Number of Properties Investment in Retained Properties - Improvements to buildings that will form part of the long-term core estate. 52 Replacement and Re-provision into improved accommodation - Services relocating into improved facilities or replacement buildings. 3 Service Consolidations - Activities being consolidated into existing buildings with available capacity. 2 Lease Expiry - Withdrawal from leased accommodation and consolidation into Council-owned buildings 5 Surplus/Under-utilised Properties - Removal of vacant, obsolete or low-demand assets that are either already decommissioned or no longer required for service delivery. 18 Table 1- Summary of Proposed Estate Improvements and Changes 4.4. The proposed Strategy balances significant investment in retained assets with service improvement, consolidation and rationalisation, creating a more efficient, accessible and sustainable estate. The categories of change summarized in Table 1 provide the framework through which the Council will reshape its operational estate over the next decade. Local Development Plan Area Based Proposals 4.5. Appendix 3 provides a detailed overview of the proposed changes within each of the Council's 14 Local Development Plan (LDP) areas. This appendix details properties proposed for investment; services proposed for reprovision or consolidation; proposed lease exit; operational rationalization proposals; and surplus properties identified for removal from the estate. 4.6. This locality-based approach allows Members to consider proposals within the context of local service provision, community need, property condition and future investment priorities. 5. Investment Proposed and Savings 5.1. The Council has committed £24 million of capital investment to support the initial phase of the 10-Year Estate Strategy. This funding forms part of a wider programme of estate investment. Certain projects identified within the Strategy, including depot rationalisation, may require additional investment from alternative funding sources and future capital spend. 5.2. This investment will be directed toward projects across multiple locations, improving the condition, compliance and energy performance of retained assets. It will support the modernization of buildings that communities and services rely upon, ensuring they are fit for purpose, more efficient to operate, and capable of supporting future service delivery models. 58
Page 59
5.3. It is proposed that the investment is profiled over three years to coincide with the programme of works as described in Appendix 2. As follows: £7.30m in 2026/2027 £11.70m in 2027/2028 £5m in 2028/2029 (linked to depot rationalisation) This phased approach will allow the Council to deliver early improvements while maintaining flexibility to respond to consultation outcomes and evolving service requirements. The 2026/2027 investment of £7.29m includes the following: Element Amount Condition Improvement Works £ 4,223,300.00 Boiler Upgrade Works £ 400,000.00 New Community Sports Facilities £ 1,257,120.00 Depot Rationalisation Design Development £ 250,000.00 Proposed Consolidations £ 413,437.00 Office Accommodation Rationalisation (Desk Booking System) £ 250,000.00 Demolition of Exited Properties – various locations £ 150,000.00 Children’s Care Facility Improvement Works £ 150,000.00 ASN Provision £ 200,000.00 £ 7,293,857.00 5.4. The £24 million investment programme represents the initial funding allocation available to support delivery of the Strategy. Whilst Appendix 2 identifies depot rationalisation as part of the wider Strategy, the estimated total cost of this project is currently £18 million. Of this amount, £5 million is included within the £24m programme, with the balance subject to alternative funding sources and future approvals through the Council's capital programme and governance arrangements. 5.5. The condition improvement allocation represents a programme of investment in retained operational assets that are expected to form part of the Council's long-term estate. The programme is anticipated to include a combination of building fabric improvements, compliance works, lifecycle replacements, accessibility enhancements and energy efficiency measures. These interventions will help improve building performance, support utilisation of retained assets, reduce liabilities and positively contribute to the Council's longer-term decarbonisation objectives.’ 5.6. It is proposed that the programme of £24m is approved and work progresses preparing for the projects. The proposed early investment focuses on essential works where there is a clear and evidenced need to address building condition, statutory compliance and energy performance. 5.7. The proposed rationalization of the estate will deliver revenue savings over time through: reductions in utility costs and energy consumption reduced rates, rent and facilities management costs associated with leased or surplus assets 59
Page 60
Savings identified from the proposals including office accommodation will generate £3.0m and will be delivered through changes to the estate as described in Appendix 3. This will be over the period to 2039. 5.8. It is likely that future capital receipts may also be realised because of the implementation of this strategy. These are subject to market conditions, asset conditions, and any required community engagement, and therefore cannot be fully quantified at this stage. 5.9. The move toward modern, flexible working spaces, along with the implementation of hybrid working will reduce the overall footprint of office accommodation. This is expected to deliver medium-term savings through: withdrawal from older, less efficient leased accommodation reduced facilities and estate operating costs consolidation of dispersed teams into fewer, higher-quality locations 5.10. The final financial implications will be presented within the report to the Executive Committee in October 2026 following stage 2 public consultation. 6. Proposed Front Door Approach 6.1. The front door approach is a key initiative that will be developed through a phased approach as part of this Strategy. Subject to approval, the intention is to work with Members, communities and service users to shape the model and determine how it can best support access to Council services across South Lanarkshire. 6.2. Aligned with our place-based priorities, this model aims to use our existing buildings and digital platforms to create a simpler way for residents and service users to contact the council and understand where and how they can engage with the council to access services within their locality, whilst making effective use of existing staff, buildings and current/future digital channels. This is about providing a greater range of access points to customer services offering telephone and computer access supported by customer services staff at certain locations. 6.3. As set out above, the front door approach is a practical extension of the Estate Strategy, linking retained assets directly to how services are accessed and delivered within communities. 6.4. A number of existing libraries and customer-facing facilities may have the potential to support a future front door approach. Any locations taken forward will be informed through engagement with Members, communities and service users, and no decisions on individual locations are being sought through this report. 6.5. It is proposed that development of the front door approach is progressed during 2026/2027, including engagement with Members, communities and service users. Any future implementation proposals will be informed by that engagement and brought forward through future reports as required. Accordingly, Committee has been asked to support progression of the development work described in Recommendation 4. 6.6 Further information on the front door approach can be found in Appendix 4. 60
Page 61
7. Approach to Consultation 7.1. As set out in the report to the Executive Committee in March 2025, the Council committed to informing residents and others about the development of the Estate Strategy and to engaging all audiences, especially users of our properties and assets, in the development of that strategy. In doing so, we advised that we aimed to:- inform stakeholders, by providing details about the review seek views on future requirements be transparent about what we recommend, and why be realistic about the challenges give confidence about the future 7.2. Stage 1 consultation was launched on 22 April 2025 and ran until Friday 30 May 2025. It included a short survey, which asked whether people approved the approach being taken and whether a smaller, more flexible estate is the best way to use public money, meet local needs and address climate change. The findings were reported to the Executive Committee in June 2025. 7.3. Stage 1 consultation validated the requirement for a property review, enabling progression of the data-led analysis of the different assets in the Council estate, including building types, uses, condition, and the requirement to meet future needs. 7.4. Subject to approval of this report, Stage 2 will take place between August and September 2026. Stage 2 of the consultation will seek to understand the potential impact of proposals on service users, communities and partners and assess the level of support for, or concern about, proposed changes. 7.5 Consultation results from Stage 2 will be used to feedback to the Executive Committee in October 2026. 8. Climate Change, Sustainability and Environmental Implications 8.1. The Estate Strategy has been developed having regard to the Council's climate change commitments, Sustainable Development and Climate Change Strategy, and the wider ambition to support Scotland's transition to net zero by 2045. 8.2. The Council's operational estate comprises a large and diverse portfolio of buildings of varying age, condition and energy performance. Previous analysis has identified that the cost of fully decarbonising the operational estate would significantly exceed currently available and foreseeable resources. Consequently, the Strategy adopts a realistic and prioritised approach, focusing available investment on assets that will continue to form part of the long-term retained estate. 8.3. The proposed £24 million investment programme includes significant investment in condition improvements, and energy-related infrastructure. The proposed £24m investment includes investment in condition improvements and energy-related infrastructure within retained operational assets. As many projects remain at an early stage of development, the specific carbon reduction benefits cannot yet be quantified. However, the proposed works will improve the condition and performance of buildings that are expected to form part of the Council's long-term estate and will provide a foundation for future decarbonization investment and energy-efficiency improvements. 61
Page 62
8.4. Further information on the strategic approach to climate change, sustainability and estate decarbonization is contained within Appendix 1. Project-specific investment proposals and associated estate improvements are set out within Appendices 2 and 3. 9. Employee Implications 9.1. There are no immediate employee implications associated with this report, however, there will be implications relating to future changes in employees work locations and employees will be supported through this change through communication, sufficient notice and excess travel where eligible. 10. Financial Implications 10.1. The financial implications for this report are detailed in Sections 4 and 5. 10.2. The Council has committed £24 million of capital investment to support the initial phase of the 10-Year Estate Strategy. This includes a £5 million contribution towards depot rationalisation. The total cost of depot rationalization is currently estimated at £18m, with the balance subject to alternative funding arrangements and future capital approvals. Savings identified from the proposals including office accommodation will generate £3.0m and will be delivered through changes to the estate. 10.3. As projects are developed (such as the new community pavilions, youth facilities and Depot changes), any requirement for revenue spend will be considered. It is expected that the majority of these costs will be funded from within existing resource budgets held for the existing properties, or from increased income). We will continue to update members as project development progresses. 10.4. The proposals and associated cost figures contained in this report are provided for strategic and feasibility purposes only. All financial figures referenced represent high- level feasibility estimates aligned to Royal Institute of British Architects (RIBA) Stages 0-1 and indicate the potential cost of projects. They do not constitute a fully developed project costing and remain indicative, subject to further site survey, option appraisal, design development and risk assessment. 11. Integrated Impact Assessment and Consultation Requirements 11.1. An overarching Integrated Impact Assessment (IIA) for the proposed Strategy can be accessed via the link below and the report presented in October 2026 will detail the individual IIA’s per project. Estate Strategy Review Plans and policies - South Lanarkshire Council 11.2. Trade Unions will be updated on the strategy proposals and ongoing meetings will be set up with Trade Unions to consult on ongoing activity and progress and any future employee implications. 12. Strategic Environmental Assessment 12.1. As we have not received any communication from the Consultation Authorities within the ten working days consultation period on the pre-screening opinion for the Estate Strategy, we can now assume that no further SEA work is required for this report. 62
Page 63
13. Risk and Other Implications 13.1. The Estate Strategy is a long-term, adaptive framework. The proposals presented at this stage will continue to evolve through ongoing engagement, detailed feasibility work, and regular review. Future governance arrangements will be designed to ensure the Estate Strategy remains a live and continuously reviewed programme. This will include providing updated reports to Executive Committee on an Annual basis, allowing the Council to adjust priorities as service needs, community expectations, and financial pressures evolve. 13.2. It should be noted that a revised Corporate Asset Management Strategy 2027 to 2032 will be prepared early 2027 and presented to Executive Committee covering all asset categories. The Estate strategy will feed into a revised Property Asset Management Plan. Stephen Gibson Executive Director (Housing and Technical Resources) 29 July 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Good quality, suitable and sustainable places to live Previous References Estate Strategy Update Report 12 March 2025 and 17 June 2025 (Executive Committee) List of Background Papers IIA Strategy Appendices Appendix 1 – Estate Strategy 2026 to 2036 Appendix 2 – Investment Programme Summary Appendix 3 – LDP Area Profiles and Investment Proposals Appendix 4 – Front Door Approach Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Craig Jardine Head of Property Services Ext (Tel 01698 454073) e-mail: craig.jardine@southlanarkshire.gov.uk 63
Page 64
64
Page 65
Appendix 1 SOUTH LANARKSHIRE COUNCIL ESTATE STRATEGY 2026 – 2036 6 65
Page 66
2 Contents 1. Introduction and Purpose ......................................................................................... 6 1.1. Background ....................................................................................................... 6 1.2. Purpose............................................................................................................. 7 1.3. Scope ................................................................................................................ 8 1.4. Structure ........................................................................................................... 9 1.4.1. Strategic Context ............................................................................................. 9 1.4.2. Place Based Approach .................................................................................... 9 1.4.3. Theory of Change ............................................................................................ 9 1.4.4. Case for Change ............................................................................................. 9 1.5. Council Resources ........................................................................................... 9 2. Strategic Context ..................................................................................................... 12 2.1. National Policy ................................................................................................ 12 2.2. Regional Strategy ........................................................................................... 16 2.3. Local Strategy ................................................................................................. 17 2.4. Place-Based Approach ................................................................................... 21 2.5. Theory of Change ........................................................................................... 23 3. Current Position ...................................................................................................... 24 3.1. Case for Change ............................................................................................ 24 3.2. Estate Overview ............................................................................................. 25 3.3. Condition ........................................................................................................ 26 3.4. Economic Lifespan ......................................................................................... 27 3.5. Functional Suitability ...................................................................................... 28 3.6. Backlog Maintenance ..................................................................................... 29 3.7. Utilisation ....................................................................................................... 30 3.8. Sustainability .................................................................................................. 30 3.9. Conclusion ..................................................................................................... 32 4. Future Proposals ..................................................................................................... 33 4.1. Strategic Objectives ....................................................................................... 33 4.2. Place Making ................................................................................................. 33 4.3. SWOT Analysis .............................................................................................. 34 4.4. High Quality Service Delivery......................................................................... 35 66
Page 67
3 4.5. Utilisation and Co-location ............................................................................. 35 4.6. Cost Effectiveness ......................................................................................... 36 4.7. Sustainability .................................................................................................. 36 4.8. Assessment Criteria ....................................................................................... 37 4.9. Core/Flex/Tail ................................................................................................. 38 4.10. Core/Flex/Tail Analysis .................................................................................. 38 4.11. Delivering the Estate Strategy........................................................................ 39 5. Strategic Outcomes ................................................................................................ 42 5.1. Strategic Outcome Classifications .................................................................. 42 5.2. Proposed Estate Profile .................................................................................. 43 5.3. Key Patterns ................................................................................................... 45 5.4. Statutory Resilience in Education ................................................................... 45 5.5. Tiered Approach to Leisure and Sports .......................................................... 45 5.6. Rationalisation of Operational Depots ............................................................. 45 5.7. Consolidation of the Office Estate ................................................................... 46 6. Estate Investment .............................................................................................. 46 6.1. Investment Proposal ....................................................................................... 46 6.2. Project Types .................................................................................................. 48 6.3. Consultation ................................................................................................... 48 6.4. Office Rationalisation ...................................................................................... 48 6.5. Depot Rationalisation ..................................................................................... 48 6.6. Community Sports Facilities ............................................................................ 48 6.7. Operational Decarbonisation........................................................................... 48 6.8. Condition Improvement Works ........................................................................ 49 6.9. Front Door Approach ...................................................................................... 49 7. Conclusion ......................................................................................................... 49 67
Page 68
4 Table of Figures Figure 1: Condition Ratings ........................................................................................... 26 Figure 2: Economic Lifespan ......................................................................................... 27 Figure 3: Functional Suitability ...................................................................................... 29 Figure 4: Baseline Building Emissions .......................................................................... 31 68
Page 69
5 Table of Tables Table 1: Council Resources ............................................................................................ 9 Table 2: National Policy ................................................................................................. 12 Table 3: Regional Strategy ............................................................................................ 16 Table 4: Local Strategy .................................................................................................. 18 Table 5: South Lanarkshire Estate SWOT Analysis ....................................................... 34 Table 6: Strategic Objectives Definitions ....................................................................... 38 Table 7: Core, Flex and Tail Definitions ......................................................................... 38 Table 8: Principal Delivery Mechanisms ....................................................................... 40 Table 9: Strategic Outcome Classifications ................................................................... 42 Table 10: Current Estate and Proposed Estate Profiles ................................................ 44 Table 11: Strategic Objectives Scoring Matrix ............................................................... 46 69
Page 70
6 1. Introduction and Purpose This document sets out South Lanarkshire Council’s 10-year Estate Strategy (2026- 2036). The development of this strategy marks a step change in the Council’s approach to managing, maintaining, and investing in its buildings. By using collated data combined with detailed insight from building users, the Council has been able to implement a more transparent, objective approach which will help it modernise and improve the buildings which support its communities. The Council’s estate has evolved over decades in response to changing service demands, community needs, and funding environments. This has resulted in a diverse portfolio of buildings that varies widely in age, condition, performance, and suitability. In recent years, increasing financial pressures, sustainability requirements, and shifts in how services are delivered have made it clear that a different approach to estate planning is required. This Estate Strategy is the Council’s response to this challenge. It reflects a move away from incremental, reactive decision-making towards a more deliberate and evidence-led approach to planning for the future. One that is grounded in a clear understanding of how buildings are used, what they cost, and the role they play in supporting the Council’s wider ambitions. 1.1 Background Work on the Estate Strategy has taken place alongside a broader shift in how South Lanarkshire understands and plans for its communities. Over recent years, the Council has strengthened its focus on place-based work through the development of Local Place Plans, refreshed community profiles and the preparation of Local Development Plan 3 (LDP3). This work has provided a richer and more detailed understanding of the character, challenges and opportunities within each of South Lanarkshire’s communities, from densely populated urban neighbourhoods in Rutherglen and Cambuslang to the dispersed rural settlements of Clydesdale. As this picture has become clearer, it has reinforced the importance of reshaping the Council’s Estate in a way that is responsive to the distinct needs of different places, rather than applying a one size fits all model of provision. The decision to develop a new Estate Strategy also builds on earlier corporate commitments, including the Council’s Climate Change and Sustainability Strategy and its recognition that the scale and condition of the current estate is a barrier to meeting statutory Net Zero obligations. Committee reports in 2024 and 2025 highlighted the need to reduce carbon emissions from buildings, modernise the operational footprint and direct investment to the assets that have a long-term role. At the same time, the Council’s engagement with local communities as part of LDP3 and other planning activity highlighted recurring themes: the need for accessible, welcoming spaces; concerns about the condition and suitability of older buildings; and the importance of locating key services within the heart of towns, villages and neighbourhoods. These 70
Page 71
7 insights have helped shape this Strategy, ensuring it is grounded not only in asset data but in how people experience and use their local places. The Strategy has therefore developed in parallel with, and draws insight from, the place evidence, engagement findings and spatial understanding being established through LDP3. While the Estate Strategy does not replicate planning policy or determine land use allocations, it aligns with the same principles: strengthening town and neighbourhood centres, supporting sustainable local living, improving equity of access, responding to demographic change and ensuring that public investment supports resilient, connected and healthy communities. Decisions made about the estate over the next decade will therefore reinforce, rather than undermine, the long-term spatial direction for South Lanarkshire. Together, this background provides the context for the Estate Strategy. It reflects the recognition that buildings cannot be considered in isolation; they are part of the lived experience of place. By drawing on the emerging place evidence and community insight gathered through LDP3, the Strategy sets out a more grounded and locally responsive approach to shaping the future estate; one that acknowledges the unique identity, challenges and priorities of different parts of South Lanarkshire while meeting the Council’s wider financial, environmental and service objectives. 1.2. Purpose The Estate Strategy has been developed by Housing and Technical Resources, with support from Service Leaders through the formation of the Estate Strategy Working Group, and regular updates to the Corporate Management Team. The document is intended to be reviewed and updated on an annual basis as projects evolve, and subsequent delivery budgets emerge. The purpose of this Estate Strategy is to provide a clear, evidence-driven framework for how The Council will reshape its operational estate over the next decade. It responds to the significant financial, environmental and service pressures facing the organisation, recognising that the current estate is larger, older and more carbon-intensive than is sustainable, and does not consistently support the modern, flexible and digitally enabled ways in which services are now delivered. In this context, the estate is not simply a collection of buildings, but a key enabler of organisational transformation. This strategy therefore sets out a planned approach to delivering a smaller, higher-quality and more efficient estate that supports the Council’s long-term ambitions, responds to the needs of local communities, and improves outcomes for residents. Central to this Strategy is the application of the Council’s People, Planet and Progress ambitions, as defined the LDP3. The Strategy therefore aims to prioritise equity of access, recognising the differing needs of communities across South Lanarkshire, including areas of deprivation, rural settlements and places experiencing demographic change. It aims to strengthen local places by consolidating services into more accessible, integrated and fit-for-purpose buildings that reinforce town centres, support 71
Page 72
8 local regeneration and contribute to more sustainable patterns of service delivery. At the same time, it aims to support the transition to Net Zero by focusing investment on the buildings that will form part estate for the long term, reducing carbon emissions and ensuring resources are used responsibly. By bringing together organisational priorities, technical evidence and place-based analysis, this Estate Strategy aims to provide a coherent direction for the estate. The framework approach will enable the Council to plan ahead, make best use of public money, and respond effectively to future service needs, while maintaining the flexibility required to adapt to changing circumstances. The Strategy is supported by a £24 million capital investment programme, which will improve the quality, accessibility, sustainability and operational performance of assets that form part of the Council’s long-term retained estate. Additional projects identified within the Strategy may be subject to separate funding arrangements and future capital approvals. This investment will support improved community facilities, replacement sports community facilities, enhanced youth provision, depot modernisation, office accommodation improvements and targeted condition improvement works across the estate. A key feature of the Strategy is the introduction of a Front Door Approach to customer access. Using a network of existing community-based assets, residents will be provided with clearer and more consistent routes to Council services within their locality. The approach is intended to complement estate investment and rationalisation by ensuring that changes to the Council’s estate deliver tangible improvements in how residents access information, advice and services across South Lanarkshire. 1.3. Scope The Estate Strategy covers all operational non-domestic properties owned and/or managed by South Lanarkshire Council or the Council’s arms-length non-profit organisation: South Lanarkshire Leisure and Culture (SLLC). The properties are organised across five key resource areas, which are explored in detail in the Council Resources section of this document. The five Resources are: • Housing and Technical • Community and Enterprise • Education • Social Work • Leisure (Council Owned, SLLC Operated). Some property types such as offices and Lifestyles buildings are utilised by multiple resources simultaneously. 72
Page 73
9 The Estate Strategy does not cover assets with any proportion of elderly residential accommodation, or investment assets which are held by the council purely for income generation (non-operational estate). 1.4. Structure This report is structured to provide a clear and comprehensive roadmap for the development and management of the Council’s estate. The adopted structure is divided into the following key sections: 1.4.1. Strategic Context This section outlines the National legislation, Regional initiatives and local strategies which provide the foundation for the development of the Estate Strategy. It identifies the key strategic priorities of each which are expected to require estate change to unlock and deliver. 1.4.2 Place based Approach This section assesses the current state of The Council’s estate, including detailed descriptions of the individual buildings and their current performance including condition, functional suitability, and utilisation. This section highlights the key challenges which arise from the current configuration of the estate. 1.4.3. Theory of Change This section defines the future vision and strategic objectives for the estate. Using data- led Assessment Criteria, this section demonstrates the alignment of each asset with the Strategic Objectives through the assignment of a Core / Flex / Tail designation. 1.4.4. Case for Change This section details the strategic outcomes of the proposal: Retain, Replace, and Exit. It identifies key opportunities for investment, assisting alignment of proposed interventions against strategic intent. Finally, it sets out the current plan for each asset by LDP area, demonstrating the impact of proposals on the local community. 1.5. Council Resources This section provides an overview of the Council’s Resources and the functions they deliver. It sets out the range of services supported by the estate, highlighting their key responsibilities and strategic roles within the Council. Resource Core Functions Key Services/Activities Strategic Role Community & Enterprise Deliver frontline and support services that • Facilities, Waste & Grounds (cleaning, catering, janitorial, parks and open spaces) Maintains safe, clean, and well-connected communities and 73
Page 74
10 enhance quality of life and enable sustainable development. • Roads, Transportation & Fleet (network maintenance, fleet management) • Planning & Regulatory (planning, building standards, environmental health) • Enterprise & Sustainable Development (economic growth, regeneration, sustainability programmes) supports economic development and climate action. Housing & Technical Manage housing provision and the Council’s wider property and construction functions. • Housing Services (allocations, homelessness prevention, tenancy support, rent collection, community safety) • Technical Services (design and delivery of capital projects, property maintenance, compliance, asset management) Delivers affordable housing, sustains tenancies, and is responsible for asset compliance and safety. Leisure (SLLC) Promote health, wellbeing and cultural engagement through leisure, sport and culture. • Sports & Recreation (leisure centres, pools, fitness, outdoor sports) • Culture & Learning (libraries, museums, arts centres) Community Facilities (halls, pavilions, event spaces) A non-profit third party entity (South Lanarkshire Leisure and Culture) operates the leisure portfolio on behalf of the council. It aims to support active lifestyles, lifelong learning, and social inclusion, contributing to healthier and more connected communities. Education Deliver learning and development • Early Years & Schools (primary, secondary, ASN) Improves attainment, reduces 74
Page 75
11 across schools and communities. • Community Learning & Development (youth work, family support, lifelong learning) • Support Services (psychology, inclusion, home-school links) inequality, and delivers high-quality learning environments aligned to national priorities. Social Work Provide care, protection and support for vulnerable individuals and communities. • Community Support (health and wellbeing, independence) • Children & Families (support, protection, fostering, adoption) • Adult & Older People (care at home, day care, residential services) • Justice Services (community payback, rehabilitation) Delivers statutory services and works with partners to improve outcomes for vulnerable groups and support independent Table 1: Council Resources 75
Page 76
12 2. Strategic Context This section outlines the internal and external factors which shape the Estate Strategy, including national legislation and priorities, regional initiatives, and the Trust’s goals. This document is intended to be read in conjunction with all documents outlined within this section. It therefore does not attempt to repeat the information provided but provides insight into their impact on the development of the Estate Strategy and highlights any initiatives within them which must be enabled through estate change. By first setting out a clear context for the development of the strategy, this section establishes the rationale for change, clarifies the key drivers influencing future estate requirements, and provides a transparent framework against which the proposed estate proposals, investment priorities, and sequencing can be understood and assessed. 2.1 National Policy Strategic Direction Summary Relevance to the Estate Strategy Scotland's Climate Change Plan 2026- 2040 The Climate Change Plan 2026-2040, published in March 2026, sets out the Scottish Government's policies and proposals for meeting Scotland's statutory carbon budgets between 2026 and 2040 and achieving Net Zero greenhouse gas emissions by 2045. The Plan replaces the previous annual emissions target framework with legally binding carbon budgets and establishes a coordinated programme of action across the economy, including buildings, energy, transport, land use and the public sector. The Estate Strategy supports the objectives of the Climate Change Plan through estate rationalisation, investment in retained assets, improved energy performance and the creation of a smaller, more sustainable operational estate. The Strategy provides a framework that will enable future decarbonisation activity to be focused on buildings which have a long-term service delivery role, while supporting the Council's wider climate change and sustainability objectives. National Performance Framework (NPF) The NPF sets outs a purpose, values and a series of National Outcomes to be delivered. Its purpose is to focus on creating a more successful country with opportunities for all of Scotland to flourish through The strategy should align to the NPF until it is superseded, ensuring the optimised estate contributes to broader social, economic and environmental goals. 76
Page 77
13 increased wellbeing, and sustainable and inclusive economic growth. As of March 2025, the Scottish Government is reforming NPF to better drive public sector reform, improve collaboration and empower communities. The current NPF outcomes are still in operation as is the duty to regard them. Programme for Government This Programme for Government outlines the Scottish Government's commitments and priorities for the year 2025/26. It is designed to grow the economy, eradicate child poverty, tackle climate change and deliver high- quality and sustainable public services. The strategy contributes to the delivery of high-quality public services through a collaborative, well managed and efficient built estate. Learning Estate Strategy The Scottish Government’s Learning Estate Strategy focuses investment on improving outcomes for learners, communities and the economy by enhancing and extending joined up learning experiences. This includes integrating experiences and locality- based services. The education estate of South Lanarkshire is analysed as part of the strategy, which focuses on opportunities to co-locate services to realise the full potential of education assets. It also considers investment in these assets to improve service delivery. Single Scottish Estate Aligned with the Programme for Government, the Single Scottish Estate (SSE) programme aims to deliver a more efficient approach to public sector property management across the Scottish public sector estate. It works with public sector Whilst the core SSE programme does not include local authority assets, the Estate Strategy aligns with the programme goals and presents opportunities for further consolidation in the future. 77
Page 78
14 bodies to develop and deliver targets to retain the right size and condition of estate in the right place at the right times. Scottish Futures Trust – Sustainable Infrastructure for a Thriving Scotland (2025-2030 Corporate Plan) This plan outlines how SFT aim to deliver for Scotland by driving best practice in infrastructure strategy, investment, delivery and management. In particular, through enhancing public sector property asset management by maximising sharing and use of existing buildings, integrating maintenance and decarbonisation and securing best value from surplus assets. The strategy aligns with the plan as it aims to enhance SLC’s property asset management through estate rationalisation, collaboration and decarbonisation. Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 The climate change (Emissions Reduction Targets) (Scotland) Act 2019 – sets a statutory target of net zero emissions by 2045. This legislation aligns Scotland’s efforts with the global objectives of the Paris Agreement, aiming for a sustainable and climate- resilient future. The net zero strategy is aligned to Scotland’s national target and identifies a recommended pathway and associated building decarbonisation measures to support and meet net zero by 2045, for the buildings within the scope of this estate strategy. South Lanarkshire Council have also aligned their target to the national target of net zero by 2045. Scottish National Adaptation Plan (SNAP) 2024-2029 The Scottish National Adaptation Plan 2024-2029 outlines the actions the Scottish Government and partners will take to respond to the impacts of climate change over the next five years, from 2024 to 2029. It builds on the third UK Climate Change Risk Assessment (UKCCRA3) Consideration should be given in the following areas that will directly relate to the ongoing implementation of the Estate Strategy. • Increasing frequency of heatwaves. • Wetter winters. • Drier summers. • Climate adaptation works. 78
Page 79
15 and the independent advice of the Climate Change Committee, addressing 61 identified risks and opportunities for Scotland. The plan emphasizes a just transition, ensuring adaptation measures are fair and inclusive, particularly for vulnerable communities such as low-income households, older people, minority ethnic groups, and disabled people. • Links to Climate Change Strategy and Clyde Adaptation Strategy. Heat in Buildings Strategy (2021) The Heat in Buildings Strategy (2021) outlines Scotland’s plan to reduce greenhouse gas emissions from buildings and address fuel poverty. The strategy aims for all buildings in Scotland to achieve zero emissions by 2045. The strategy emphasises eradicating fuel poverty and aligns to the Fuel Poverty Act 2019. It focuses on improving energy efficiency of buildings, including converting homes using high-emissions fuels to zero- emissions heating, plans for public engagement and support services to help households upgrade their heating systems. The net zero strategy focuses on identifying energy efficiency, building fabric and identifying low carbon heating opportunities to transition the estate from fossil fuel to zero emissions heating. The estate strategy aligns with the objectives of Scotland’s Heat in Building Strategy (2021) to reduce greenhouse gas emissions from buildings. Proposed Heat in Buildings Bill (2024) The Proposed Heat in Building Bill (2024) aims to further Scotland’s commitment to achieving net zero emissions by 2045. The bill ensures that all new buildings applying for a building warrant from April 2024 will need to install The net zero strategy is aligned to the objectives of the Proposed Heat in Buildings Bill. As energy efficiency measures and low carbon heating systems such as heat pumps are being considered as decarbonisation opportunities for buildings within the estate. This includes a key 79
Page 80
16 clean heating systems with the aim of not requiring future retrofit. The bill also included measures to encourage the development of heat networks and aimed to improve the energy efficiency of home and buildings, through the potential reformed EPC system among other measures. Expected Revisions to the bill The Acting Net Zero and Energy Minister confirmed there is intention to review the Bill later in 2025 to include: A target for decarbonising heat systems by 2045. Provision to boost heat network development Powers to set minimum energy efficiency standards. focus of decarbonising the heating systems within the estate. Strategy scenarios have also been modelled that include mapping opportunities to connect to proposed heat network locations aligned to South Lanarkshire Councils LHEES report. These scenarios can be furthered refined in the future if detailed heat network studies are commissioned. Heat Networks (Scotland) Act 2021 Scotland’s Heat Networks Act (2021) introduces a regulatory framework for the supply of thermal energy through heat networks, including construction and operation of these networks. The Act requires the review and designation of areas particularly suitable for heat network development and operation across Scotland, crucial to reduce greenhouse gas emissions and transition to an efficient and sustainable heating system. It sets ambitious targets for the amount of thermal energy supplied by heat Strategy scenarios have been modelled that include mapping opportunities to connect to proposed heat network locations aligned to South Lanarkshire Councils LHEES report. These scenarios can be further refined in the future if detailed heat network studies are commissioned. 80
Page 81
17 networks, aiming for 2.6 terawatt hours by 2027, 6 terawatt hours by 2030, and 7 terawatt hours by 2035. Table 2: National Policy At a National Level, there is a clear directive to move towards a smaller, greener and more collaborative estate which maintains support for the delivery of high-quality services. National Directive clearly demonstrates an expectation to not just encourage greater internal collaboration through the delivery of modern, digitally integrated spaces but also to work more closely with public sector partners and key players within the community to deliver sustainable economic growth and reduced carbon utilisation through major shared initiatives such as heat networks and town centre masterplanning. 2.2 Regional Strategy Strategic Direction Summary Relevance to the estate strategy Glasgow City Regional Economic Strategy The Glasgow City Regional Economic Strategy sets out commitment to transforming the economy to become the most innovative, inclusive and resilient economy in the UK by 2030. In addition to enhancing innovation through high quality services, the strategy accelerates South Lanarkshire’s progress towards net zero, a key mission for the Glasgow City Region. Glasgow City Region National Wealth Fund Partnership The Glasgow City Region National Wealth Fund partnership establishes a framework for attracting long-term public and private investment to support regionally significant development priorities, with a focus on inclusive economic growth, net zero, infrastructure modernisation, and place-based regeneration. The partnership creates opportunities to align estate investment and asset planning with regionally backed funding mechanisms, particularly where estate change can enable regeneration, energy transition, and the co-location of services. The Estate Strategy should therefore support schemes that are investable, flexible, and capable of leveraging external funding to maximise social, economic, and environmental value. NHS Lanarkshire Our Health Together Our Health Together is NHS Lanarkshire’s healthcare strategy for 2024–2031, setting out proposals to transform models of care, shift delivery closer to communities, reduce inequalities and improve The strategy provides a key context for future service models across the Lanarkshire Region. The Council can support delivery by helping to accommodate more community-based and integrated provision through its wider estate 81
Page 82
18 long-term sustainability of services. The strategy is led by NHS Lanarkshire and focuses on prevention, integration and more flexible ways of delivering care across Lanarkshire. where this aligns with local priorities. Table 3: Regional Strategy At a Regional Level, there is a clear emphasis on collaboration, place-based investment and inclusive economic growth across the Glasgow City Region. Regional initiatives promote a more coordinated approach to the use of land and property, encouraging shared use, regeneration and decarbonisation to support net zero ambitions. Together, these drivers reinforce the need for an estate that is adaptable and outward-facing, capable of enabling partnership working, community-based service models and regionally significant initiatives where the Council can add value and contribute to regional growth through its land, property and place-shaping role. 2.3 Local Strategy Strategic Direction Summary Relevance to the estate strategy Connect: Council Plan 2022-2027 The Connect plan outlines South Lanarkshire’s vision, values, priorities and outcomes, aiming to improve the lives and prospects of the people of South Lanarkshire. It focuses on delivering the best possible services and value for money. The plan also includes focus on Planet – a sustainable future in sustainable places. The goals of the plan include reduced carbon emissions, a strong sense of community, increased ownership of local assets and investment in services. Asset rationalisation, decarbonisation and improved service delivery contributes to the achievement of these goals. The strategy aims to reduce estate carbon emissions, assisting progress towards 2045 net zero targets. South Lanarkshire Economic Strategy 2022-2027 The South Lanarkshire Economic Strategy 2022-2027 aims to create a flourishing, green dynamic and equitable South Lanarkshire. The strategy focusses on three key themes of sustainable, inclusive economic The estate strategy is aligned to key objectives of the South Lanarkshire Economic Strategy 2022- 2027, aiming to create attractive places for people and businesses to work, 82
Page 83
19 development; People, Place and Business and emphasises the use of data to inform action. The strategy builds on the extensive work already undertaken to achieve the vision: Our Future is now: building an environmentally sustainable, climate resilient and net zero South Lanarkshire together in a fair and equitable way. With activities focused on People, Communities and Place, the Natural Environment and a Green Economy. visit and invest through a high quality, efficient, collaborative and fit-for- purpose estate. Sustainable infrastructure will be progressed through the development of operational decarbonisation delivery plans. Corporate Asset Management Plan 2021-2026 The Corporate Asset Management Plan focuses on ensuring Council assets effectively support current and future service requirements, providing a framework for prioritising future investments and making rationalisation decisions. The estate strategy will provide the basis from which renewed asset management plans can be produced, drawing on the accompanying detailed Delivery Plan. Community Plan 2022-2032 The Community Plan is an ambitious plan for the future of South Lanarkshire, focusing on the improvement of community wellbeing. The strategy contributes to community wellbeing by ensuring the high-quality services are provided in the right areas for community needs, and by helping protect the environment through decarbonisation of retained assets. South Lanarkshire Leisure and Culture Strategy 2022-2027 The Leisure and Culture Strategy sets out the vision, mission, values and objectives out to 2027. Objectives include being connected and engaged and organisational sustainability, The estate strategy assesses current service delivery and identifies opportunities to improve quality, alongside developing a 83
Page 84
20 allowing sustainable provision of quality services in priority areas. This includes reviewing facilities for financially sustainability, enabling quality service provision, and reducing waste and energy usage to be more energy efficient. decarbonisation plan to ensure the consolidated estate is energy efficient and progresses organisational sustainability. Education Resources Plan The Education Resources plan sets out educational outcomes and priorities for each year, aiming to achieve excellence and equity. The plan aims to continually improve and enable effective and efficient use of resources. Local education provision is fundamental to the communities of south Lanarkshire and maintaining and investing in these assets is therefore fundamental to the success of the estate strategy. Hamilton Masterplan The Hamilton Masterplan seeks to demonstrate a vision for a better Hamilton that meets the requirements of all, focusing on combatting isolation, creating opportunity and enriching the lives of the community. The estate implications of the masterplan have been considered through consistent stakeholder engagement, aiming to understand how changes in housing and active travel impact service and service delivery requirements, and highlighting what is key to continue to provide a vibrant town centre hub. East Kilbride Masterplan The East Kilbride Masterplan seeks to provide Scotland’s first and largest new town, responding to the changing use of town centres by combining urban living and civic areas. The estate implications of the masterplan have been considered through consistent stakeholder engagement, aiming to understand how changes impact service and service delivery requirements. The strategy considers and reflects the future use of assets within the town centre. Local Heat and Energy Efficiency Strategy (LHEES) The LHEES sets out South Lanarkshire Council’s long-term approach to decarbonising heat The Estate Strategy will need to align with the LHEES by supporting a 84
Page 85
21 and improving energy efficiency in buildings to meet national net zero targets by 2045. It identifies priorities including a fabric-first approach, transition to zero direct emissions heating systems, and increased use of heat networks. fabric-first approach to estate planning, identifying opportunities to reduce heat demand and supporting the transition to zero direct emissions heating systems across the Council’s estate. Local Heat and Energy Efficiency Delivery Plan (LHEEDP) The LHEEDP sets out how South Lanarkshire Council will support implementation of the LHEES over the next five years. It includes the identification of 12 indicative heat network zones which may be suitable for future heat network development. The Estate Strategy will need to take account of the LHEEDP by considering opportunities for Council-owned assets to support future heat networks, including safeguarding sites and avoiding estate decisions that would preclude connection or impact any planned heat networks, subject to further heat network analysis and feasibility work. Sustainable Development and Climate Change Strategy This strategy has been informed by extensive public engagement and supports the development of associated action plans. The Council has measured and reported its carbon footprint annually since 2005–06, in line with its legislative duty to contribute to national net zero targets by 2045. Ongoing asset management and planned maintenance keep buildings operating efficiently, while new build and refurbishment projects are designed to meet required building standards and achieve a silver sustainability label. The estate strategy incorporates a net zero strategy and delivery plan that aligns to SLC’s net zero target of 2045. The estate strategy will support the wider Sustainable Development and Climate Change Strategy and identifies further decarbonisation projects at sites that are strategically important and will be retained long-term. It sets out recommendations for projects to deliver the strategy and maximise current available decarbonisation capital budgets. Table 4: Local Strategy 85
Page 86
22 At a Local Level, council strategies place a strong emphasis on ensuring that land and property assets actively support service delivery, environmental sustainability and place-based priorities across South Lanarkshire. They highlight the need to use the estate more efficiently, reduce carbon emissions, and align assets with changing service models, town centre regeneration and community needs. The strategies also reinforce the importance of rationalisation, investment in retained assets, and decarbonisation of buildings to deliver long-term value for money. Taken together, they set a clear expectation that the Estate Strategy will provide a coherent framework for managing, investing in and repurposing council assets to support local priorities, improve operational efficiency and contribute to wider economic and environmental objectives. 2.4. Place-Based Approach In consideration of the broader Strategic Context, the Strategy applies a clear and consistent place-based approach, ensuring that decisions about buildings are shaped by the needs, characteristics and priorities of South Lanarkshire’s diverse communities. This approach reflects both the Council’s strategic ambitions and the evidence gathered through the emerging Local Development Plan 3 (LDP3), which highlights how patterns of population change, accessibility, inequality and local priorities vary significantly across towns, neighbourhoods and rural settlements. Taken together, this evidence provides a strong foundation for aligning estate change with the realities of each place rather than relying on historical patterns of provision. At the heart of this approach is a shift away from managing buildings as isolated assets, and towards understanding how the estate can support the social, economic and environmental wellbeing of whole places. It recognises that services work better when they are designed and located around the daily lives of residents, and that public buildings have an important role as anchors of community resilience, local identity and opportunity. By focusing on place, the strategy will aim to support regeneration and improve access to services in ways that reflect real patterns of use and need. In consideration of the broader Strategic Context, the Strategy applies a clear and consistent place-based approach, ensuring that decisions about buildings are shaped by the needs, characteristics and priorities of South Lanarkshire’s diverse communities. By integrating these insights with the technical assessment of each asset, the Estate Strategy grounds future decisions in a deep understanding of what each community values, what it needs, and how services can be delivered more effectively. The approach supports tailored solutions by protecting anchor assets in rural areas, reducing duplication in urban centres, strengthening Priority Places and aligning the estate with wider regeneration, active travel and housing plans. It also guides the future use of surplus assets, ensuring disposals, community transfers and redevelopment contribute positively to local outcomes and reflect the priorities communities have identified for their places. 86
Page 87
23 Using this place-based evidence, decisions about retention, consolidation, replacement and exit will be made with a clear understanding of what each community requires, what services are currently provided from an asset, and how different services work best together. This means identifying where anchor buildings must be protected in rural and semi-rural areas; where urban neighbourhoods would benefit from consolidation into higher quality multi-service hubs; and where duplication, poor condition or low utilisation signal an opportunity to reinvest in stronger, more modern facilities nearby. It also positions the estate to support the Council’s ambitions for 20-minute neighbourhoods by focusing on accessibility, active travel and proximity to daily services, particularly in fast-growing areas and town centres undergoing change. This approach will also guide how buildings that are no longer required for Council services are repurposed. Surplus assets will be made available for Community Asset Transfer, local regeneration or redevelopment opportunities where appropriate, with Local Place Plans, design briefs and LDP3 policies. By prioritising place, the Estate Strategy enables the delivery of a future estate that is not only smaller and more sustainable, but also better aligned with the needs of South Lanarkshire’s towns, villages and neighbourhoods. It provides a framework for more integrated, equitable and locally responsive services, and enables every property decision to demonstrate support for key initiatives such as the creation of thriving, resilient and well-connected places across South Lanarkshire. 2.5 Theory of Change The Estate Strategy aims to provide a structured approach for reshaping South Lanarkshire’s estate over the next decade. Its overarching purpose is to guide future decisions on investment, rationalisation, co-location and disposal in a way that strengthens service delivery, improves local places and supports long-term financial and environmental sustainability. The process is deliberately iterative: as local priorities evolve, service models change and new evidence becomes available, the assessment of buildings and places will continue to be refined throughout the lifetime of the Strategy. The Theory of Change describes how the Council will move from understanding the current estate to delivering a future estate that is more resilient, more sustainable and better aligned to community needs. It enables transparent decisions, that are evidence based and grounded in the strategic objectives set out earlier in this document. Meaningful change begins with a shared understanding of the estate as it is today. The Asset Assessment Tool brings together data on condition, performance, running costs, carbon impact, suitability and utilisation for every asset within scope. This provides a consistent, objective picture of how well each building supports its intended purpose and what would be required to make it fit for future service delivery. This technical evidence is complemented by engagement with service leads, allowing the Council to validate data, understand operational pressures and consider future 87
Page 88
24 demand. Together, these insights create a clear foundation for determining the long- term role of each asset. Place-based evidence strengthens this analysis. The emerging Local Development Plan 3, including its Community Profile Areas and Priority Places, provides a detailed understanding of how different parts of South Lanarkshire are changing, in terms of population, accessibility, inequality, infrastructure and local priorities. Estate decisions will not be made uniformly across the authority but reflect the different needs and characteristics of urban centres, expanding communities and rural settlements. Planned regeneration activity, particularly in town centres, is also considered to align the estate change with wider investment and enhance local quality of life. Community engagement provides the final part of the evidence base. As proposals emerge, they are tested with residents and service users to demonstrate they reflect local experience, protect access to essential services and respond to community priorities. This feedback allows the Council to refine proposals where appropriate, ensuring that the future estate maintains equity of access and supports inclusive, place- based outcomes. By bringing these elements together, the Strategy provides a clear and coherent method for determining which assets should be retained and improved, which require replacement, and which no longer meet long term needs. Change will be delivered in a planned and responsible way: investment will be focused on buildings that have a long- term strategic role; opportunities for co-location will be used to support more modern and integrated service delivery; and buildings that are no longer viable will be exited at an appropriate time. This process aligns closely with digital transformation, service redesign and the Council’s journey to net zero, ensuring that the estate evolves alongside wider organisational change. Applying this structured approach will result in a more coherent, efficient and place focused estate. A smaller but higher quality core estate will allow investment to be concentrated where it has the greatest impact, while reducing running costs and backlog maintenance pressures. Surplus assets can be released for community use, redevelopment or disposal, supporting regeneration, housing delivery and local priorities identified through LDP3 and Local Place Plans. Across each locality, proposals will form a clearer, more sustainable pattern of provision that improves accessibility, strengthens local hubs and supports collaborative working across public services. Over time, this approach will create an estate that is more adaptable, more resilient and better able to meet the needs of South Lanarkshire’s communities. It will improve the quality of the spaces people rely on, help reduce inequalities in Priority Places, and contribute directly to stronger local places and better outcomes for residents. 88
Page 89
25 3. Current Position 3.1 Case for Change South Lanarkshire Council is facing a combination of financial, environmental and service pressures. As these pressures intensify, it is clear that the estate is not simply a backdrop to service delivery; it is a critical enabler of the wider organisational change needed to respond effectively. Across the Council, services are evolving. Communities increasingly expect joined-up, accessible and digitally enabled provision; demand is shifting both geographically and demographically; and the organisation must operate within increasingly constrained financial resources. However, the current estate does not provide the flexibility, efficiency or sustainability required to support these new models of delivery. Many buildings are ageing, costly to maintain and not well suited to integrated or modern service models, limiting the Council’s ability to adapt services in line with service priorities. These challenges are reinforced by the scale of the financial and environmental pressures facing the estate. The operational portfolio generates approximately 29,600 tonnes of CO₂e each year, with the majority arising from fossil fuel heating, alongside significant and increasing energy and maintenance costs. Without intervention, these pressures will continue to grow, reducing the resources available to protect and modernise essential services. At the same time, patterns of utilisation show that the estate is no longer aligned with how communities use services. While Education buildings are generally well used, many community, leisure and administrative assets operate below capacity. This means the Council is maintaining and funding more space than is required, limiting the ability to improve accessibility, reduce inequalities and support the creation of strong, sustainable places. The Council’s overarching ambition is to improve the lives and prospects of everyone in South Lanarkshire, underpinned by the principles of People, Planet and Progress. These priorities emphasise the need to tackle inequality, respond to climate challenges and support sustainable economic growth through place-based approaches. In addition, the adoption of the Marmot Principles highlights the importance of reducing health inequalities through coordinated, community-focused interventions. Taken together, these drivers demonstrate that estate change is not optional it is fundamental to enabling the wider transformation required across the organisation. Reshaping the estate provides an opportunity to consolidate services into better, more accessible locations, reduce cost and carbon emissions, and support modern, integrated service delivery. This Strategy sets out how that transition will be achieved in a structured and responsible way, ensuring the estate becomes an active contributor to the Council’s long-term objectives. 89
Page 90
26 3.2 Estate Overview This section provides a high-level summary of the scale, composition, and overall performance of the Council’s estate. It brings together the number and type of assets across each service area, alongside headline indicators of asset quality (number of assets with condition and suitability ratings of A/B) and average utilisation, to present a clear picture of how the estate is structured and is performing at a portfolio level. The overview highlights the relative distribution of assets across services, the proportion of the estate that is in good condition and suitable for use, and the extent to which buildings are actively supporting service delivery. Taken together, this provides an accessible, “front-page” view of the estate, setting the context for the more detailed analysis that follows. At an estate-wide level, the Council manages a large and diverse portfolio, with a significant concentration of assets in education and leisure alongside a broad range of community, operational and civic properties. The majority of buildings are in good condition and suitable for use, indicating that the estate broadly provides a sound physical platform for service delivery. The overall composition of the estate reflects how it has evolved over time, rather than a single, strategically configured portfolio. The scale and distribution of assets across multiple service areas, locations and property types indicate a relatively extensive and dispersed estate, with varying roles and levels of dependency. 3.3 Condition Building conditions refer to the overall physical state of a building and its components. It is assessed through structured surveys and inspections. Key aspects of building conditions include: • Structural integrity: The stability and soundness of the building’s frame, foundations, and load-bearing elements. • Building fabric: The condition of walls, roofs, windows, doors, and finishes. • Mechanical and electrical systems: Performance of heating, ventilation, air conditioning, plumbing, and electrical installations. • Compliance: Whether the building meets current health, safety, accessibility, and regulatory standards The condition ratings used in the Estate Baseline are primarily from survey exercise undertaken in 2023 in a non-invasive manner, visually inspecting the various elements of the estate’s properties and categorising their condition accordingly: • A: Performing well and operating effectively. The buildings and grounds support the resource delivery. 90
Page 91
27 • B: Performing well but with minor problems. The buildings and grounds generally support the resource delivery. • C: Showing major problems and/or not operating optimally. The buildings and grounds impede the resource delivery. • D: Does not support the delivery of resource service and impedes activities. Figure 1: Condition Ratings The condition profile shows that much of the estate is performing adequately, providing a generally stable platform for service delivery. However, a reasonable number of C and D rated assets present a disproportionate risk, as these properties have the potential to constrain or have the potential to disrupt services if not addressed. These assets will require targeted attention within the Estate Strategy to determine the most appropriate response, whether through focused investment, repurposing or longer-term change. It is recognised that parts of the estate are supported by incomplete or historic condition data. This reinforces the need for a more proactive and systematic programme of condition surveys, ensuring that the estate baseline remains robust and up to date. Improved data capture will be important following major investment or refurbishment, helping to maintain the Estate Baseline over time and support the feedback loop between estate investment and evidenced improvement in estate quality. 3.4. Economic Lifespan Economic lifespan is the estimated period during which a building can continue to deliver its intended function in a cost-effective manner before it becomes uneconomical to maintain or operate. It reflects the point at which the cost of keeping the properties in service through maintenance, compliance upgrades, and operational expenditure outweighs the benefits of doing so. Economic lifespan is expressed as bands (e.g., 0, 10, 20, 40 years remaining) based on these combined factors. Bands are assigned on an overall basis and a detailed breakdown of the components of each assessment was unavailable for analysis. Unknown lifespan indicates insufficient data rather than imminent failure. 0% 20% 40% 60% 80% 100% Community & Enterprise Education Housing Leisure Social Work A B C D 91
Page 92
28 Figure 2: Economic Lifespan The modelled economic life profile indicates that a large proportion of the estate is expected to remain operational over the long term, providing a broadly resilient foundation for service delivery. However, the presence of assets with shorter remaining life and variability across service areas highlights the need for forward-looking investment planning, particularly for operational and leisure assets where pressures are more evident. It is recognised that elements of the estate are supported by limited or historic lifespan data. This reinforces the need for a more proactive and systematic approach to economic life assessment, ensuring that the estate baseline remains current and accurately reflects asset performance over time. Strengthening this evidence base will support better-informed decisions on retention, investment and longer-term change. 3.5. Functional Suitability Functional suitability refers to the extent to which a building or space effectively supports the activities, services, and operational requirements for which it is intended. It considers factors such as layout, size, accessibility, and the ability to accommodate modern service delivery models. A functionally suitable property enables efficient workflows, meets user needs, and complies with statutory requirements, while an unsuitable property can hinder performance, increase operational costs, and limit flexibility for future adaptation. Functional Suitability is typically assessed through a structured evaluation of how well a building meets the operational needs of its intended use. This involves looking at factors such as: • Layout and Space: Does the internal configuration support efficient workflows and service delivery? • Accessibility: Are entrances, circulation routes, and facilities compliant with accessibility standards? • Condition and Adaptability: Can the building accommodate modern technology and future changes? 0% 20% 40% 60% 80% 100% Community & Enterprise Education Housing Leisure Social Work 10 20 30 40 92
Page 93
29 • User Experience: Does the environment support comfort, safety, and functionality for staff and service users? The following ratings have been adopted in assessing functional suitability across the estate: • A – Highly Suitable: The building fully meets functional requirements with minimal or no limitations. Layout and facilities are optimal for current and future needs. • B – Suitable: The building generally meets requirements but has some minor limitations that do not significantly impact service delivery. • C – Marginally Suitable: The building has notable shortcomings that affect efficiency or user experience. Adaptation may be possible but could require significant investment. • D – Unsuitable: The building fails to meet functional requirements. Layout, condition, or compliance issues severely hinder operations, and major refurbishment or disposal may be necessary. Given the diversity of the Council’s estate it is worth noting that a building that is considered unsuitable for its current use may still be suitable for a number of alternative uses. Figure 3: Functional Suitability The functional suitability profile indicates that most of the estate is broadly fit for its current purpose, particularly within education and social work assets. However, pockets of C and D rated accommodation, most notably within the leisure and community estate, highlight areas where buildings constrain service delivery or limit adaptability. These assets will require targeted review through the Estate Strategy to determine where intervention, reconfiguration or longer-term change is required to better align buildings with current and future service needs. 93
Page 94
30 3.6 Backlog Maintenance Backlog maintenance represents the cumulative maintenance work required for assets to remain safe, functional and capable of supporting service delivery. If left unaddressed, backlog can increase operational risk, result in unplanned outages, and lead to higher costs over time. The Estate Strategy is informed by an Estates Maintenance Rating, which provides a high-level, qualitative assessment of backlog maintenance for each asset. Assets are categorised as Low, Medium or High, reflecting the relative scale of maintenance required across building fabric, mechanical and electrical systems, and statutory compliance obligations. This assessment indicates the overall level of maintenance pressure affecting each asset and helps to highlight where risk may emerge. It is important to recognise the limitations of this approach. The Estates Maintenance Rating does not represent a calculated or modelled cost to restore an asset to “as new” condition or to a defined standard such as condition B. Instead, it provides an indicative view of maintenance burden rather than detailed surveys or costed schedules of work. This reinforces the need for continued improvement in asset intelligence over time. As the Estate Strategy progresses, more detailed condition information and targeted surveys will be required to support accurate cost modelling, prioritisation of investment and informed decisions on retention, improvement or wider estate change. 3.7 Utilisation Space utilisation considers how effectively buildings and spaces across the estate are used to support service delivery. It reflects factors such as levels of occupancy, frequency and patterns of use, and the extent to which space aligns with operational requirements. High utilisation suggests space is being used efficiently, while low utilisation may indicate underused or surplus space, leading to avoidable cost and inefficiency. Understanding utilisation is therefore an important tool in identifying opportunities for consolidation, redesign or repurposing of assets to better meet current and future needs. Developing a consistent utilisation metric across a diverse estate is inherently complex. Different asset types operate in fundamentally different ways: offices can be assessed using capacity and staff numbers, leisure facilities are influenced by visitor attendance, and education buildings experience significant peaks and troughs linked to timetables, with additional periods of underuse outside school hours. Variations in building size, layout and the presence of multi-functional spaces further complicate direct comparison. As a result, utilisation assessment requires a balance between simplicity and accuracy, drawing on both quantitative data and qualitative judgement. Data availability across the estate is currently inconsistent, with information collected using different methodologies and to varying levels of completeness. 94
Page 95
31 The utilisation profile shows a highly variable estate, with education assets operating close to capacity and offering limited flexibility, while leisure, housing and some office-based functions exhibit significantly lower utilisation. This indicates an imbalance between demand and space provision across the estate. This reinforces the need to protect and optimise highly utilised assets, while actively reviewing under-utilised buildings to explore opportunities for consolidation, alternative use or repurposing. Improving utilisation will be key to reducing operating costs, supporting service change and ensuring the estate is aligned with current and future demand. 3.8. Sustainability The baseline operational carbon footprint of South Lanarkshire Council’s publicly owned building estate is estimated at 29,606 tonnes of CO₂ equivalent (tCO₂e) in 2023/24. Of this total, approximately 70% of emissions are attributed to fuel consumption, including gas, biomass, oil, and LPG while the remaining 30% are associated with electricity use. A breakdown of Baseline building emissions by Resource is shown below: Figure 4: Baseline Building Emissions The sustainability baseline demonstrates that carbon emissions and energy costs are not evenly distributed across the estate but are instead concentrated within a relatively small number of large, energy-intensive assets, particularly within the education and leisure portfolios. This concentration presents both a challenge and an opportunity: without targeted intervention, the Council will not meet its interim or long-term net zero targets and will remain exposed to ongoing operational cost pressures and future carbon offset liabilities. Baseline Estate Emissions (TCO2e) Education 16,850 Leisure 8,203 Housing 2,213 Social Work 1,570 Community & Enterprise 770 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 Baseline GHG emissions TCO2e by Estate Service 95
Page 96
32 The business-as-usual trajectory clearly shows that incremental change and reliance on grid decarbonisation alone will be insufficient. Continued dependence on fossil fuel heating, combined with the current disparity between electricity and gas prices, creates a structural risk that must be addressed through coordinated estate planning, energy efficiency improvements and carefully sequenced decarbonisation activity. This analysis demonstrates that achieving net zero will require a strategic, estate-wide approach that prioritises investment where it will have the greatest carbon and financial impact. Improving building performance, reducing demand, and targeting the highest-emitting sites will be essential to accelerating progress while maintaining affordability. Collectively, this evidence establishes a robust foundation for the Estate Strategy to define a clear decarbonisation pathway that supports environmental objectives, improves long-term resilience, and delivers better value from the Council’s retained estate. 3.9 Conclusion The Council’s estate is not sustainable in its current configuration. A combination of low utilisation across significant parts of the portfolio, including some of the costliest assets to operate and maintain, is creating ongoing pressure on revenue budgets. This is compounded by a substantial backlog maintenance liability and the scale of investment required to meet operational decarbonisation expectations. In parallel, much of the estate has developed incrementally over time and is not well aligned to modern ways of working, digital service delivery or emerging models of public service provision. Taken together, these factors point to an estate that is increasingly expensive to operate, inefficient in its use of space, and insufficiently adaptable to future change. While these issues are clear when viewed at a macro, estate-wide level, they present very differently across individual communities and service areas. Levels of utilisation, dependency on local facilities, demographic pressures and the availability of alternative provision vary significantly from place to place. As a result, decisions about the future of the estate cannot be taken solely based on aggregate performance metrics. The Estate Strategy must therefore be informed by a detailed understanding of local context and pressures, ensuring that estate decisions support council-wide objectives for sustainability, affordability and service transformation, while remaining sensitive to local needs and the role that individual assets play within their communities. This balance is essential to delivering an estate that is both strategically coherent and locally responsive. 4. Future Proposals South Lanarkshire Council’s Vision for the estate must be an ambitious, forward-looking statement. It must be a statement that success can be measured against, and one that clearly indicates the formation of strategic objectives. 96
Page 97
33 Delivery will be achieved through a combination of targeted investment, service improvement, service consolidation, reprovision and rationalisation, ensuring that resources are focused on the buildings that best support communities, service users and staff. Our response to the wider strategic direction of the Council, as outlined in the Strategic Context. This will drive us to target interventions where they are most needed and is underpinned by three the interconnected principles outlined in Connect: People, Planet, and Progress. 4.1. Strategic Objectives The Strategic Objectives were approved by the Executive Committee in May 2025 and will guide the direction of the Council’s estate over the next decade. They translate the overarching vision for the estate into a clear set of practical priorities, providing a consistent framework for decision-making on investment, rationalisation and the configuration of service delivery over time. In the context of this Estate Strategy, the objectives respond directly to the challenges identified through baseline analysis, including rising revenue pressures, under utilisation, backlog maintenance, the need for operational decarbonisation and the evolution of service delivery models. Together, they establish a structured and transparent basis for assessing the estate. The objectives are also aligned to the Council’s wider ambitions around People, Planet and Progress. Collectively, they aim to create an estate that is fit for purpose, resilient and capable of responding effectively to changing service demand, while remaining affordable, adaptable and locally responsive. 4.2. Placemaking The estate is the catalyst for creating vibrant healthy and connected communities. This objective focuses on designing spaces that reflect local identity, encourage social interaction and support regeneration. Placemaking means the estate is not just a collection of buildings, it is part of the fabric of South Lanarkshire, contributing to economic growth, wellbeing and a strong sense of place for residents and visitors alike. How will we measure success? • Evidence of estate projects supporting regeneration and masterplan priorities. • Growth in co-location and multi-use of buildings to support community activity. • Improved accessibility of assets, including proximity to public transport and active travel. • Positive feedback from communities and stakeholders on the role of council buildings in their area. 97
Page 98
34 4.3. SWOT Analysis Taking account of both the macro-level challenges identified within the Estate Overview and the local pressures highlighted in the area profiles, this section sets out the overall SWOT analysis for the South Lanarkshire estate. Strengths • Overall functional suitability of the estate is good • Economic lifespan of most buildings is well beyond 20 years • Utilisation of the school estate is strong • Good utilisation for some key leisure assets • Well performing Education Estate Weaknesses • Property distribution is not consistent across LDP Areas or population • Some asset types such as Depots and Pavilions are generally in poor condition and not fit for purpose • Some areas of poor carbon performance is impacting revenue costs and overall energy efficiency • Some data gaps remain, which must be filled through an ongoing programme of surveys to be implemented as part of this strategy Opportunities • Underutilisation of leasehold office estate presents an opportunity to rationalise to reduce revenue expenditure • Selected decarbonisation projects across the estate are expected to have a relatively short payback and potentially significant carbon impact • Align projects with funding opportunities, such as Salix Decarbonisation grants, to access grants, and advance opportunities to work more widely with the private sector to access shared investment potential. Threats • Lack of recent survey data may lead to missed opportunities for investment • PPP agreements for secondary schools (until 2039) prevent direct benefit from energy savings, slowing decarbonisation progress without contract renegotiation. • Ongoing energy price volatility presents a significant risk to an estate of this scale. • Electricity costs are 5x gas, making electrification financially challenging without tariff reform. • Increasing frequency and severity of extreme weather events, including flooding, overheating and storm damage, creating risks to service continuity, asset resilience, maintenance costs and insurance liabilities. 98
Page 99
35 • Changing demographics including ageing population and overall population decline • Utilisation across the estate will continue to decline unless actively managed Table 5: South Lanarkshire Estate SWOT Analysis The SWOT analysis highlights that while the estate provides a strong foundation, its current configuration is not aligned with future service delivery, financial sustainability or net zero requirements. There is a clear need to move toward a smaller, more efficient portfolio that responds to changing demand and reduces cost and carbon exposure. Strengths within the core estate should be protected and built upon, while weaknesses and opportunities point to the need for consolidation, decarbonisation and improved use of space. Together, these findings reinforce the need for a future estate that is more focused, flexible and capable of supporting modern, place-based service delivery. 4.4 High Quality Service Delivery The estate is a critical enabler of service excellence. This objective focuses on enabling every building to support the delivery of modern, inclusive and efficient services. It means creating space that are safe, compliant and adaptable, designed for digital connectivity and integrated service models. High-quality service delivery is about more than functionality, it is about providing environments that enhance user experience, improve accessibility and enable innovation across education, health, leisure and community services. How will we measure success? • Proportion of assets assessed as safe, compliant and fit for purpose for current service delivery. • Reduction in functional suitability issues that constrain or hinder service delivery. • Increased provision of digitally enabled spaces that support modern and flexible service models. • Improved accessibility and inclusivity of buildings, including compliance with equality and accessibility standards. • Positive user and service feedback on the quality, accessibility and effectiveness of service environments. 4.5 Utilisation and Co-location The estate is designed to be used efficiently and flexibly. This objective focuses on maximising the use of available space and reducing duplication by bringing services 99
Page 100
36 together under one roof. Co-location enables integrated services delivery, improves accessibility for communities and creates opportunities for collaboration. By optimising utilisation, the estate becomes leaner, more adaptable and better aligned with modern ways of working. How will we measure success? • Increased average utilisation across the estate, particularly within high-cost and under-used assets. • Growth in the number of services delivered through co-located or shared buildings. • Reduction in duplication of space and accommodation serving similar or complementary functions. • Improved flexibility of space to support shared, hybrid and evolving service delivery models. • Evidence that estate decisions reduce floor space per service while maintaining or improving service outcomes. 4.6 Cost Effectiveness The estate is managed to deliver maximum value for money. This objective focuses on enabling resources to be targeted where they have the greatest impact. By driving value for money across the portfolio within the clear context of a place-based lens, the impact on service delivery will be minimised. How will we measure success? • Reduction in total estate running costs, including energy, maintenance and facilities management. • Decrease in underutilised or high-cost assets that deliver limited value. • Improved ratio of revenue cost (£/m²) across the retained estate. • Evidence that capital investment is targeted at assets that are strategic, well-utilised and capable of long-term retention. • Reduction in backlog maintenance liability across the estate over time. 4.7. Sustainability The estate is a driver for climate action and responsibility. This objective focuses every decision to support the transition to net zero by 2045 through energy efficiency and renewable technologies. Sustainability means lowering emissions, reducing operating costs, and creating healthier environments, embedding resilience and long-term value into the estate for future generations. 100
Page 101
37 How will we measure success? • Progressive reduction in estate-wide carbon emissions, through estate rationalisation, investment in retained assets and future decarbonisation programmes. • Decrease in fossil fuel reliance across the retained estate, including the transition to low-carbon heating systems. • Improvement in the energy performance of buildings, including reductions in energy use per m². • Reduction in energy-related operating costs through efficiency measures and on-site renewable generation. • Evidence that estate investment decisions embed long-term resilience, climate adaptation and whole-life value. Taken together, the five Strategic Objectives provide a clear and coherent response to the challenges facing the Council’s estate and translate the vision into practical, decision-making priorities. They recognise that the estate must do more than simply house services; it must actively support placemaking, enable high-quality and modern service delivery, use space efficiently through higher utilisation and co-location, remain affordable in the face of growing financial pressures, and contribute meaningfully to the Council’s net zero ambitions. Collectively, these objectives establish a framework for addressing the unsustainability of the current estate configuration characterised by underutilisation, high revenue costs, backlog maintenance and the need for decarbonization while ensuring future investment and change are purposeful, coordinated and aligned with wider Council priorities. They also provide the basis for making informed, locally sensitive decisions that balance estate-wide performance with the needs of individual communities, ensuring the estate remains resilient, adaptable and fit for the future. 4.8 Assessment Criteria The aim of the Assessment Criteria is to demonstrate the extent to which each asset aligns with The Council’s long-term goals. The criteria adopted are explicitly linked to the five Strategic Objectives of the Estate Strategy. It is important to note that the assessment criteria do not determine final outcomes for individual assets. Instead, they provide a structured framework for understanding relative alignment with strategic priorities, highlighting where assets perform strongly and where they limit the Council’s ability to deliver its future estate vision. The criteria combine quantitative data with professional judgement, supported by engagement with services through the Estate Strategy Working Group. This ensures that alignment is assessed not only on technical performance, but also on service needs, local context and anticipated future demand. Together, this approach provides a 101
Page 102
38 robust and consistent evidence base, enabling informed decision-making while recognising that final outcomes require further consideration of feasibility, service implications and place-based factors. Placemaking Service Delivery Utilisation and Colocation Cost Effectiveness Sustainability Assesses strategic importance to local service provision, accessibility and proximity to peers. Assesses functional suitability, condition, and digital maturity. Assesses how well space is currently used, the flexibility of buildings to accommodate alternative uses. the relationship between operating costs, maintenance liabilities and long-term value. Assesses operational carbon performance and energy efficiency. Table 6: Strategic Objectives Definitions 4.9 Core / Flex / Tail Based on the outcomes of the assessment criteria, three categories were used to indicate overall performance and alignment with the Strategic Objectives. These are defined below: Core Flex Tail Assets which represent the best quality estate and are already performing in line with the Future Vision. Assets which: Assets which do not currently meet quality standards but have strategic significance. Over time, the goal is to move flex assets to core or tail. Assets which: Assets which are not considered fit for purpose in their current configuration and may not be economically adapted. Assets which: • Meet long term strategic needs. • Are accessible and compliant. • Are well utilised or able to support service consolidation. • Require investment to meet standards and support long term needs • Are well utilised or able to support service consolidation. • Services will be effectively provided albeit from other locations. • Require significant investment to meet standards and support long term needs • Are not well utilised. • Will only be retained for strategic / geographic spread reasons. Table 7: Core, Flex and Tail Definitions 4.10 Core / Flex / Tail Analysis The Core / Flex / Tail profile highlights that the estate, in its current configuration, is not fully aligned with the Council’s future direction. The relatively small Core portfolio indicates a limited number of assets that are strongly positioned to support long-term 102
Page 103
39 objectives, while the scale of the Flex and Tail categories shows that much of the estate will require change to meet future service, financial and environmental demands. This does not reflect the importance of the services delivered, but rather the suitability of the buildings in their current form. In many cases, assets can continue to support essential services, but only through improvement, reconfiguration or relocation into more appropriate accommodation. The analysis therefore points to a need for active management of the estate, focused on strengthening alignment rather than maintaining the status quo. This includes concentrating activity in better-performing buildings, reducing fragmentation, and prioritising investment in assets that can support modern, efficient and sustainable service delivery. Overall, the profile reinforces that the challenge is structural: the estate must evolve to become more focused, adaptable and efficient, ensuring that services are delivered from buildings that are fit for the future rather than sustained in their current form. 4.11 Delivering the Estate Strategy The assessment process described in Sections 4.1 to 4.9 has provided a robust evidence base for determining the future role of individual assets across the Council’s estate. However, the delivery of the Strategy will require more than a single approach to estate change. The review has considered 358 operational properties and recognises that different assets, services and communities require different solutions. Consequently, the proposed Strategy should not be viewed as a programme focused solely on asset closures. Rather, it combines a range of complementary measures designed to improve the quality, accessibility, utilisation, sustainability and affordability of the Council’s operational estate. These measures include targeted investment in retained assets, replacement and reprovision of services, service consolidation, office rationalisation and the removal of surplus assets that are no longer required to support service delivery. Together, these approaches will support the transition towards a smaller, higher-quality and more sustainable estate, whilst maintaining service provision and improving the overall customer experience. The principal delivery mechanisms are summarised in Table 8 and described in Sections 4.11.1 to 4.11.5 below; 103
Page 104
40 Category of Change Purpose Typical Example Investment in Retained properties Improvements to buildings that will form part of the long-term core estate Leisure centres, schools, social work facilities, community assets. Replacement and reprovision Services relocating into improved facilities or replacement buildings Youth facilities, new build community sports facilties. Service Consolidations Activities being consolidated into existing buildings with available capacity Community services, relocating into retained assets Lease Expiry and office Rationalisation Withdrawal from leased accommodation and consolidation into council-owned buildings David Dale House, Brandon Gate, Cambuslang Gate Regent House Surplus and under utilised properties Removal of Vacant, obsolete or low-demand properties, many where services already withdrawn Vacant pavilions, stores and low demand buildings Table 8 Principal Delivery Mechanisms 4.11.1 Investment in the Retained Estate The Strategy is underpinned by a £24 million capital investment programme, focused on assets that will continue to support service delivery over the long term. The proposed investment programme includes: • £4.19 million to replace and modernise community sports facilities; • £5 million from the Estate Strategy capital investment programme to support depot modernisation and consolidation. The total indicative project cost is currently estimated at approximately £18 million, with the balance subject to alternative funding sources and future capital approvals.; • investment in community halls and leisure facilities; • targeted investment in children's care facilities; • improvements to retained office accommodation; and • a programme of building condition and energy efficiency improvements across the retained estate. 104
Page 105
41 4.11.2 Replacement and Reprovision In a number of locations, services will continue to be provided but from improved or alternative accommodation. Examples include the replacement of older sports pavilion facilities, the relocation of youth services into multi-use community facilities and proposals associated with the future redevelopment of East Kilbride town centre. These changes are intended to improve the quality, sustainability and suitability of accommodation while maintaining delivery service and improving the overall customer experience. 4.11.3 Service Consolidation The Strategy also proposes a number of service consolidations where activities can be accommodated within existing retained assets. This approach supports: • improved utilisation of Council buildings; • greater integration between services; • improved customer access; • reduced operating costs; and • more efficient use of available accommodation. 4.11.4 Lease Expiry and Office Rationalisation The review identified opportunities to reduce reliance on leased accommodation and improve the utilisation of Council-owned office assets. The Strategy therefore proposes the gradual withdrawal from a number of leased buildings as lease agreements expire, supported by greater use of hybrid working arrangements and investment in retained office accommodation. This approach will reduce future lease liabilities, improve utilisation and support the creation of a more efficient and financially sustainable office estate. 4.11.5 Surplus and Under-Utilised Properties The review identified a number of assets that are vacant, obsolete, duplicated by nearby provision or operate at consistently low levels of demand. Where there is no identified operational requirement to retain such assets, it is proposed that they be removed from the estate. These proposals relate to a number of unused sports pavilions, vacant stores, operational facilities and buildings for which suitable alternative provision already exists. The removal of surplus assets allows resources to be focused on buildings that continue to support service delivery and benefit from investment through the Strategy. 105
Page 106
42 5. Strategic Outcomes 5.1. Strategic Outcome classification Engagement with services through the Estate Strategy Working Group (ESWG), supported by the estate baseline and assessment criteria as a single source of truth, has informed a clear and consistent set of strategic outcomes for each asset. This process combined technical performance data with service insight, ensuring that both estate condition and operational requirements were reflected in the final position. To provide a clear roadmap for implementation, the following sections define the strategic outcomes for the portfolio. These classifications move the estate from the technical evaluation phase into a focused delivery programme, ensuring every building has a designated pathway that balances operational necessity with financial and environmental sustainability. Outcome Definition Requirements Retain “Retain” identifies assets required for ongoing service delivery and suitable for long term inclusion in the Council’s estate. These assets typically perform strongly across the Assessment Criteria or hold vital strategic importance due to statutory functions or specific local needs. To protect the value and performance of these assets, the following actions are prioritised: • Full integration into the Council’s planned preventative maintenance (PPM) programme to prevent future backlog growth. • Progression of operational decarbonisation and energy efficiency works through structured lifecycle planning. • Ongoing consideration for colocation or internal reconfiguration where surplus capacity exists to absorb services from "Exit" properties. Exit “Exit” refers to properties that are no longer required for long term service delivery and present limited justification for continued investment. These properties typically exhibit high carbon liabilities, significant backlog To ensure service continuity and compliance, several milestones must be met prior to a final exit: • Confirmation of a suitable, accessible, and operationally compliant alternative service 106
Page 107
43 maintenance, or low utilisation. The exit process may involve open market disposal, lease termination, or transfer to a third party through Community Asset Transfer (CAT). arrangement within the locality. • Development of a comprehensive service consolidation plan. • Formal Committee approval for disposal or lease relinquishment as appropriate. Replace “Replace” applies where a service must continue in a specific location, but the current asset is unsuitable for continued operation due to terminal condition, prohibitive costs, or fundamental design limitations. Replacement strategies may involve new-build facilities, modern modular solutions, or relocation into alternative modern assets nearby. Projects in this category must be "de-risked" before major capital expenditure: • Completion of detailed feasibility work and identification of the preferred technical and financial solution. • Confirmation of high-level capital allocation from the £24m Estate Strategy budget envelope, if planned for immediate implementation. • Formal approval to progress to the Design Stage and Business Case development. Table 9: Strategic Outcome Classifications 5.2. Proposed Estate Profile The proposed strategy reduces the overall estate from 358 to 317 assets, representing a net reduction of around 11%. This reflects a clear shift toward a more focused and manageable portfolio, while maintaining a substantial core of 317 retained assets that will continue to support service delivery. 107
Page 108
44 Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 14 7 Community & Enterprise Bothy 1 1 Community & Enterprise Offices 2 1 Community & Enterprise Store 6 4 Community & Enterprise Training Centre 1 1 Community & Enterprise TOTAL 24 14 Education ASN Primary School 2 2 Education Nursery School 16 16 Education Offices 1 1 Education Primary School 124 124 Education Secondary School 18 18 Education Youth Centre 9 6 Education TOTAL 170 167 Housing Business Unit 4 3 Housing Depot 1 0 Housing Offices 8 3 Housing & Technical TOTAL 13 6 Leisure Business Unit 1 1 Leisure Cultural Venue 9 9 Leisure Hall 20 13 Leisure Leisure Centre 18 18 Leisure Library 10 10 Leisure Neighbourhood Centre 7 7 Leisure Outdoor Sports Facility 15 15 Leisure Pavillion 41 28 Leisure Store 2 2 Leisure TOTAL 123 103 Social Work Adult Training Centre 1 1 Social Work Day Care Centre 9 9 Social Work Family Centre 4 4 Social Work Offices 2 1 Social Work Throughcare & Aftercare 1 1 Social Work Childrens Community House 6 6 Social Work Care Homes 5 5 Social Work TOTAL 28 27 GRAND TOTAL 358 317 Table 10: Current Estate and Proposed Estate Profiles across South Lanarkshire 108
Page 109
45 The majority of reductions are concentrated within Leisure, Community & Enterprise, and Housing and Technical assets, indicating that these parts of the estate are currently more dispersed and less aligned to future requirements. In contrast, the education estate remains largely stable, reinforcing its role as the core of the Council’s service infrastructure and highlighting the need to protect capacity in these locations. The relatively small number of replacement assets demonstrates that, in most cases, change can be achieved through reconfiguration, consolidation or improved use of existing buildings rather than large-scale redevelopment. At the same time, the identification of exit assets provides a clear opportunity to reduce fragmentation, remove higher-cost or lower-value properties, and create a more coherent estate structure. Importantly, this shift is not about reducing services, but about delivering them from a more efficient and better-aligned set of buildings. Overall, the proposed estate represents a move away from a broad and distributed asset base toward a leaner, more strategic portfolio, better positioned to support service delivery, reduce cost and improve long-term sustainability. 5.3. Key Patterns To provide a summary of the strategic trends emerging from the assessment, the following key patterns have been identified across the primary asset groups. These trends highlight the shift toward a more integrated, high performing estate that prioritises modern service delivery over traditional, single use buildings. 5.4. Statutory Resilience in Education The Education estate remains universally retained to ensure the continuity of statutory provision across all wards. However, the methodology has identified opportunities for co-location and the targeted utilisation of surplus classroom capacity. While operational challenges will need to be worked through to facilitate implementation of this model, this will allow schools to function as multi-agency hubs, hosting wider community services without compromising educational outcomes. 5.5. Tiered Approach to Leisure and Sports This sector shows the greatest strategic variation. High performing "wet sites" (swimming pools and leisure centres) are prioritised for retention due to their high community value and complex infrastructure. Certain "dry sites" are earmarked for consolidation under wider masterplans, while low-value, poor-condition pavilions will be exited or transitioned to modern, cost-effective modular replacements to maintain local pitch provision. 109
Page 110
46 5.6. Rationalisation of Operational Depots Due to inconsistent building conditions, overlapping service catchments, and inherent operational inefficiencies, the depot estate requires significant rationalisation. The strategy moves toward a smaller number of strategically located hubs, which will provide better facilities for staff and more efficient logistics for the Council’s fleet and maintenance services. Implementation will be subject to detailed design development, funding confirmation and future approval processes. 5.7. Consolidation of the Office Estate Low utilisation rates in administrative buildings (driven by the shift to hybrid working) present a clear opportunity for consolidation. Administrative functions will be centralised into the Council’s core hubs, including Almada Street (Hamilton), South Vennel (Lanark), and the new Civic Centre in East Kilbride. This move will reduce the revenue burden of underutilised space while fostering more collaborative working environments. 6. Estate Investment 6.1 Investment Proposal The Council has allocated £24 million of capital investment across 2026/27 (£7.3m) and 2027/28 (£11.70m), 2028/29 (£5.0m) to support the initial delivery of the Estate Strategy. This represents an important first step in transitioning toward a right-sized, sustainable estate. However, this funding must be considered in the context of a total programme requirement in excess of £950 million to achieve net zero by 2045. Given this scale, early investment must be carefully targeted to enable it to deliver maximum impact. The approach focuses on prioritising the right buildings in the right places, using early capital investment to unlock wider service, financial and carbon benefits, and to enable future phases of estate transformation. To support this, investment decisions are aligned to the Strategy’s five Strategic Objectives and guided by a structured prioritisation framework. Given the need to move quickly into delivery, deliverability has been introduced as a sixth factor, focusing early investment on projects that can be progressed and implemented at pace. Projects are assessed using a weighted scoring approach, combining alignment to Strategic Objectives with deliverability considerations. This enables transparent and consistent decision-making, ensuring that investment is both strategically aligned and achievable within the two-year funding window. The framework also supports sequencing of interventions in line with the Horizon decarbonisation approach, allowing early actions to enable more complex future change. 110
Page 111
47 Objective Weight Description Place-making 20% Considering Priority Places, areas of deprivation, rurality, and areas of high deprivation. It helps to focus investment in priority areas for health equity and supports 20-minute neighbourhoods. Directly addresses place-based needs identified via consultation. Targets services in areas of highest deprivation (SIMD). A high-scoring project will demonstrably improve outcomes for a specific place, not just upgrade a building. Service Delivery 15% Building becomes "Higher Quality" or enables a more modern way of delivering services. Promotes/enables integrated service delivery and improved accessibility for service users, prevention or early intervention. This A high scoring project will demonstrate clear improvements to service delivery and respond to future service need. Utilisation & co-location 15% Priority to be given to projects that allow consolidation and changing facilities from single-use to multi-use buildings, promoting hubs. Reduces long-term maintenance costs and facilitates right sizing. A high scoring project will enable co-location or multiple occupation and reduce the number of single-use assets. Cost- Effectiveness 15% Prioritises projects with a high return on investment, reduces future running costs via energy savings/reduced staffing costs, and enabling disposal of Tail assets. A high scoring project will deliver value over the lifetime of the Strategy; including revenue savings and capital receipts. Sustainability 15% Significant reduction in carbon emission and aligned with Horizons 1,2 or 3 measures. A high scoring project will deliver on the councils Net Zero obligations through the adoption sustainable construction / retrofitting. 111
Page 112
48 Deliverability 20% Project has a clear procurement route; minimal or no Building Standards/Planning risk and certainty of delivery and completion. A High Scoring Project will be deliverable within required timescales. Table 11: Strategic Objectives Scoring Matrix Early investment will support replacement pavilion accommodation, improved community facilities, enhanced youth provision, depot modernisation, office rationalisation, condition improvement works and energy efficiency projects across the retained estate. 6.2 Project Types To support delivery of the Estate Strategy, a number of core project types have been identified. These represent the primary mechanisms through which the Council will reshape, improve and decarbonise its estate over time. Each project type plays a distinct role within the overall programme, contributing in different ways to service delivery, efficiency, sustainability and place-based outcomes. Together, they provide a balanced approach to estate transformation, combining structural change with targeted investment. 6.3 Consolidation Projects Consolidation projects are projects which primarily involve moving services from one asset into another which meets service requirements.These projects are central to the Strategy, as they enable a reduction in the overall estate footprint, improve utilisation, and support the creation of modern, multi-service hubs. Consolidation also unlocks opportunities to dispose of surplus assets, reducing both cost and carbon exposure. 6.4 Office Rationalisation Office rationalisation project involves exiting several let offices and consolidating staff into retained freehold sites. This supports improved space efficiency, reduced operating costs and better alignment with hybrid working models, while maintaining the Council’s ability to deliver services effectively. 6.5 Depot Rationalisation Depot Rationalisation involved exiting several ‘end of life’ depots in the Clydesdale area and consolidating into a new building on a council owned site. This aims to reduce fragmentation, improve operational efficiency and create opportunities to modernise working environments, while ensuring that essential frontline services continue to be supported effectively. 112
Page 113
49 6.6 Community Sports Facilities Community Sports facilities projects involve the replacement or upgrade of park and sports facilities using modern, prefabricated buildings. These interventions primarily support placemaking objectives, improving the quality, accessibility and visibility of community infrastructure. While they have a more localised impact, they play an important role in enhancing public spaces and supporting health and wellbeing outcomes. 6.7 Operational Decarbonisation Operational decarbonisation projects focus on improving the energy performance and carbon efficiency of retained assets. These projects are essential to achieving net zero obligations, improving building reliability and reducing long-term energy demand. Boiler improvement works may be utilised as an intermediate measure where net zero interventions are unfeasible or will result in unsustainable revenue costs. Moving forward, operational decarbonisation projects will also consider climate adaptation measures where appropriate, including overheating mitigation, flood resilience, improved drainage, building fabric resilience and measures that support continuity of service during severe weather events. 6.8 Condition Improvement Works Condition improvement works focus on retained operational assets that are expected to continue supporting service delivery over the medium to long term but require targeted investment to remain fit for purpose. Projects may include building fabric improvements, compliance works, accessibility enhancements, lifecycle replacements and energy- efficiency measures. Costs are based on high-level feasibility assessments and indicative RIBA Stage 0 estimates and will continue to be refined as projects develop. These investments support building performance, improve utilisation of retained assets and provide a foundation for future decarbonisation activity. Overall, projects that reduce the size and complexity of the estate, such as consolidation and rationalisation, consistently perform the strongest across multiple objectives. These interventions deliver combined benefits, improving utilisation, reducing costs, and supporting decarbonisation, while also creating opportunities to modernise service delivery. They therefore represent the most effective way of using limited capital to unlock wider estate transformation. In contrast, more targeted or asset-specific interventions, such as modular pavilion improvements or operational decarbonisation works, tend to deliver benefits in specific areas (e.g. placemaking or carbon reduction) but have a more limited impact on the overall efficiency and configuration of the estate. While these projects remain important, they do not in isolation address the underlying structural challenges identified through the strategy. 113
Page 114
50 6.9 Front Door Approach The Estate Strategy supports the development of a phased Front Door model to improve how residents access Council services across South Lanarkshire. The approach will utilise a network of accessible community-based locations, supported by digital channels, to provide clearer access routes to services and improve customer experience. Phase One will focus on a number of locations distributed across South Lanarkshire, with future phases informed by consultation outcomes, customer feedback and wider service transformation activity. The Front Door approach is intended to make better use of existing buildings whilst improving accessibility and strengthening the Council’s place-based approach to service delivery. The identification of future locations will be informed through engagement with Members, communities and service users and will be subject to future approval processes. 7. Conclusion Delivery of the Estate Strategy will now progress into a more detailed phase of planning, feasibility and prioritisation. While the Strategy sets out the long-term direction and the proposed future estate, further technical and operational work is required to translate these proposals into deliverable projects and coordinated programmes of change. Over the next 12–24 months, the Council will undertake a series of structured next steps to confirm that decisions are evidence based, financially sustainable and aligned with service needs and place-based priorities. This will include developing detailed project plans for assets identified for replacement, major investment or co location, allowing the Council to test design options, assess costs and dependencies, and confirm the most effective approach in each location. The Council will manage risks and plan responsible decant and transition arrangements for relevant projects. Engagement with services and communities will continue throughout this period to continually test whether emerging proposals reflect operational requirements and local priorities. The delivery plan will draw on the assessment outputs, feasibility findings and the availability of funding across the current and future capital planning periods. Opportunities for community asset transfer, partnership use, and alignment with regeneration and place plans will be examined in more depth, ensuring that change in the estate supports wider outcomes. The Estate Strategy provides a clear and evidence-based framework for managing, investing in and improving the Council’s estate over the next decade. Through a combination of targeted investment, service improvement and estate rationalisation, it will support better quality facilities, improved accessibility, enhanced sustainability and more efficient use of public resources across South Lanarkshire. The Strategy establishes a long-term direction of travel while retaining the flexibility to 114
Page 115
51 respond to future changes in service demand, community priorities and financial circumstances. 115
Page 116
116
Page 117
Appendix 2 – Summary of Proposed Investment Programme (£24m) Relationship with Estate Strategy and Supporting Appendices This appendix should be read in conjunction with Appendix 1 (Estate Strategy 2026 to 2036), which sets out the strategic framework and estate-wide proposals; Appendix 3 (LDP Area Profiles and Investment Proposals), which provides detailed locality-based proposals. This appendix provides a summary of the proposed £24 million investment programme that will support delivery of the Estate Strategy. The investment allocations contained within this appendix are based on high-level feasibility assessments and indicative RIBA Stage 0 cost estimates. Project scopes, costs and delivery arrangements will continue to be refined through site investigation, option appraisal, design development and business case preparation prior to implementation. The programme includes investment in building condition, statutory compliance, energy efficiency, replacement facilities, service consolidation and depot rationalisation. Together, these proposals are intended to support delivery of a smaller, higher-quality, more sustainable and more accessible estate that supports modern service delivery and improved customer access. Detailed information on the individual projects, proposed investments, estate changes and locality-based outcomes within each of the 14 Local Development Plan (LDP) areas is provided in Appendix 3 - LDP Area Profiles and Investment Proposals. The proposed investment allocations are summarised below. Support the proposals identified within the LDP Area Profiles contained in Appendix 3. Table A - Summary of Proposed Investment Programme: Investment Category Purpose Proposed Investment Condition Improvement Works Building condition, compliance and lifecycle investment in retained assets. £10.085m New Community Sports Facility Replacement of poor-quality pavilion facilities with modern, accessible and energy-efficient accommodation. £4.19m Depot Rationalisation Development of a consolidated depot model and associated infrastructure. The total indicative project cost is currently estimated at approximately £18 million (RIBA Stage 0), of which £5 million is included within the Estate Strategy investment programme. The balance is subject to alternative funding arrangements and future approvals. £5.00m Depot Design Development Depot Design Development / Site investigation works £0.25m Service Consolidation Projects Adaptations and improvements to facilitate co- location and service reprovision. £1.23m 6 117
Page 118
Boiler Replacement Programme Heating infrastructure replacement and energy efficiency improvements. £1.20m Office Accommodation Rationalisation Hybrid working and office modernisation measures. £0.55m Demolition of Exited Assets Demolition and site preparation are associated with estate rationalisation. £0.50m Children's Care Facility Improvements Targeted improvements to residential care facilities. £0.50m ASN Provision Improvements supporting Additional Support Needs accommodation. £0.50m Total Proposed Investment £24.00m CONDITION IMPROVEMENT WORKS Condition Improvement Works focus on retained operational assets that are expected to continue supporting service delivery over the medium to long term but require targeted investment to remain fit for purpose. Projects may include building fabric improvements, statutory compliance works, accessibility enhancements, lifecycle replacements and energy-efficiency measures. Costs are based on indicative RIBA Stage 0 assessments and will continue to be refined as projects develop. Property Property Type Investment Type Total 26/27 Spend Auchentibbber Adult Training Centre Condition Improv Works £554,917 £232,269 Blantyre Leisure Centre Leisure Centre Condition Improvement Works £1,000,000 £492,090 Burnbank Family Centre Family Centre Condition Improvement Works £378,459 £158,499 Calderglen Country Park Visitor Centre Cultural Venue Condition Improvement Works £68,950 £28,876 Cambuslang Family Centre Family Centre Condition Improvement Works £143,716 £60,188 Chatelherault Hunting Lodge and Visitor Centre Cultural Venue Condition Improvement Works £150,000 £104,700 Coalburn Leisure Complex Leisure Centre Condition Improvement Works £250,000 £104,700 East Kilbride Arts Centre Cultural Venue Condition Improvement Works £300,000 £125,640 Hamilton Water Palace Leisure Centre Condition Improvement Works £1,000,000 £492,090 Harry Heaney Centre Day Care Centre Condition Improvement Works £157,500 £65,961 Harry Smith Complex Day Care Centre Condition Improvement Works £150,000 £62,820 Hillhouse & Earnock Community Centre Hall Condition Improvement Works £465,000 £194,742 118
Page 119
Jimmy Swinburne Centre Throughcare & Aftercare Condition Improvement Works £110,600 £46,319 Jock Stein Sports Barn Leisure Centre Condition Improvement Works £471,029 £197,267 Lanark Memorial Hall Cultural Venue Condition Improvement Works £150,000 £62,820 Lesmahagow Day Centre Day Care Centre Condition Improvement Works £171,200 £71,699 Lifestyle Day Care Centre (Eastfield) Day Care Centre Condition Improvement Works £165,900 £69,479 Low Parks Museum Cultural Venue Condition Improvement Works £350,000 £146,580 Newberry Rooney Centre Day Care Centre Condition Improvement Works £350,000 £146,580 Parkhall House Family Centre Condition Improvement Works £190,950 £79,970 Rutherglen Library Library Condition Improvement Works £163,921 £68,650 South Lan Lifestyles EK- Murray Owen Centre Neighbourhood Centre Condition Improvement Works £450,000 £188,460 South Lan Lifestyles-Carluke Neighbourhood Centre Condition Improvement Works £450,000 £188,460 South Lan Lifestyles-Fairhill - Daycare Centre Day Care Centre Condition Improvement Works £400,600 £167,770 South Lan Lifestyles-Lanark Neighbourhood Centre Condition Improvement Works £450,000 £188,460 South Lan Lifestyles- Stonehouse Neighbourhood Centre Condition Improvement Works £450,000 £188,460 Universal Connections- Cambuslang Youth Centre Condition Improvement Works £139,300 £58,339 Whitehill Neighbourhood Centre Neighbourhood Centre Condition Improvement Works £552,560 £231,412 Carnwath Town Hall Hall Condition Improvement Works £ 20,000 £0 Willie Waddell Sports Community Facility & Library Leisure Centre Condition Improvement Works £ 40,000 £0 Biggar Municipal Hall Hall Condition Improvement Works £ 25,000 £0 Symington Hall Hall Condition Improvement Works £ 5,000 £0 Crawford Primary School Primary School Condition Improvement Works £ 10,000 £0 BOILER REPLACEMENT WORKS 119
Page 120
The Boiler Replacement Programme provides lifecycle replacement of essential heating infrastructure where existing systems have reached the end of their operational life. These projects are intended to maintain service continuity, improve reliability and support energy-efficiency improvements, whilst longer term decarbonisation opportunities continue to be assessed. Property Property Type Investment Type Total 26/27 Spend Blacklaw Primary School Primary School Boiler Replacement Works £75,000 £25,000 Bothwell Primary School Primary School Boiler Replacement Works £75,000 £25,000 Castlefield Primary School Primary School Boiler Replacement Works £75,000 £25,000 Cathkin Primary School Primary School Boiler Replacement Works £75,000 £25,000 Crosshouse Primary School Primary School Boiler Replacement Works £75,000 £25,000 Glenlee Primary School Primary School Boiler Replacement Works £75,000 £25,000 Greenhills Primary School Primary School Boiler Replacement Works £75,000 £25,000 Hareleeshill Primary School Primary School Boiler Replacement Works £75,000 £25,000 High Blantyre Primary School Primary School Boiler Replacement Works £75,000 £25,000 Law Primary School Primary School Boiler Replacement Works £75,000 £25,000 Mount Cameron Primary School Primary School Boiler Replacement Works £75,000 £25,000 Robert Owen Memorial Primary School Primary School Boiler Replacement Works £75,000 £25,000 St Columbkille's Primary School Primary School Boiler Replacement Works £75,000 £25,000 St Elizabeth's Primary School Primary School Boiler Replacement Works £75,000 £25,000 St Hilary's Primary School Primary School Boiler Replacement Works £75,000 £25,000 St Vincent's Primary School Primary School Boiler Replacement Works £75,000 £25,000 CARE FACILITY IMPROVEMENT Property Property Type Investment Type Total 26/27 Spend 120
Page 121
Bardykes Children's Resid Child Care Home Childrens Com House Care Facility Improvement £83,334 £25,000 Hillhouse Road RCH Childrens Com House Care Facility Improvement £83,334 £25,000 Hunters Crescent Children's Home Childrens Com House Care Facility Improvement £83,333 £25,000 Langlea Avenue RCH Childrens Com House Care Facility Improvement £83,333 £25,000 Rosslyn Avenue RCH Childrens Com House Care Facility Improvement £83,333 £25,000 Station Road RCH Childrens Com House Care Facility Improvement £83,333 £25,000 DEMOLITION Property Property Type Investment Type Total 26/27 Spend Demolition Various Various Demolition Various £500,000 £150,000 DEPOT RATIONALISATION – Estate Strategy Contribution Property Property Type Investment Type Total 26/27 Spend Depot Rationalisation - Design Development Depot Depot Rationalisation - Design Development £250,000 £250,000 Depot Rationalisaton Depot Depot Rationalisaton (total funding for project £18m which consists of £5m capital, £10m EPR and £3m capital receipts) £5,000,000 £0 Note: The total indicative cost of depot rationalisation is currently estimated at £18m. This comprises £5m from the Estate Strategy capital programme, £10m from EPR funding and £3m from anticipated capital receipts. Funding assumptions remain indicative and subject to future approval. 121
Page 122
ASN PROVISION Property Property Type Investment Type Total 26/27 Spend Greenburn ASN & West Mains ASN Primary School Education ASN Provision - Condition Improvements £333,333 £133,333 Highmill/Victoria Park PS Primary School Education ASN Provision - Condition Improvements £166,667 £66,667 NEW BUILD COMMUNITY SPORTS FACIILITIES Property Property Type Investment Type Total 26/27 Spend Brancumhall Pavilion Pavilion New Community Sports Facility £3,866,400 £1,200,000 Lanark Racecourse Pavilion Pavilion New Community Sports Facility £324,000 £57,120 OFFICE RATIONALISATION Property Property Type Investment Type Total 26/27 Spend South Lanarkshire Council Headquarters Offices Office Accommodation Rationalisation £275,000 £125,000 South Vennel Council Offices Offices Office Rationalisation & Desk Booking System £275,000 £125,000 122
Page 123
0 Appendix 3 – LDP Area Profiles and Investment Proposals Index Contents Page LDP Area Profiles and Investment Proposals 1 • Blantyre 5 • Bothwell & Uddingston 9 • Cambuslang 12 • Carluke 16 • Clydesdale East – North 20 • Clydesdale East – Mid 23 • Clydesdale East – South 26 • East Kilbride 29 • Hamilton 34 • Lanark 39 • Larkhall 43 • Lesmahagow 47 • Rutherglen 51 • Strathaven & Stonehouse 55 6 123
Page 124
1 Relationship to the Estate Strategy and Supporting Appendices This appendix should be read in conjunction with Appendix 1 (Estate Strategy 2026 to 2036), which sets out the strategic framework, estate-wide proposals and investment priorities; and Appendix 4 (Front Door Approach), which describes the Council's proposed approach to improving customer access to services. This appendix provides locality-based profiles for each of South Lanarkshire's 14 Local Development Plan (LDP) areas and sets out the proposed estate changes, service impacts and associated investment activity identified through the Estate Strategy. Detailed information on individual projects, proposed investments and estate changes is provided within the individual LDP Area Profiles contained in this appendix. The Proposed Investment Projects List sets out a three-year programme of capital investment, detailing how funding is distributed across key project categories from 2026/27 through to 2028/29. The profile of investment is heavily weighted toward condition-led works and essential infrastructure, with Condition Improvement Works (£10.08m total) and new build community sports facilities (£4.19m total) comprising a significant proportion of early spend. This indicates a strong focus on addressing backlog maintenance and creating additional capacity in the short term, particularly in those areas where asset condition and service pressures are most acute. This aligns with the earlier investment scoring, where higher-priority locations are likely driving the need for immediate intervention to maintain service continuity. The proposals within each LDP Area Profile have been structured using the strategic change categories set out within the Estate Strategy and summarised in Table 1 of the covering report. These categories are: • Investment in Retained Assets • Replacement and Re-provision • Service Consolidation • Lease Expiry and Office Rationalisation • Surplus / Under-utilised Property The purpose of this approach is to demonstrate how individual property proposals contribute to the wider objectives of the Estate Strategy through investment, service improvements, modernisation, consolidation and the more efficient use of the Council's estate. Accordingly, the LDP Area Profiles should not be interpreted solely as a list of property closures or disposals, but as a summary of the strategic estate changes proposed within each locality to support a smaller, higher-quality, more accessible and sustainable operational estate over the period 2026 to 2036. Condition Improvement Works generally comprise building fabric improvements, statutory compliance works, accessibility enhancements, lifecycle replacement works and energy-efficiency measures. These projects focus on retaining operational assets that are expected to continue supporting service delivery over the medium to long term. 124
Page 125
2 Table 1 - £24m Investment The inclusion of proposed consolidations (£1.23m) and office rationalisation (£0.55m) further reinforces this transition toward a more efficient footprint, with enabling investment supporting co-location and better use of space. These interventions are comparatively lower in value but play an important role in unlocking longer-term savings and improving utilisation, particularly in areas where asset provision is already relatively high. Smaller but targeted allocations, such as Children’s Care Facility Improvements and ASN provision, indicate a continued focus on critical services, ensuring that investment supports both statutory delivery and key service outcomes alongside broader estate priorities. Overall, the programme demonstrates a balanced approach: front-loaded investment to stabilise and support high-need areas, combined with later-phase funding to deliver structural change and estate rationalisation. Immediate risks are addressed while creating the conditions for a more efficient and sustainable estate over the longer term, with investment appropriately reflecting the differing needs and starting positions of areas across the portfolio. Across the 14 LDP areas, the results show a distinct variation in how areas are positioned, with higher scoring typically reflecting greater pressure on services and/or a need to address the quality or capacity of the existing asset base. These areas represent the strongest case for intervention, where investment is likely to support service resilience, respond to demand, and address more immediate risks within the estate. By contrast, lower-scoring areas tend to demonstrate a more favourable starting position. In several cases, such as Clydesdale, this is underpinned by a relatively higher provision of assets per head of population alongside generally stronger asset quality. This suggests that these areas are currently better served by the estate, with less immediate requirement for large-scale capital investment, and instead greater scope to focus on maintaining performance and optimising existing provision. Taking together, the pattern across areas highlights an uneven distribution of both need and opportunity. Higher-scoring locations point to where gaps in provision or quality are most acute, reinforcing the importance of directing investment to address these imbalances. At the same time, areas with a stronger asset base offer flexibility to consider efficiency measures such as rationalisation or co-location, ensuring that the overall estate is used as effectively as possible. Proposed Priority Investment Projects List 26/27 27/28 28/29 Condition Improvement Works 10,084,600.00£ 4,223,300£ 5,861,300.00£ Boiler Upgrade Works 1,200,000.00£ 400,000£ 800,000.00£ New Build Community Sports Facilities 4,190,400.00£ 1,257,120£ 2,933,280.00£ Depot Rationalisation Design Development 250,000.00£ 250,000£ -£ Proposed Consolidations 1,225,000.00£ 413,437£ 811,563.00£ Office Accomodation Rationalisation (Desk Booking System) 550,000.00£ 250,000£ 300,000.00£ Demolition of Exited Assets - various 500,000.00£ 150,000£ 350,000.00£ Depot Rationalisation Development Allocation 5,000,000.00£ -£ 5,000,000.00£ Childrens Care Facility Improvement Works 500,000.00£ 150,000£ 350,000.00£ ASN Provision 500,000.00£ 200,000£ 300,000.00£ 24,000,000.00£ 7,293,857£ 11,706,143.00£ 5,000,000.00£ 125
Page 126
3 Table 2: Proposed Investment Per LDP AreLDP Area Total Blantyre £ 1,823,850 Bothwell/Uddingston £ 75,000 Cambuslang £ 532,249 Carluke £ 774,999 Clydesdale/East/North £ 60,000 Clydesdale/East/South £ 10,000 Clydesdale/East/Mid £ 30,000 East Kilbride £ 5,901,300 Hamilton £ 4,625,981 Lanark (includes £5 million for Depot Rationalisation) £ 6,674,000 Larkhall £ 425,000 Lesmahagow £ 771,200 Rutherglen £ 1,346,421 Stonehouse/Strathaven £ 450,000 Demolition £ 500,000 Grand Total £ 24,000,000 Lanark (Additional Depot Rationalisation funded by EPR (£10 million) and Capital Receipts (£3 million) - £18 million in total included allocation in Lanark above) £ 13,000,000 Revised Total £37,000,000 Note: The £24 million investment programme represents the Estate Strategy capital allocation. The additional £13 million associated with depot rationalisation reflects indicative funding from alternative sources, including EPR funding and capital receipts. The figures noted in table 2 above and all figures throughout the presentation are indicative and subject to further review, survey and design work RIBA Stage 0-1. Revenue Impact of Proposed Estate Changes The proposed changes to the estate result in an estimated £3.0m in revenue savings from property by 2039. The total savings are accumulated over the next 10 years, spanning from 2027 until 2032, as depicted in the table below. 2027/28 £m 2028/29 £m 2029/30 £m 2030/31 £m 2031/32+ £m Total £m Savings 0.1 0.2 0.1 0.4 2.2 3.0 Table 3: Estimated Revenue Savings Per Year Longer term savings are shown as 2031/32+ in the table, with the majority of the savings are gained from cessation of leases in the main corporate buildings. In 2039, the estimated revenue savings gained by exiting the lease of Brandongate is £1.1m and for Cambuslang Gate is £1m, on the basis that office-based staff for each location are consolidated into Council owned buildings. Additional savings will be gained from boiler replacements and photovoltaic (PV) panel installation: every boiler replacement will save on average £0.004m per annum and every PV panel installed will save on average £0.007m per annum. Benefits realised from the depot rationalisation project, and from the consolidation into the new East Kilbride Town Hall, will be in addition to the £3.0m worth of savings. The savings include an amount for the reinstatement of budget for the June 126
Page 127
4 Stewart Centre, totalling £0.030m. There has been no community capacity or interest for a CAT. Half of the savings listed under 2028/29 in the table are related to a saving on grounds expenditure for Biggar Golf Course, assuming a handover to a CAT applicant after 2 years. 127
Page 128
5 Blantyre Estate Profile The Estate profile highlights a clear imbalance across the estate. Educational assets are highly utilised and largely fit for purpose, indicating limited spare capacity and a strong reliance on the existing portfolio to support service delivery. In contrast, leisure, housing, and social work assets show significantly lower utilisation despite generally acceptable condition and suitability, pointing to inefficiencies in space provision. Community and enterprise depots perform well but with limited flexibility. Overall, the data reinforces the need to protect high‑demand assets while actively reviewing lower utilisation properties to improve efficiency to better align the estate with current service need. 128
Page 129
6 Demographics Most notable within local population change is the increase seen in the 60+ age range. This is common across all areas of South Lanarkshire and is expected to lead to an increase in service demand for health and social care services. This area has seen a decrease in all working age groups and a drop in the volume of secondary age children when compared to other areas. When taken alongside a drop in under 5’s, should the trend continue, it could reduce the requirements for the education estate. Proposed Changes In Blantyre, the proposed changes to the estate are limited and focused primarily on rationalising office provision while maintaining frontline services. The overall estate reduces slightly from 19 to 18 assets, with all education, leisure and social work facilities retained, ensuring no loss of core community infrastructure. The only planned exit is David Dale House, which will be vacated at lease expiry and its services relocated into retained accommodation as part of a wider shift to a hybrid office model. This results in the removal of the sole housing office in the area, while all other asset categories remain unchanged. Overall, the approach reflects a policy of retaining key service assets and minimising disruption, with only targeted consolidation where assets are no longer required. -1.6% 0.1% -1.0% -1.6% -0.8% -1.8% -0.9% 1.7% Blantyre Age 60+ Age 45 - 59 Age 31 - 44 Age 23 - 30 Age 17 - 22 Age 12 - 16 Age 5 - 11 Map References 3 Fleet Services Depot (Vista Point) 239 High Blantyre Hall 4 Waste and Grounds Depot, Blantyre 241 June Stewart Centre 29 Calderside Academy 256 TACT Community Hall 30 Auchinraith Primary School 264 Blantyre Leisure Centre 45 St Josephs Primary School 341 McAnulty Park Pavilion 46 David Livingstone Memorial PS 364 Jimmy Swinburne Centre 47 St Blane's Primary School 365 Auchentibbber 48 High Blantyre Primary School 370 Bardykes Children's Resid Care Home 49 Kear Campus 399 Universal Connections - Blantyre (Terminal One) 193 David Dale House - Housing & Tech 129
Page 130
7 Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 2 2 C&E TOTAL 2 2 Education Primary School 5 5 Education Secondary School 2 2 Education Youth Centre 1 1 Education TOTAL 8 8 Housing Offices 1 0 Housing TOTAL 1 0 Leisure Hall 2 2 Leisure Leisure Centre 1 1 Leisure Pavilion 1 1 Leisure TOTAL 4 4 Social Work Adult Training Centre 1 1 Social Work Care Home 1 1 Social Work Children’s Com House 1 1 Social Work Throughcare & Aftercare 1 1 Social Work TOTAL 4 4 GRAND TOTAL 19 18 Blantyre Retain • Blantyre Leisure Centre remains a key wet-side strategic facility which will receive significant investment through improvement works. • All education assets are proposed to be retained with backlog/decarbonisation works with a number receiving improvement works in the initial funding allocation. • Jimmy Swinburn centre and Auchentibber will both be retained and will receive investment in the initial funding allocation. Proposed Change • David Dale House forms part of the Council's lease expiry and office rationalisation programme. Services will relocate into retained Council accommodation, making better use of the Council's core office estate and supporting the long-term shift toward hybrid working. Property Change Category Proposed Strategy David Dale House Offices lease expiry Lease Expiry (August 2030) and Office Rationalisation – Service relocated into retained Council accommodation Table 1: Blantyre: proposed change 130
Page 131
8 Investments Property Property Type Investment Type Total Auchentibbber Adult Training Centre Operational Decarbonisation Works + Condition Improvement Works £554,917 Bardykes Children's Resid Child Care Home Childrens Com House Care Facility Improvement £83,333 Blantyre Leisure Centre Leisure Centre Operational Decarbonisation Works £1,000,000 High Blantyre Primary School Primary School Boiler Replacement Works £75,000 Jimmy Swinburne Centre Throughcare & Aftercare Condition Improvement Works £110,600 Grand Total £1,823,850 Table 2: Blantyre Proposed Properties for Investment 131
Page 132
9 Bothwell & Uddingston Estate Profile The Estate profile is heavily weighted toward education assets, which are operating at or beyond nominal capacity, particularly primary and secondary schools. High utilisation combined with good condition and suitability indicates strong reliance on these buildings and very limited flexibility to absorb future demand or change. Overall, the profile reinforces the need to protect highly constrained education assets while reviewing lower‑utilisation facilities to ensure space provision is aligned with demand and used efficiently. Demographics In addition to the universal increase in 60+ age bracket across South Lanarkshire, this area has seen one of the greatest increases within this cohort. Bothwell and Uddingston LDP are the only areas that have seen an increase in both the working population and the under 5’s, which, should the trend continue, potentially increase future requirements on the education and leisure estate. Map References 23 Wooddean ELC 27 St Bride's PS, Bothwell 24 St John the Baptist PS 28 Bothwell PS 25 Uddingston Grammar School 29 Uddingston Library 26 Muiredge PS 132
Page 133
10 Proposed Changes In Bothwell and Uddingston, the proposed changes indicate a fully retained estate with no rationalisation, reflecting the relatively limited provision of assets in the area. The total number of assets remains unchanged, with all education and leisure facilities maintained and no planned exits. This includes the full school estate and the continued provision of library services within existing multi-use facilities. Overall, the approach recognises that the area already has a comparatively low level of assets per capita and therefore focuses on maintaining the existing footprint rather than pursuing consolidation or disposal, ensuring stability of service provision across the locality. Resource Property Type Current Estate Proposed Estate Education Nursery School 1 1 Primary School 4 4 Secondary School 1 1 Education TOTAL 6 6 GRAND TOTAL 6 6 0.4% 0.5% -0.5% -0.8% 1.4% -1.3% 1.6% 2.6% Bothwell/Uddingston Age 60+ Age 45 - 59 Age 31 - 44 Age 23 - 30 Age 17 - 22 Age 12 - 16 Age 5 - 11 133
Page 134
11 Bothwell & Uddingston Retain • All Council Assets in Bothwell and Uddingston will be retained. • Bothwell Library service provided by SLLC within Bothwell Futures Building. Proposed Change There are no proposed changes in this area. Investments Property Property Type Investment Type Total Bothwell Primary School Primary School Boiler Replacement Works £75,000 Grand Total £75,000 Table 5: Bothwell and Uddingston Proposed Properties for Investment 134
Page 135
12 Cambuslang Estate Profile The Estate profile is dominated by education assets, which are generally in good condition and highly utilised, particularly primary and secondary schools, indicating limited spare capacity and continued pressure on these buildings to support service delivery. In contrast, housing and most leisure assets are operating well below capacity despite being largely fit for purpose, highlighting potential inefficiencies in space use. Social work assets sit mid‑range, with reasonable utilisation but some variation in suitability. Overall, the data points to a need to protect and manage high‑demand education assets, while reviewing lower‑utilisation properties to improve alignment between space provision and demand. 135
Page 136
13 Map References 31 Newton Farm Primary School 43 St Cadoc's Primary School 32 Universal Connections-Cambuslang 44 Cairns Primary School 33 James Aiton Primary School 56 Trinity High School 34 Westburn Nursery School-Caledonian Centre 194 Cambuslang Gate 35 Park View Primary School 224 Cambuslang Institute 36 Lightburn Early Learning Centre 276 Stonelaw Community Sports Centre 37 Millburn Early Learning & Childcare 297 South Lan Lifestyle-Eastfield 38 Hallside Primary School 348 Peter Brownlee Pavilion 39 St Charles' Primary School 349 Priory Park Pavilion 40 Cathkin High School 367 Langlea Avenue RCH 41 St Brides Primary School-Cambuslang 368 Cambuslang Family Centre 41 West Coats Primary School 372 Lifestyle Day Care Centre (Eastfield) Demographics In consideration of the universal increase in the 60+ age bracket across South Lanarkshire, it is noted that Cambuslang has the largest rise of all areas. In addition, the area has seen the largest rise in primary school age children which, as this cohort move through the age brackets, will increase the requirement on secondary education and potentially leisure services. Proposed Changes In Cambuslang, the proposed changes involve a modest rationalisation of the estate, reducing the total number of assets from 25 to 23, primarily through the removal of surplus or underutilised buildings while retaining core service provision. All education facilities are retained, along with key leisure and community anchors such as Eastfield Lifestyles and Stonelaw Sports Centre. The main changes focus on the exit of a leased office (Cambuslang Gate) at lease expiry and the disposal of an unused pavilion (Peter Brownlee Pavilion), alongside a small reduction in pavilion provision more generally. Despite these changes, the overall structure of the estate remains largely intact, with community, leisure and social work services broadly maintained. The approach reflects an intent to consolidate around strong, well-used assets while addressing duplication and removing low-value or vacant properties, resulting in a slightly smaller but more efficient estate footprint. 136
Page 137
14 Resource Property Type Current Estate Proposed Estate Education Nursery School 3 3 Education Primary School 9 9 Education Secondary School 2 2 Education Youth Centre 1 1 Education TOTAL 15 15 Housing Offices 1 0 Housing TOTAL 1 0 Leisure Hall 1 1 Leisure Leisure Centre 1 1 Leisure Neighbourhood Centre 1 1 Leisure Pavilion 2 1 Leisure TOTAL 5 4 Social Work Care Home 1 1 Social Work Children’s Com House 1 1 Social Work Day Care Centre 1 1 Social Work Family Centre 1 1 Social Work TOTAL 4 4 GRAND TOTAL 25 23 Cambuslang Retain • All education assets are retained with backlog/decarbonisation. • South Lanarkshire Lifestyles – Eastfield is proposed to be retained as the area’s wet-side anchor, with improvement works. • Lifestyle Day Care Centre (Eastfield) retained; Cambuslang Family Centre is proposed to be retained with options work on land/lease with NHS Lanarkshire. • The Cambuslang Institute is retained but reconfigured to make better use of space, reflecting the shortage of dedicated community assets in Cambuslang East. • Stonelaw Community Sports Centre retained with improvements to sustain the sport network across Cambuslang/Rutherglen. Proposed Change • Lease expiry - Cambuslang Gate forms part of the Council's longer-term office rationalisation programme and is proposed to be vacated at lease expiry, with services relocating into retained accommodation. • Surplus / Under-utilised Properties - Peter Brownlee Pavilion is currently unused and is identified as a surplus asset that no longer supports operational or community requirements. 137
Page 138
15 Property Change Category Proposed Strategy Cambuslang Gate Lease Expiry Lease Expiry (December 2039) and Office Rationalisation – Service relocated into retained Council accommodation. Peter Brownlee Pavilion Surplus / Under- utilised Property Strategic Disposal Table 6: Cambuslang Proposed Change Investments Property Property Type Investment Type Total Cambuslang Family Centre Family Centre Condition Improvement Works £143,716 Langlea Avenue RCH Children’s Com House Care Facility Improvement £ 83,333 Lifestyle Day Care Centre (Eastfield) Day Care Centre Condition Improvement Works £165,900 Universal Connections- Cambuslang Youth Centre Condition Improvement Works £139,300 Grand Total £532,249 Table 7: Cambuslang Proposed Properties for Investment 138
Page 139
16 Carluke Estate Profile The Estate profile shows a generally well‑performing education estate with high utilisation, particularly within primary and secondary schools, indicating sustained pressure and limited spare capacity. Community and enterprise assets present a contrasting picture, with the depot operating significantly above capacity highlighting uneven demand within a small operational portfolio. Leisure assets show low to moderate utilisation overall, despite being largely suitable for purpose, suggesting misalignment between space provision and usage, particularly across pavilions and community facilities. Overall, the profile reinforces the need to protect and manage high‑pressure education and operational assets, while actively reviewing lower‑utilisation leisure space to improve efficiency and alignment with demand. 139
Page 140
17 Demographics Most notable in local population data is the increase seen in the 60+ age range. However, this is common in all areas of South Lanarkshire and is expected to lead to an increase in service demand for health and social care services. It is noted that this area has seen one of the largest increases in this cohort. A significant decline in the 17-44 age brackets may impact on demand for leisure facilities. Proposed Changes In Carluke, the proposed changes involve a more significant rationalisation of the estate, with the total number of assets reducing from 19 to 15. This is driven primarily by the removal of operational and low‑use assets, including the closure of the waste depot and cemetery stores as services are consolidated into the new Caldwellside depot, alongside a substantial reduction in pavilion provision, with several identified for disposal. Despite this, all education assets and key leisure facilities are retained, ensuring continuity of services. The overall approach focuses on eliminating underused or high‑cost assets, particularly across the pavilion and operational estate, while maintaining the main service anchors, resulting in a smaller, more efficient and consolidated estate footprint. Map References 20 Wilton Cemetery Stores 175 Braidwood Primary School 21 Waste Depot, Carluke 265 Carluke Leisure Centre 166 High Mill Primary School 298 South Lan Lifestyles-Carluke 167 Carluke Primary School 318 Burn Road Pavilion 168 St Athanasius Primary School 322 Castlehill Bowling Pavilion 169 Carluke High School 324 Crawforddyke Park Pavilion 170 Kirkstyle Early Learning & Childcare 340 Law Football Pavilion 171 Crawforddyke Primary School 346 Moorpark Pavilion Carluke 172 Kirkton Primary School 359 John Cumming Stadium 173 Universal Connections-Carluke 391 Station Road RCH 174 Law Primary School 140
Page 141
18 Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 1 0 Community & Enterprise Store 1 0 C&E TOTAL 2 0 Education Nursery School 1 1 Education Primary School 7 7 Education Secondary School 1 1 Education Youth Centre 1 1 Education TOTAL 10 10 Leisure Leisure Centre 1 1 Leisure Neighbourhood Centre 1 1 Leisure Outdoor Sports Facility 1 1 Leisure Pavilion 3 1 Leisure TOTAL 6 4 Social Work Children’s Residential Care 1 1 Social Work TOTAL 1 1 GRAND TOTAL 19 15 Carluke Retain • All Education Assets and Key Leisure assets are retained with targeted investment. • Library Service provided within Lifestyles Building. Proposed Change • Service Consolidation - Waste Depot services (Carluke) will transfer into the new consolidated Caldwellside Depot. • Surplus / Under-utilised Property – listed in table below. Property Change Category Proposed Strategy Crawforddyke Park Pavilion Surplus/Under-utilised Property Strategic Disposal, not used in 10 years plus no pitch in use. Waste Depot, Carluke Service Consolidation Move service to New Caldwellside Depot Wilton Cemetery Stores Service Consolidation Strategic Disposal Moorpark Pavilion Carluke Surplus/Under-utilised Property Strategic Disposal, vacant building not used for 10 years no pitch use. Table 8: Carluke: Proposed Changes 141
Page 142
19 Investments Property Property Type Investment Type Total Law Primary School Primary School Boiler Replacement Works £75,000 South Lan Lifestyles- Carluke Neighbourhood Centre Condition Improvement Works £450,000 Station Road RCH Childrens Com House Care Facility Improvement £83,333 Highmill/Victoria Park PS Primary School ASN condition Improvements £166,666 Grand Total £774,999 Table 9: Carluke Proposed Properties for Investment 142
Page 143
20 Clydesdale East – North Estate Profile The Estate profile shows a strong and well‑performing education estate. Utilisation is mixed with the ASN school oversubscribed and other schools showing more moderate use. In contrast, the leisure estate is characterised by lower utilisation and more variable performance, suggesting some misalignment between provision and need. Overall, while the estate is broadly of good quality, the profile highlights a clear opportunity to better balance provision by protecting capacity in education and improving the efficiency and use of leisure assets. Map References 14 Carnwath Roads Depot 226 Carnwath Town Hall 116 Forth Primary School 279 Willie Waddell Sports and Community Centre 117 Braehead Primary School 320 Carnwath Bowling Pavilion - King George's Park 118 Carnwath Primary School 329 Forth Bowling Pavilion 119 Auchengray Primary School 345 Monteith Football Facility 120 Carstairs Primary School 121 Carstairs Junction PS 143
Page 144
21 Demographics In addition to the universal increase in 60+ age bracket across South Lanarkshire, this area sees one of the largest decreases in the under 5’s age bracket and the 31-44 bracket, which is similar to Clydesdale East – Mid and South and suggests a reduction in family groups in the wider Clydesdale area, potentially reducing the future use of the education and leisure services. Proposed Changes In Clydesdale East – North, the proposed changes involve a significant rationalisation of the estate, with the total number of assets reducing from 13 to 9. This is primarily driven by the consolidation of operational facilities and a substantial reduction in pavilion provision, with several low‑use or ground‑lease pavilions identified for disposal. The local roads depot is also proposed for closure, with services transferring to the new consolidated Caldwellside facility. Despite these reductions, all education assets are retained, ensuring continued access to essential services across rural communities, alongside a small number of key leisure and community facilities. Overall, the approach focuses on maintaining critical service access in a rural context while removing underutilised and unsustainable assets, resulting in a leaner and more efficient estate. Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 1 0 C&E TOTAL 1 0 Education Primary School 6 6 Education TOTAL 6 6 Leisure Hall 1 1 Leisure Leisure Centre 1 1 Leisure Pavilion 4 1 Leisure TOTAL 7 3 GRAND TOTAL 13 9 144
Page 145
22 Clydesdale East North Retain • All education assets, including Auchengray, Carnwath, Carstairs, Carstairs Junction, Braehead and Forth primaries, are proposed to be retained with targeted improvement works to support rural access. • Well-used pavilions such as Carnwath Football Pavilion and the listed Monteith Bowling Pavilion are proposed to be retained due to their continued value to local communities. • Library Service provided within Willie Waddell Sports Community & Library Centre. Proposed Change • Surplus / Under-utilised Property - Forth Bowling Pavilion and Monteith Football Facility are identified as surplus assets where current levels of use do not justify ongoing retention within the operational estate. Property Change Category Proposed Strategy Forth Bowling Pavilion Surplus / Under- utilised property Strategic Disposal, 1 building on site to be demolished. Monteith Football Facility Surplus / Under- utilised property Strategic Disposal, building to be demolished. Table 10: Clydesdale East North Proposed Change Investments Property Property Type Investment Type Total Carnwath Town Hall Hall Condition Improvement Works £20,000 Willie Waddell Sports Community Facility & Library Leisure Condition Improvement Works £40,000 Grand Total £60,000 Table 11: Clydesdale East North Investment 145
Page 146
23 Clydesdale East – Mid Estate Profile The Estate profile shows a generally well‑performing education estate, with all assets in good condition and suitable for purpose, but with uneven utilisation. The ASN primary school is operating significantly above capacity, indicating acute pressure, while other primary and secondary schools retain some flexibility. In contrast, the leisure estate is characterised by low utilisation despite mostly acceptable condition and suitability, particularly across halls, libraries and leisure centres. Overall, the profile highlights opportunities to review and better optimise leisure assets to improve alignment between space provision and demand. Map References 130 Biggar High School 218 Biggar Municipal Hall 131 Wiston Primary School 225 Carmichael Hall 133 Tinto Primary School 252 Roberton Hall 134 Libberton Primary School 255 Symington Hall 135 Carmichael Primary School 263 Biggar Sports Centre 136 Coulter Primary School 280 Biggar Library 137 Black Mount Primary School 141 Biggar Primary School 146
Page 147
24 Demographics In addition to the universal increase in 60+ age bracket across South Lanarkshire, this area sees one of the largest decreases in the under 5’s age bracket and the 31-44 bracket, which is similar to Clydesdale East – North and South and suggests a reduction in family groups in the wider Clydesdale area, potentially reducing the future use of the education and leisure services. Proposed Changes In Clydesdale East – Mid, the proposed changes involve a clear rationalisation of leisure and community assets, reducing the overall estate from 17 to 15 properties. This is primarily driven by the disposal of several underperforming or low‑use facilities, including golf-related assets at Biggar and a number of small community halls. In contrast, all education assets are retained, maintaining a stable core service network across the rural area. Key community and leisure anchors in Biggar are also retained, ensuring continued access to essential services for the wider catchment. Overall, the approach focuses on removing weaker, underutilised properties while retaining core provision, resulting in a more concentrated and sustainable estate that reflects actual usage patterns. Resource Property Type Current Estate Proposed Estate Education ASN Primary School 1 1 Education Primary School 6 6 Education Secondary School 1 1 Education TOTAL 8 8 Leisure Hall 4 2 Leisure Leisure Centre 1 1 Leisure Library 1 1 Leisure Outdoor Sports Facility 3 3 Leisure TOTAL 9 7 GRAND TOTAL 17 15 -2.1% -0.4% -0.1% -1.1% -1.6% -2.6% 0.8% 2.1% Clydesdale/East/Mid Age 60+ Age 45 - 59 Age 31 - 44 Age 23 - 30 Age 17 - 22 Age 12 - 16 Age 5 - 11 147
Page 148
25 Clydesdale East Mid Retain • All education assets in this area are proposed to be retained with targeted works to maintain quality. • Key community assets such Biggar Municipal Hall are proposed to be retained due to their strong use and strategic importance. Proposed Change • Service Consolidation - Community activity currently delivered from Carmichael Hall and, in the longer term, Roberton Hall, will be reviewed alongside opportunities for delivery through alternative community facilities and education assets within the locality. Property Change Category Proposed Strategy Carmichael Hall Service Consolidation Strategic Disposal, last used 10 plus years ago. Roberton Hall Service Consolidation Exit - move service prior to 2032. Table 12: Clydesdale East Mid Proposed Change Investments Property Property Type Investment Type Total Biggar Municipal Hall Hall Condition Improvement Works £25,000 Symington Hall Hall Condition Improvement Works £ 5,000 Grand Total £30,000 Table 13: Clydesdale East Mid Proposed Investment 148
Page 149
26 Clydesdale East – South Estate Profile The Estate profile shows a relatively low‑utilisation estate overall, with moderate use across all asset types. Education assets are generally fit for purpose and operating at manageable utilisation levels, suggesting some flexibility within the primary school estate. In contrast, leisure and community facilities show consistently low utilisation alongside gaps in condition and suitability data, indicating under‑use and potential inefficiencies. Overall, the profile points to opportunities to review and rationalise lower‑utilisation leisure and community assets, while monitoring education provision to ensure space remains aligned with future demand. Map References 132 Lamington Primary School 246 Leadhills Hall 138 Abington Primary School 395 Elvanfoot Salt Store 139 Crawford Primary School 395 Abington Hall 140 Leadhills Primary School 149
Page 150
27 Demographics In addition to the universal increase in 60+ age bracket across South Lanarkshire, this area sees one of the largest decreases in the under 5’s age bracket and the 31-44 bracket, which is similar to Clydesdale East – Mid and North and suggests a reduction in family groups in the wider Clydesdale area, potentially reducing the future use of the education and leisure services. Proposed Changes In Clydesdale East – South, the proposed changes involve a notable rationalisation of a small and dispersed estate, reducing the total number of assets from 7 to 5. This is driven by the removal of underused community and operational assets, including the closure of a depot through consolidation into the new Caldwellside facility, and the disposal of low‑use halls and a pavilion. Despite these reductions, all education assets are retained, ensuring continued access to essential local services across rural settlements. Overall, the approach reflects a move to reduce overprovision in community facilities and eliminate low‑value assets, while maintaining a core network of essential services in a challenging rural context. Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 1 0 C&E TOTAL 1 0 Education Primary School 4 4 Education TOTAL 4 4 Leisure Hall 2 1 Leisure TOTAL 3 1 GRAND TOTAL 7 5 150
Page 151
28 Clydesdale East South Retain • All education properties are proposed to be retained. Proposed Change • Service Consolidation - Elvanfoot Salt Store operational activities will be transferred into the consolidated Caldwellside Depot. • Surplus / Under-utilised Property - Abington Hall is identified as a surplus property where continued retention cannot be justified based on operational and community demand. Property Change Category Proposed Strategy Elvanfoot Salt Store Service Consolidation Move service to New Caldwellside Depot Abington Hall Surplus/under- utilised property. Strategic Disposal, last used 2022. Table 14: Clydesdale East South Proposed Change Investments Property Property Type Investment Type Total Crawford Primary School Primary School Condition Improvement Works £10,000 Grand Total £10,000 Table 15: Clydesdale East South Proposed Investment 151
Page 152
29 East Kilbride Estate Profile The Estate profile shows a large and predominantly education-led estate, with schools operating at consistently high utilisation. Despite generally good condition and suitability, this indicates sustained pressure and limited flexibility within the education portfolio. In contrast, community and enterprise, leisure and housing assets operate at much lower utilisation levels, with mixed condition and suitability, suggesting under-use and inefficiencies across a portion of the estate. Overall, the profile reinforces the need to protect and manage high-pressure education assets, while actively reviewing a broad range of lower-utilisation community and leisure facilities to better align space provision with demand and improve overall estate efficiency. 152
Page 153
30 Map References 2 Langlands Depot 92 Auldhouse Primary School 6 Hawbank Roads Depot 93 Kilbryde Early Learning & Childcare 7 Parkhead Farm 94 South Park Primary School 8 Murray Parks Store 95 Greenhills Primary School 9 Phillipshill Cemetery Works Base 195 Civic Centre 65 Universal Connections - East Kilbride 196 East Kilbride Business Unit 66 Kirktonholme Primary School 209 Calderglen Country Park Visitor Centre 67 St Andrew's and St Bride's High 211 East Kilbride Arts Centre 68 Rooftop Early Learning & Childcare 212 East Kilbride Village Theatre 69 St Kenneth's Primary School 253 South Lanarkshire Lifestyles EK - Murray Owen Centre 70 St Hilary's Primary School 262 Alistair McCoist Complex 71 Blacklaw Primary School 267 Dollan Aqua Centre 72 Mount Cameron Primary School 268 East Kilbride Ice Rink 73 Calderglen High School 272 John Wright Sports Centre 74 Greenburn School 286 East Kilbride Central Library 75 Maxwellton Primary School 288 Halfmerke Primary School 76 Long Calderwood Primary School 295 St Leonards Library 77 St Leonard's Primary School 305 James Hamilton Heritage Centre 78 Hunter Primary School 313 Ballerup Pavilion 80 Our Lady Of Lourdes PS 317 Brancumhall Pavilion 81 Murray Primary School 319 Calderglen Conservatory / Zoo Base 82 St Louise's Primary School 338 Langlands Starters Office 83 Heathery Knowe Primary School 354 The Murray Bowls Pavilion 84 Canberra Primary School 355 The Murray Football Pavilions 85 East Milton Primary School 358 Whitemoss Pavilion 86 Jackton Primary School 361 Calderglen Country Park, AAOR Building 87 Mossneuk Primary School 374 Hunters Crescent Children's Home 88 Duncanrig High School 375 Rosslyn Avenue RCH 89 Crosshouse Primary School 376 Parkhall House 90 St Vincent's Primary School 378 Meldrum House 91 Castlefield Primary School 406 Ballerup Hall Demographics In addition to the universal increase in 60+ age bracket across South Lanarkshire, it is noted that this area has seen one a reduction in secondary age children, which, as the cohort works its way through the age bands, may result in a reduction in requirements from the leisure estate. 153
Page 154
31 Proposed Changes - In East Kilbride, the proposed changes focus on targeted rationalisation of offices and some community assets, while maintaining the broader service estate. The key changes are the planned exit of the Civic Centre and Ballerup Hall, with services to be relocated into new accommodation as part of the wider East Kilbride masterplan. These exits from 68 to 66 reflects a shift away from older, less efficient buildings towards a reconfigured estate aligned to long-term regeneration plans. While specific asset totals are not set out in the same way as other areas, the overall approach indicates selective consolidation rather than wholesale reduction, with the core education, leisure and community infrastructure largely maintained. This results in a more modernised and strategically aligned estate, supporting future town centre transformation while reducing reliance on outdated assets. Resource Property Type Current Estate Proposed Estate Community & Enterprise Bothy 1 1 Community & Enterprise Depot 2 2 Community & Enterprise Store 2 2 Community & Enterprise Total 5 5 Education ASN Primary School 1 1 Education Nursery School 2 2 Education Primary School 24 24 Education Secondary School 3 3 Education Youth Centre 1 1 Education TOTAL 31 31 Housing Business Unit 1 1 Housing Offices 1 0 Housing TOTAL 2 1 Leisure Cultural Venue 3 3 Leisure Hall 1 0 Leisure Leisure Centre 5 5 Leisure Library 2 2 Leisure Neighbourhood Centre 1 1 Leisure Outdoor Sports Facility 5 5 Leisure Pavilion 6 6 Leisure Store 1 1 Leisure TOTAL 24 23 Social Work Care Home 2 2 Social Work Children’s Com House 2 2 Social Work Day Care Centre 1 1 Social Work Family Centre 1 1 Social Work TOTAL 6 6 GRAND TOTAL 68 66 154
Page 155
32 East Kilbride Retain • All Schools, and major leisure facilities are planned to be retained with planned investment where required. Proposed Change • Brancumhall pavilion is proposed to be replaced through new modular provision to sustain participation and reduce lifecycle costs. Property Change Category Proposed Strategy Ballerup Hall Replacement and Re-provision The current Civic Centre and Ballerup Hall form part of a wider programme of replacement and reprovision associated with the East Kilbride Masterplan. Services will continue to be delivered from modern accommodation. Civic Centre Replacement and Re-provision The current Civic Centre and Ballerup Hall form part of a wider programme of replacement and reprovision associated with the East Kilbride Masterplan. Services will continue to be delivered from modern accommodation. Table 16: East Kilbride Proposed Change Investments Property Property Type Investment Type Total Blacklaw Primary School Primary School Boiler Replacement Works £75,000 Brancumhall Pavilion Pavilion Modular Pavillion Replacement £3,866,400 Calderglen Country Park Visitor Centre Cultural Venue Condition Improvement Works £68,950 Castlefield Primary School Primary School Boiler Replacement Works £75,000 Crosshouse Primary School Primary School Boiler Replacement Works £75,000 East Kilbride Arts Centre Cultural Venue Condition Improvement Works £300,000 Greenhills Primary School Primary School Boiler Replacement Works £75,000 Hunters Crescent Children's Home Childrens Com House Care Facility Improvement £83,333 Mount Cameron Primary School Primary School Boiler Replacement Works £75,000 Parkhall House Family Centre Operational Decarbonisation Works + Condition Improvement Works £190,950 Rosslyn Avenue RCH Childrens Com House Care Facility Improvement £83,333 155
Page 156
33 South Lan Lifestyles EK- Murray Owen Centre Neighbourhood Centre Operational Decarbonisation Works £450,000 St Hilary's Primary School Primary School Boiler Replacement Works £75,000 St Vincent's Primary School Primary School Boiler Replacement Works £75,000 Greenburn ASN & West Mains ASN Primary School Education ASN Provision £333,333 Grand Total £5,901,300 Table 17: East Kilbride Proposed Properties for Investment 156
Page 157
34 Hamilton Estate Profile The estate profile shows primary and secondary schools operating at very high utilisation, including several assets beyond nominal capacity. In contrast, leisure, social work, housing and community assets are typically operating at much lower utilisation, with mixed performance in condition and suitability, pointing to inefficiencies and under‑use across a large part of the portfolio. Overall, the profile reinforces the need to prioritise capacity and resilience within education assets, while actively reviewing lower‑utilisation space elsewhere to better align provision with demand and improve estate efficiency. 157
Page 158
35 Map References 1 Mausoleum 213 Hamilton Town House 17 Industrial Park - Museums Store (Whistleberry) 214 Low Parks Museum 19 Eddlewood Training Academy 222 Burnbank Hall 142 Holy Cross High School 234 Eddlewood Public Hall 143 Beckford Primary School 240 Hillhouse & Earnock Community Centre 144 St Cuthbert's Primary School 270 Hamilton Palace Indoor Training Facility 145 St Paul's Primary School 271 Hamilton Water Palace 146 Glenlee Primary School 278 The Jock Stein Centre 147 St Mary's Primary School - Hamilton 284 Burnbank Library 148 Hamilton Grammar School 289 Hamilton Central Library 149 St John's Primary School - Hamilton 299 South Lanarkshire Lifestyles - Fairhill 150 Our Lady and St Annes Primary School 301 Whitehill Neighbourhood Centre 151 Universal Connections - Hamilton 304 Hamilton Palace Sports Grounds 152 Woodside Primary School 314 Bent Road Pavilion 153 Chatelherault Primary School 327 Fairhill Pavilion 154 St Elizabeth's Primary School 328 Ferniegair Football Pavilion 156 Hollandbush Nursery School 331 Hamilton Palace Bowling Pavilion 157 St Peters Primary School 332 Hamilton Palace Football Pavilion 158 Neilsland Primary School 334 Hunthill Football Pavilion 159 Woodhead Primary School 343 Meikle Earnock Football Pavilion 160 St Mark's Primary School - Hamilton 353 Strathclyde Park Golf Pavilion 161 St John Ogilvie High School 362 Operational Archive Store - 8/7 Whistleberry I.E. 162 First Step Community Nursery 383 Newberry Rooney Centre 163 Udston Primary School 384 Burnbank Family Centre 164 St Ninian's Primary School 385 Autism Resources Coordination Hub (ARCH) 165 Townhill Primary School 386 Regent House 200 South Lanarkshire Council Headquarters 387 South Lanarkshire Lifestyles - Fairhill Daycare Centre 201 Brandon Gate Offices Block A 388 Number 30 Highstonehall Rd 202 Brandon Gate Offices Block B 389 Hillhouse Road RCH 203 Hamilton Business Unit 403 Jock Stein Football Pavilions 206 Outdoor Resource Base 404 Jock Stein Sports Barn 210 Chatelherault Hunting Lodge and Visitor Centre 407 Beckford Streets Centre 158
Page 159
36 Demographics In addition to the universal increase in 60+ age bracket across South Lanarkshire, School age population has remained relatively stable with a minor decrease in births and a minor increase in school leavers (17-22), this is expected to impact education and potentially social care demand. Proposed Changes In Hamilton, the proposed changes involve a moderate rationalisation of a large and diverse estate, reducing the total number of assets from 63 to 57. The approach focuses on removing underutilised pavilions and consolidating office accommodation, with several pavilion assets identified for disposal due to lack of use, alongside the planned exit of a number of leased office buildings as part of the wider office rationalisation programme. At the same time, the core estate is retained, including the full education network and key leisure, cultural and community facilities, ensuring continued service provision. Overall, the strategy seeks to reduce duplication and reliance on inefficient buildings while maintaining the main service anchors, resulting in a more streamlined and efficient estate aligned to operational needs. 159
Page 160
37 Resource Property Type Current Estate Proposed Estate Community & Enterprise Store 1 1 Community & Enterprise Training Centre 1 1 C&E TOTAL 2 2 Education Nursery School 2 2 Education Primary School 17 17 Education Secondary School 3 3 Education Youth Centre 1 1 Education TOTAL 23 23 Housing Business Unit 2 1 Housing Offices 3 1 Housing TOTAL 5 2 Leisure Business Unit 1 1 Leisure Cultural Venue 4 4 Leisure Hall 3 3 Leisure Leisure Centre 4 4 Leisure Library 2 2 Leisure Neighbourhood Centre 2 2 Leisure Outdoor Sports Facility 2 2 Leisure Pavilion 7 5 Leisure Store 1 1 Leisure TOTAL 26 24 Social Work Children’s Residential Care 1 1 Social Work Day Care Centre 3 3 Social Work Family Centre 1 1 Social Work Offices 2 1 Social Work TOTAL 7 6 GRAND TOTAL 63 57 Hamilton Retain • Leisure sites, cultural hubs, and schools are proposed to be retained, with targeted investment to maintain them. • A number of Social Work, Community and Education assets will receive improvement works to improve service provision and carbon performance. • Library Service is provided within Fairhills Lifestyles. Proposed Change • 2 pavilions will be exited due to underutilisation, and poor quality. These are not currently used by teams or community groups. Similarly, the former Beckford Street Centre is proposed for disposal/demolition. • A number of expensive, let offices will be exited as part of long-term office rationalisation plans. However, Brandon Gate will continue to support operational requirements in the short to medium term ahead of future lease expiry and rationalisation decisions ahead of its lease expiry in 2039. 160
Page 161
38 Property Change Category Proposed Strategy Brandon Gate Offices Block A Lease Expiry and Office Rationalisation Lease Expiry (2039) and Office Rationalisation – services relocated into retained Council accommodation. Brandon Gate Offices Block B Lease Expiry and Office Rationalisation Lease Expiry (2039) and Office Rationalisation – services relocated into retained Council accommodation. Ferniegair Football Pavilion Surplus / Under- utilised Property Strategic Disposal, no pitch used building last used 2021. Hunthill Football Pavilion Surplus / Under- utilised Property Strategic Disposal Regent House Lease Expiry and Office Rationalisation Lease Expiry (September 2028) and Office Rationalisation – services relocated into retained Council accommodation. Beckford Street Business Centre Surplus / Under- utilised Property Strategic Disposal Table 18: Hamilton Proposed Change Investments Property Property Type Investment Type Total Burnbank Family Centre Family Centre Condition Improvement Works £378,459 Chatelherault Hunting Lodge and Visitor Centre Cultural Venue Condition Improvement Works £150,000 Glenlee Primary School Primary School Boiler Replacement Works £75,000 Hillhouse & Earnock Community Centre Hall Condition Improvement Works £465,000 Hillhouse Road RCH Childrens Com House Care Facility Improvement £83,333 Jock Stein Sports Barn Leisure Centre Condition Improvement Works £471,029 Low Parks Museum Cultural Venue Condition Improvement Works £350,000 Newberry Rooney Centre Day Care Centre Condition Improvement Works £350,000 South Lan Lifestyles- Fairhill - Daycare Centre Day Care Centre Condition Improvement Works £400,600 South Lanarkshire Council Headquarters Offices Office Accommodation Rationalisation £275,000 St Elizabeth's Primary School Primary School Boiler Replacement Works £75,000 Hamilton Water Palace Leisure Centre Condition Improvement Works £1,000,000 Whitehill Neighbourhood Centre Neighbourhood Centre Condition Improvement Works £552,560 Grand Total £4,625,981 Table 19: Hamilton Proposed Properties for Investment 161
Page 162
39 Lanark Estate Profile The Estate profile shows a moderately utilised estate with clear variation across asset types. Education facilities are generally well used and in good condition and suitable for purpose, indicating steady demand with some flexibility remaining. In contrast, leisure and community assets operate at consistently lower utilisation and show greater gaps in condition and suitability, suggesting under‑use and potential inefficiencies. Housing assets sit mid‑range, with mixed performance across a small portfolio. Overall, the profile points to the need to monitor education capacity while reviewing underutilised leisure and community facilities to improve alignment between space provision and demand. 162
Page 163
40 Demographics In addition to the universal increase in the 60+ age demographic across South Lanarkshire, this area also sees a more moderate increase in the 45-59 age demographic. In addition, the area shows one of the largest decreases in the under 5’s age bracket, which as the cohort moves its way through the age brackets and should it be sustained, may reduce the requirement on the education estate. Proposed Changes In Lanark, the proposed changes represent a significant rationalisation of the estate, reducing the total number of assets from 22 to 15. This is primarily driven by the consolidation of depot operations into the new Caldwellside facility, resulting in the closure of multiple depot sites, alongside the disposal of underused halls, pavilions and a small park building. In parallel, some services are proposed to be relocated into existing assets, such as moving provision from Nemphlar Hall into Kirkfieldbank Primary School, reflecting a broader push toward co‑location. Despite these reductions, all education assets and key town‑centre and community anchors are retained, ensuring continuity of services. Overall, the approach focuses on removing inefficient and underutilised assets while consolidating services into stronger, better-used facilities, creating a more streamlined and operationally efficient estate. -1.9% 0.3% -0.5% -0.9% -1.1% -1.9% 0.6% 1.6% Lanark Age 60+ Age 45 - 59 Age 31 - 44 Age 23 - 30 Age 17 - 22 Age 12 - 16 Map References 13 Caldwellside Depot 247 Nemphlar Hall 112 Robert Owen Memorial Primary School 274 South Lanarkshire Lifestyles - Lanark 113 Lanark Primary School 291 Lanark Library 114 Universal Connections - Lanark 307 Lanark Loch Park 115 St Mary's Primary School - Lanark 308 Lanark Racecourse Pavilion 122 Lanark Grammar School 335 Kildare Football Pavilion 124 New Lanark Primary School 336 Kirkfieldbank (Kilbank) Football Pavilion 125 Kirkfieldbank Primary School 381 Harry Smith Complex 197 South Vennel Council Offices 382 Lanark Family Support Hub 198 New Clydesdale Business Unit 396 Caldwellside Depot (Fleet) 243 Lanark Memorial Hall 397 Lanark Depot (HTR) 163
Page 164
41 Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 2 0 C&E TOTAL 2 0 Education Primary School 5 5 Education Secondary School 1 1 Education Youth Centre 1 1 Education TOTAL 7 7 Housing Business Unit 1 1 Housing Depot 1 0 Housing Offices 1 1 Housing TOTAL 3 2 Leisure Cultural Venue 1 1 Leisure Hall 1 0 Leisure Library 1 1 Leisure Neighbourhood Centre 1 1 Leisure Outdoor Sports Facility 1 0 Leisure Pavilion 3 1 Leisure TOTAL 8 4 Social Work Day Care Centre 1 1 Social Work Family Centre 1 1 Social Work TOTAL 2 2 GRAND TOTAL 22 15 Lanark Retain • All Education assets are planned to be retained with targeted investment. • Lanark Memorial Hall retained. • Lanark Library is retained. • Lanark Racecourse Pavilion retained with improvement works. • South Lanarkshire Lifestyles – Lanark retained. • Harry Smith Complex retained with upgrades. • Lanark Family Support Hub retained although some reconfiguration works are expected. Proposed Change • Service Consolidations - The currently occupied Caldwellside Depots and Nemphlar Hall support consolidation of operational and community services into modern facilities and better utilised assets. • Surplus/Under- utilised property - Kildare Football Pavilion and Kirkfieldbank (Kilbank) Football Pavilion. 164
Page 165
42 Property Change Category Proposed Strategy Caldwellside Depot Service Consolidation Move service to New Caldwellside Depot Caldwellside Depot (Fleet) Service Consolidations Move service to New Caldwellside Depot Kildare Football Pavilion Surplus/Under- utilised property Strategic Disposal Kirkfieldbank (Kilbank) Football Pavilion Surplus/Under- utilised property Strategic Disposal Lanark Depot (HTR) Service Consolidations Move service to New Caldwellside Depot Nemphlar Hall Service Consolidations Service Consolidation – Community activity relocated into Kirkfieldbank Primary School, improving utilisation and long-term sustainability. Lanark Loch Park Outdoor Sports Facility Small SLC owned building, building last used 3 years ago. Table 20: Lanark Proposed Change Investments Property Property Type Investment Type Total Harry Smith Complex Day Care Centre Condition Improvement Works £150,000 Lanark Memorial Hall Cultural Venue Condition Improvement Works £150,000 Lanark Racecourse Pavilion Pavilion Modular Pavillion Replacement £324,000 Nemphlar Hall Hall Consolidation of Service into Destination Property £250,000 Robert Owen Memorial Primary School Primary School Boiler Replacement Works £75,000 South Lan Lifestyles-Lanark Neighbourhood Centre Condition Improvement Works £450,000 South Vennel Council Offices Offices Office Rationalisation & Desk Booking System £275,000 Depot Rationalisaton Estate Strategy capital allocation £5,000,000 Grand Total £ 6,674,000 Table 21: Lanark Proposed Properties for Investment 165
Page 166
43 Larkhall Estate Profile The Estate profile shows high quality primary and secondary schools operating at high utilisation. In contrast, leisure and community assets operate at much lower utilisation, with notable gaps in condition and suitability, suggesting under-use and inefficiencies across these parts of the portfolio. Housing assets are limited in number and also show low utilisation. Overall, the profile reinforces the need to protect and manage capacity within education assets, while actively reviewing under-utilised leisure, community and housing properties to improve alignment between space provision and service demand. 166
Page 167
44 Map References 22 Canderside Roads Depot 188 Netherburn Primary School 177 St Mary's Primary School - Larkhall 190 Dalserf Primary School 178 Universal Connections - Larkhall 204 Larkhall Area Office 179 Craigbank Primary School 245 Larkhall Community Centre 180 Skylark ELC 273 Larkhall Leisure Centre 181 Robert Smillie Memorial Primary School 292 Larkhall Library 182 Larkhall Academy 309 Larkhall Golf Course 183 Larkhall Children's Centre 311 Ashgill Pavilion 184 Machanhill Primary School 316 Birkenshaw Pavilion 185 Hareleeshill Primary School 339 Larkhall Starters Office 186 Youth Trust / Learning Offices (Summerlee) 394 Merryton Salt and Storage Facility 187 Glengowan Primary School Demographics It is noted that over 60’s and the primary school age brackets are the only groups that have seen a growth in the Larkhall area. As the primary school cohort moves into secondary education it may place a slight increase in requirement on the education and leisure estates, however, should the under 5 trends continue this will be temporary. Proposed Changes In Larkhall, the proposed changes involve a moderate rationalisation of the estate, reducing the total number of assets from 24 to 20. This is driven primarily by the exit of underutilised community buildings and operational assets, including the disposal of Larkhall Community Centre and a number of low‑use pavilions, alongside the consolidation of storage facilities into the wider depot network. In addition, there is service consolidation, with the Universal Connections youth service proposed to relocate into Larkhall Library, reducing the need for a standalone facility. Despite these changes, the core estate is maintained, with all schools, the library and key leisure facilities retained. Overall, the approach focuses on removing surplus or low‑demand assets while consolidating services into better-used buildings, resulting in a more efficient and streamlined estate. -0.6% 0.4% -0.4% -0.6% -0.8% -1.3% -0.2% 1.2% Larkhall Age 60+ Age 45 - 59 Age 31 - 44 Age 23 - 30 Age 17 - 22 Age 12 - 16 167
Page 168
45 Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 1 1 Community & Enterprise Store 1 0 C&E TOTAL 2 1 Education Nursery School 2 2 Education Offices 1 1 Education Primary School 8 8 Education Secondary School 1 1 Education Youth Centre 1 0 Education TOTAL 13 12 Housing Offices 1 1 Housing TOTAL 1 1 Leisure Hall 1 0 Leisure Leisure Centre 1 1 Leisure Library 1 1 Leisure Outdoor Sports Facility 2 2 Leisure Pavilion 3 2 Leisure TOTAL 8 6 GRAND TOTAL 24 20 Larkhall Retain • The full education estate in Larkhall is proposed to be retained with targeted improvement works. • Larkhall Library is proposed to be retained, with its upper floor identified for potential consolidation of other services, including Universal Connections. Proposed Change • Service Consolidation - Universal Connections relocating to Larkhall Library. • Surplus / Under-utilised Property - Larkhall Community Centre building has been closed since 2024. Property Change Category Proposed Strategy Birkenshaw Pavilion Surplus / Under- utilised Property Strategic Disposal, Building to be demolished last used 10 years ago, pitch not used. Larkhall Community Centre Surplus / Under- utilised Property Strategic Disposal, closed in 2024 Merryton Salt and Materials Storage Facility Service Consolidation Move service to New Caldwellside Depot Universal Connections-Larkhall Service Consolidation Service Consolidation – Universal Connections relocating into Larkhall Library to support improved utilisation, integrated service delivery and customer access. Table 22: Larkhall Proposed Change 168
Page 169
46 Investments Property Property Type Investment Type Total Hareleeshill Primary School Primary School Boiler Replacement Works £75,000 Universal Connections- Larkhall Youth Centre Consolidation of Service into Destination Property £350,000 Grand Total £425,000 Table 23: Larkhall Proposed Properties for Investment 169
Page 170
47 Lesmahagow Estate Profile The Estate profile shows a moderately utilised estate with education assets generally performing well and supporting service delivery within manageable capacity levels. Leisure and community facilities operate at lower utilisation and display more mixed condition and suitability, suggesting under‑use and potential inefficiencies across these parts of the portfolio. Community and enterprise depots also show relatively low utilisation, despite their operational role. Overall, the profile indicates scope to actively review and rationalise lower‑utilisation leisure and community assets, while continuing to monitor education provision to ensure capacity remains aligned with future demand. 170
Page 171
48 Map References 12 Lesmahagow Roads Depot 176 Underbank Primary School 105 Woodpark Primary School 21 Auchenheath Hall 106 Milton Primary School 221 Brocketsbrae Hall 107 Lesmahagow High School 251 Rigside Hall 108 Bent Primary School 266 Coalburn Leisure Complex 109 Coalburn Primary School 281 Blackwood & Kirkmuirhill Community Library 110 Universal Connections - Douglas 293 Lesmahagow Library 111 Douglas Primary School 310 Moorpark Stadium (Juniors) Lanark 123 Blackwood Primary School 380 Lesmahagow Day Centre 126 Rigside Nursery School 398 Lesmahagow Grounds Depot 127 Rigside Primary School 128 Woodhill Early Learning & Childcare 129 St Johns Primary School Demographics In addition to the universal increase in 60+ age bracket across South Lanarkshire, it is noted that Lesmahagow is an area that has seen all working age brackets decrease and, in addition the area with the greatest decrease in the under 5’s age group, which suggests a decrease in family groups in the area and should the trend continue may place loess demand on the education and leisure estate. Proposed Changes In Lesmahagow, the proposed changes involve a moderate rationalisation of the estate, reducing the total number of assets from 25 to 21. This is primarily driven by the consolidation of depot provision into the new Caldwellside facility, alongside the exit of underused or vacant community assets, including Auchenheath Hall, and the reconfiguration of youth services, with Universal Connections in Douglas relocating into alternative community accommodation. There is also a reduction in some leisure and community facilities where utilisation is low. Despite these changes, all education assets and key leisure facilities are retained, maintaining core service provision across the area. Overall, the approach focuses on removing surplus and underperforming assets while consolidating services into more sustainable locations, resulting in a smaller, more efficient estate while preserving essential access for local communities. 171
Page 172
49 Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 2 0 C&E TOTAL 2 0 Education Nursery School 2 2 Education Primary School 9 9 Education Secondary School 1 1 Education Youth Centre 1 0 Education TOTAL 13 12 Leisure Hall 3 2 Leisure Leisure Centre 1 1 Leisure Library 2 2 Leisure Pavilion 3 3 Leisure TOTAL 9 8 Social Work Day Care Centre 1 1 Social Work TOTAL 1 1 GRAND TOTAL 25 21 Lesmahagow Retain • All education assets are proposed to be retained supported by targeted backlog and decarbonisation works. • Key leisure sites are proposed to be retained because they provide important geographic coverage for sport and recreation. • The Lesmahagow Day Centre is retained, with co-location considerations managed through service planning. Proposed Change • Service Consolidations - Reprovision of the Universal Connections, Douglas service is planned into the Fountain Community Hall, this is expected to improve access for most service users. Lemahagow depot will be reprovided as part of wider plans for a new larger depot in Lanark to consolidate services and avoid duplication. • Surplus / Under-utilised Property - Auchenheath Hall is not used and will be disposed of. 172
Page 173
50 Property Change Category Proposed Strategy Auchenheath Hall Surplus / Under- utilised Property Strategic Disposal Lesmahagow Roads Depot Service Consolidations Move service to New Caldwellside Depot Universal Connections- Douglas Service Consolidations This proposal forms part of the Strategy's Service Consolidation programme and will improve accessibility through delivery from the Fountain Community Hall / Abbey Green Bank Table 24: Lesmahagow Proposed Change Investments Property Property Type Investment Type Total Coalburn Leisure Complex Leisure Centre Operational Decarbonisation Works £275,002 Lesmahagow Day Centre Day Care Centre Condition Improvement Works £171,200 Universal Connections- Douglas Youth Centre Consolidation of Service into Destination Property £350,000 Grand Total £771,200 Table 25: Lesmahagow Proposed Properties for Investment 173
Page 174
51 Rutherglen Estate Profile The Estate profile highlights continued pressure within key education and operational assets. Primary schools are operating at high utilisation and the secondary school is significantly over capacity, indicating limited flexibility despite generally good condition and suitability. The community and enterprise depot is also operating above capacity, pointing to a potential operational pressure point. In contrast, leisure, office based and social work assets show lower utilisation. Overall, the profile reinforces the need to protect capacity within high-pressure education and operational assets, while reviewing lower-utilisation space elsewhere to improve alignment between provision and demand. Map References 5 Quay Road Depot 61 Spittal Primary School 50 Burgh Primary School 62 Springlaw Early Learning & Childcare 51 Universal Connections - Rutherglen 63 St Anthony's Primary School 52 Glenburgh Nursery 64 Loch Primary School 53 Bankhead Primary School 208 Fernhill Community Centre 54 St Columbkille's Primary School 215 Rutherglen Town Hall 55 Stonelaw High School 254 Springhall Community Centre and Library 57 Calderwood Primary School 294 Rutherglen Library 58 Cathkin Primary School 373 Harry Heaney Centre 59 Burnside Primary School 393 169 Main Street 60 St Marks Primary School - Rutherglen 174
Page 175
52 Demographics In addition to the universal increase in 60+ age bracket across South Lanarkshire, it is noted that Rutherglen sees one of the highest changes in the 45-59 group, which indicates the service demand for health and social care services will remain in demand as time progresses. There is a greater drop in secondary school age children in this area, compared to other areas in South Lanarkshire, which as the group progress through the age brackets may see a reduction in services delivering to young adults. Proposed Changes In Rutherglen, the proposed changes involve a moderate rationalisation and reconfiguration of the estate, reducing the total number of assets from 22 to 20. The changes are driven by a combination of office rationalisation and service consolidation, including the planned exit of 169 Main Street with services relocated into retained office accommodation. In addition, the existing Universal Connections asset is to be replaced, with services moving into alternative provision at the former Cathkin Inn, reflecting a shift toward more suitable and sustainable facilities. While some community assets are also subject to longer-term exit considerations linked to lease or funding constraints, the core estate is largely retained, including all schools and key civic assets such as the town hall and library. Overall, the approach focuses on targeted exits and relocation of services rather than widespread asset reduction, maintaining service continuity while improving the efficiency and suitability of the estate. -0.4% -0.4% -2.0% -1.0% 0.4% -1.8% 1.1% 1.1% Rutherglen Age 60+ Age 45 - 59 Age 31 - 44 Age 23 - 30 Age 17 - 22 Age 12 - 16 Age 5 - 11 175
Page 176
53 Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 1 1 Community & Enterprise Offices 1 0 Community & Enterprise Total 2 1 Education Nursery School 2 2 Education Primary School 10 10 Education Secondary School 1 1 Education Youth Centre 1 0 Education Total 14 13 Leisure Cultural Venue 1 1 Leisure Hall 1 1 Leisure Leisure Centre 1 1 Leisure Library 1 1 Leisure Total 4 4 Social Work Care Home 1 1 Social Work Day Care Centre 1 1 Social Work TOTAL 2 2 GRAND TOTAL 22 20 Rutherglen Retain • School network is proposed to be retained with backlog/decarbonisation. Some small sites note sustainability pressures but are proposed to retain with careful monitoring. • Key Town Centre civic assets, including Rutherglen Library, are proposed to be retained. Proposed Change • Replacement and Re-provision - Universal Connections Rutherglen is proposed to be replaced with alternative accommodation within the former Cathkin Inn, aligning youth provision with demand and a more sustainable footprint. • Lease Expiry and Office Rationalisation - 169 Main Street office is proposed to be exited with the employability team absorbed into long-term retained offices, improving utilisation of these core assets. Property Change Category Proposed Strategy 169 Main Street Lease Expiry and Office Rationalisation Lease Expiry and Office Rationalisation – service relocated into retained Council accommodation. Universal Connections- Rutherglen Replacement and Re-provision Universal Connections – Rutherglen forms part of the Strategy's Replacement and Reprovision programme, with services relocating into improved accommodation within the former Cathkin Inn. Table 26: Rutherglen Proposed Change 176
Page 177
54 Investments Property Property Type Investment Type Total Cathkin Primary School Primary School Boiler Replacement Works £75,000 Harry Heaney Centre Day Care Centre Condition Improvement Works £157,500 Rutherglen Library Library Operational Decarbonisation Works £163,921 St Columbkille's Primary School Primary School Boiler Replacement Works £75,000 Universal Connections- Rutherglen Youth Centre Consolidation of Service into Destination Property £875,000 Grand Total £ 1,346,421 Table 27: Rutherglen Proposed Properties for Investment 177
Page 178
55 Strathaven & Stonehouse Estate Profile The Estate profile shows an estate under significant pressure within the education portfolio, with primary schools operating above capacity and the secondary school at full utilisation. This indicates very limited flexibility in responding to future demand. Leisure provision shows a mixed picture, with the leisure centre fully utilised but neighbourhood and pavilion assets operating well below capacity, suggesting uneven demand across facilities. Overall, the profile reinforces the need to safeguard capacity within education assets, while reviewing lower-utilisation leisure and support facilities to improve alignment between space provision and service demand. 178
Page 179
56 Demographics In addition to the universal increase in 60+ age bracket across South Lanarkshire, it is noted that the school age population has seen the largest rise, but the requirements on the education estate may drop back in time as at present the under 5s population remains stable. Proposed Changes In Strathaven and Stonehouse, the proposed changes involve a very limited rationalisation of the estate, with the total number of assets reducing slightly from 22 to 21. The only substantive change is the exit of a small pavilion asset, reflecting low value or limited use, while all other parts of the estate are retained. This includes the full education network, key leisure facilities such as Strathaven Leisure Centre, and core operational assets including the depot. As a result, the overall estate footprint remains largely unchanged, with the strategy focused on maintaining a well-balanced and appropriately scaled asset base, with only minimal removal of surplus provision. Map References 10 Crosshill Store 155 Quarter Primary School 11 Strathaven Land & Fleet Depot 189 Stonehouse Primary School 96 Strathaven Academy 191 Newfield Primary School 97 Avondale Early Learning & Childcare 277 Strathaven Leisure Centre 98 Kirklandpark Primary School 300 South Lanarkshire Lifestyles - Stonehouse 99 Wester Overton Primary School 337 Kirklandpark Showfield Pavilion 100 St Patricks Primary School 351 Alexander Hamilton Park - Stonehouse Running Track Pavilion 101 St Patricks Primary School 352 Strathaven Park Barrie Shelter / Bowls etc. 102 Gilmourton Primary School 392 South Lanarkshire Lifestyles - Stonehouse Daycare Centre 103 Chapelton Primary School 405 John Hastie Park 104 Glassford Primary School 179
Page 180
57 Resource Property Type Current Estate Proposed Estate Community & Enterprise Depot 1 1 Community & Enterprise Store 1 1 Community & Enterprise Offices 1 1 C&E TOTAL 3 3 Education Nursery School 1 1 Education Primary School 10 10 Education Secondary School 1 1 Education TOTAL 12 12 Leisure Leisure Cenre 1 1 Leisure Neighbourhood Centre 1 1 Leisure Pavilion 4 3 Leisure TOTAL 6 5 Social Work Day Care Centre 1 1 Social Work TOTAL 1 1 GRAND TOTAL 22 21 Strathaven & Stonehouse Retain • All education assets Strathaven Leisure centre and Strathaven Land & Fleet Depot are planned to be retained with targeted improvements. • South Lanarkshire Lifestyles – Stonehouse to be retained, there is identified scope to increase Social Work/NHS use as SLLC consolidates. Proposed Change • Surplus / Under-utilised Property - Kirklandpark Showfield Pavilion is identified as surplus to operational requirements, reflecting community use and requirements, and is proposed for disposal. Property Change Category Proposed Strategy Kirklandpark Showfield Pavilion Surplus / Under- utilised Assets Strategic Disposal, services will be provided at John Hastie Pavillion Table 28: Strathaven and Stonehouse Proposed Change Investments Property Property Type Investment Type Total South Lan Lifestyles- Stonehouse Neighbourhood Centre Condition Improvement Works £450,000 Grand Total £450,000 Table 29: Strathaven and Stonehouse Proposed Properties for Investment 180
Page 181
Appendix 4 - Proposed introduction of Front Door Model 1. Purpose 1.1. This appendix provides further detail on the proposed front door approach, which forms a key component of the 10-Year Estate Strategy (2026 to 2036). 1.2. The approach sets out how the Council will provide clearer, more consistent and more accessible routes for residents to engage with services across localities, making effective use of existing buildings, staff, digital channels and, where appropriate, partner provision. 2. Strategic Context 2.1. The Estate Strategy establishes a shift toward a smaller, higher-quality and more sustainable estate. As part of this transition, it is essential that access to services remains visible, accessible and responsive to local needs. 2.2. The front door model is therefore not a standalone initiative, but a practical extension of the Estate Strategy, providing a clear link between: • retained buildings; • service delivery; and • community access to Council services. 2.3. This approach reflects the need for more joined-up, place-based service delivery, recognising that residents often require access to multiple services across organisational boundaries. 2.4. The Front Door approach directly supports the Strategy's objectives relating to placemaking, high-quality service delivery, utilisation and co-location by making better use of retained assets and improving how residents access Council services within their locality. 3. Overview of the Front Door Approach 3.1. The front door approach will establish a network of accessible locations across South Lanarkshire, supported by digital channels, where residents can access help, advice and services through a simplified and consistent point of contact. 3.2. The model builds on existing assets and behaviours, using buildings that residents already visit such as libraries, community facilities and other public- facing venues to act as clear and supported access points. The approach is intended to maximise the use of the Council's retained estate rather than create a requirement for additional facilities. 3.3. The approach delivers a more coordinated and visible way of providing access to services. 6 181
Page 182
4. Customer and Community Offer 4.1. The front door will provide a consistent and recognisable offer across all locations. This will include: • access to telephone and digital channels to contact Council services; • access to online services, including assisted digital provision; • general advice and guidance to help residents navigate services; • signposting to appropriate services and support; and • access to in-person services such as Housing and Money Advice at designated times where possible. 4.2. This will be developed in a managed and proportionate way, recognising that: • arrangements will be dependent on service need, capacity and governance and • detailed delivery models will be subject to further development and agreement. 5. Delivery Model 5.1. Delivery of the front door approach will be phased and aligned with the implementation of the Estate Strategy. 5.2. The model will utilise: • existing customer-facing buildings within each locality; • existing staff roles, supported by clearer processes and guidance; and • targeted additional support through generalist or service specific roles where required; • continue to develop and refine the Front Door Approach through engagement with elected members, communities and service users. 5.3. The approach will also incorporate: • planned and pre-arranged service “drop-in” sessions delivered by key Council services such as Housing, money advice and Employability, provided at defined locations on pre-arranged and publicly advertised dates and times; • integration with digital access routes; and • opportunities for co-location and coordinated delivery with partner organisations where this supports improved outcomes. 5.4. Detailed operational arrangements, including additional staffing requirements, partner involvement and service scope, will continue to be developed through internal collaboration and engagement with relevant partners. 5.5. This approach will provide a structured and predictable presence for key services within local communities, ensuring that residents can access in- person support where required, while maintaining flexibility in how services are deployed across locations. 182
Page 183
6. Proposed Initial Locations 6.1. The Front Door Approach will initially focus on development of the model during 2026/27. This will include engagement with elected Members, communities, service users and relevant partners to inform how the approach should operate and how it can best support access to Council services across South Lanarkshire. 6.2. As part of this work, consideration will be given to: • the range of services that may be accessed through the Front Door Approach; • the role of assisted digital support, telephone access and face-to-face provision; • the use of existing Council buildings and community facilities; • accessibility and locality requirements; and • opportunities for partnership working and co-location. 6.3. Whilst Existing libraries and other customer-facing facilities may have a role in supporting delivery of the Front Door Approach, no decisions are being sought at this stage on individual Front Door locations. Potential locations will be identified and assessed as part of the development process and will be informed by engagement with Members, communities and service users. 6.4. Any future proposals relating to implementation, including proposed locations, service delivery arrangements and resource implications, will be subject to further consideration and approval through the Council's governance arrangements. 7. Relationship to Estate Strategy 7.1. The front door approach will be implemented alongside the wider Estate Strategy programme, ensuring that: • access to services is maintained as buildings are rationalised or consolidated; and • retained properties provide a clear and active role in supporting communities. 7.2. It represents a visible benefit of the Strategy, linking investment in buildings directly to improved service access and customer experience. 7.3. It also supports the broader ambition of the Strategy to enable co- location, integration and more effective use of public sector buildings. 8. Resourcing, Development and Financial Implications 8.1. The resourcing for the front door approach will be considered through the consultation process, considering ability to use existing resources, including buildings and staff where possible. 183
Page 184
8.2. It is recognised that: • additional capacity and/or changes to ways of working are likely to be required; and • the future potential for partner involvement will be explored as the approach evolves and may introduce further requirements in relation to space, technology and coordination. 8.3. The extent of any additional staffing requirement and associated costs will be established through Phase One implementation and will be informed by operational demand, usage patterns and service requirements. Any resulting financial implications will be reported through future updates to Committee. 9. Monitoring and Next Steps 9.1. The delivery model for the programme is being developed. Progress on the front door approach will be monitored as part of the Estate Strategy governance arrangements. 9.2 . This will include: • performance measures relating to access, demand and customer experience; • feedback mechanisms to support continuous improvement; and • assessment of opportunities for expanded partner collaboration over time. 184
Page 185
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Routes to Work South - Appointment of Independent Directors 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval for the appointment of six Independent Directors to the Routes to Work South Board of Directors seek nominations for the appointment of four elected members to the Routes to Work South Board of Directors [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the update on the review of Routes to Work South be noted; (2) that the appointment of the six Independent Directors to the Routes to Work South Board, as set out in paragraphs 4.2 and 4.3, be approved; and (3) that nominations be sought for the appointment of four Elected Members to the Routes to Work South Board of Directors. [1recs] 3. Background 3.1. Routes to Work South (RTWS) is a South Lanarkshire based company limited by guarantee and a registered charity that delivers a range of employability programmes on behalf of South Lanarkshire Council. RTWS was established in 2005 and operates as an Arms-Length External Organisation (ALEO) of the Council. 3.2. The outcome of a transformational review of RTWS was approved by Executive Committee at its meeting on 3 December 2025, being for the Council to maintain the Council membership of RTWS and the current Teckal arrangements and reduce overlap between RTWS and the Council. The approved outcome of the review resulted in a number of actions, including changes to RTWS’s Articles of Association to ensure an appropriate balance of control and independence between the Council and RTWS. This included changes to the structure of the RTWS Board of Directors to include four elected members and six independent directors who are appointed by the Council. 4. Independent Director Recruitment 4.1. Prior to the review, the current Chair and more recently one other Director, for personal reasons, have confirmed that they intend to step down from their positions this year, leaving 5 Independent Director vacancies. To fill these roles, a recruitment exercise was carried out through the Council’s social media channels seeking individuals with experience in: 7 185
Page 186
Finance, audit, or risk management Human Resources / People & Culture Legal and regulatory compliance Strategic leadership and organisational development Digital, data, or information governance Employability, skills, health, or economic development Community development / third sector leadership 4.2. Six applications were received and interviews were held in June 2026. Following the interview process, five candidates have been identified to be recommended for appointment as Independent Directors as outlined below: Candidate Background and experience Louisa Clow Risk and compliance management at a senior level within the finance sector. Jenni Hall Strategic leadership and governance in international development sector. Louise McKay Strategic governance, risk and quality assurance leadership within the public sector. Sean Seery Health and Safety management and community volunteering. Richard Tawse Finance leadership within the private sector with voluntary experience across education and national sports body. 4.3. In addition to the five new Directors, Niki Spence has indicated that she wishes to continue in her role as an Independent Director. Ms Spence has significant experience within the employability and skills sector, including in her current role at Clyde Gateway. 4.4. It is recommended that the appointment of the five candidates as set out in paragraph 4.2 and that of Niki Spence be approved. As before, these posts are not remunerated. 4.5. As noted above, in implementation of the approved outcome of the RTWS review, nominations are also sought for the appointment of four elected members to the Routes to Work South Board of Directors. Given the geographical reach of RTWS, representation from both the urban and rural area is desirable. In terms of the political balance of the Council, and in line with existing practice, it would be for the Council’s Labour and SNP Groups to decide if they wished to each appoint two elected members for these vacancies. Thereafter, other nominees could be sought. 5. Employee Implications 5.1. There are no employee implications in terms of this report. 6. Financial Implications 6.1. There are no financial implications in terms of this report. 186
Page 187
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. There are no other implications in terms of this report. As noted above, the implementation of the approved outcome in respect of the RTWS review will help ensure an appropriate balance of control and independence between the Council and RTWS. 8.2. 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. 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. As previously reported to the Committee, the review included consultation with a range of stakeholders including participants, Routes to Work South Board and management team and employability partners. Kevin Carr Executive Director (Community and Enterprise Resources) 24 July 2026 Link(s) to Council Values/Priorities/Outcomes We will work to put people first and reduce inequality Thriving business, fair jobs and vibrant town centres Focused on people and their needs Previous References Transformational Review of Routes to Work South - Performance and Review Scrutiny Forum - 24th February 2026 Transformational Review of Routes to Work South - Executive Committee - 3rd 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:- Alison Brown, Head of Enterprise and Sustainable Development E-mail: alison.brown@southlanarkshire.gov.uk 187
Page 188
188
Page 189
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Education Resources) Subject: Religious Representation on the Education Resources Committee 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on religious representation on the Education Resources Committee [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Reverend Fiona Anderson be confirmed as the nominated religious representative from the Church of Scotland on the Education Resources Committee. 1recs] 3. Background 3.1. A local authority, when establishing an Education Resources Committee, is required to invite representatives from Church organisations to act as religious representatives on the Education Resources Committee. 4 Religious Representatives 4.1. In terms of the Local Government (Scotland) Act 1973, an education authority is required to appoint:- a representative from the Church of Scotland a representative of the Roman Catholic Church a third religious representative having regard to:- representation from the churches referred to above the comparative strength within their area of all the churches and denominational bodies having duly constituted charges or other regularly appointed places of worship there 4.2. At its meeting on 7 August 2024, the Committee confirmed the appointment of Reverend Jillian Storrie as the religious representative from the Church of Scotland on the Education Resources Committee. 4.3. Reverend Storrie has since stepped down from this position and replacement nominations were sought. The Church of Scotland has nominated Reverend Fiona Anderson. 8 189
Page 190
5. Employee Implications 5.1. There are no employee implications as a result of the information contained in this report. 6. Financial Implications 6.1. There are no financial implications as a result of the information contained in this report. 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. There are no risk or other implications associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Jackie Taylor Executive Director (Finance and Corporate Resources) Lyndsay McRoberts Executive Director (Education Resources) 15 July 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Previous References Executive Committee – 7 August 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tracy Slater, Administration Adviser Tel: 07385 370089 E-mail: tracy.slater@southlanarkshire.gov.uk 190
Page 191
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: South Lanarkshire Council Response to Pre-budget Scrutiny 2027/2028 Call for Views 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Council’s response to two ‘call for views’ requests issued by the Finance and Public Administration Committee and the Public Service Reform Committee of the Scottish Parliament, as part of the pre-budget scrutiny process [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [] (1) that the South Lanarkshire response to the call for views, attached at appendices 1 and 2, be approved; and (2) that the responses be submitted to the Scottish Parliament. 3. Background 3.1. In recent years, in line with the recommendations of the Budget Process Review Group report, Scottish Parliament subject committees have undertaken pre-budget scrutiny, in advance of the publication of the Scottish Budget. 3.2. The intention is that committees will use pre-budget reports to influence the formulation of spending proposals while they are still in development. In order to facilitate this, committees are required to publish pre-budget reports at least six weeks prior to the Scottish budget. 3.3. As part of its pre-budget scrutiny, the Finance and Public Administration Committee of the Scottish Parliament issued a call for views on 29 June 2026 to inform its enquiry, which this year is on the affordability and sustainability of Scotland’s tax and spending plans. 3.4. In addition, the Public Service Reform Committee of the Scottish Parliament issued a separate call for views on 1 July 2026 to inform its enquiry to consider how the 2027/2028 Scottish Budget can promote public service reform. 3.5. The submission date for both was 14 August 2026, however, agreement was reached with the Scottish Parliament that our submissions be returned after this Committee, to allow for member discussion if required. 9 191
Page 192
3.6. Section 4 provides detail and a proposed response in relation to the Finance and Public Administration Committee call for views, while section 5 provides the same for the Public Service Reform Committee’s request. 4. The Pre-budget Scrutiny Call for Views – Finance and Public Administration 4.1. The focus of the Finance and Public Administration Committee’s pre-budget scrutiny is the following areas: assess the viability of the Scottish Government’s plans to plug the anticipated £4.77 billion fiscal gap by 2029/2030 establish what steps the Scottish Government should take to respond to the structural pressures on the Scottish Budget better understand the extent to which the Scottish Government considers affordability and sustainability when prioritising and deprioritising spending consider how the Scottish Government’s approach to taxation fits within its wider plans to ensure sustainability of the public finances bring greater transparency to how new policies announced by the Scottish Government in recent months will be funded and their potential impact on other areas of the Scottish Budget consider actions the Scottish Government should respond to inflationary pressures on the Scottish Budget, including in relation to the cost of living assess how the Scottish Government should use its financial flexibilities—such as borrowing, bonds, the mutual finance model and the Scotland Reserve—to manage budget pressures establish what steps the Scottish Government takes to ensure public money delivers good value and effective outcomes 4.2. To help inform its enquiry, the Committee has asked for views on the following questions, and have provided some context in italics to aid understanding: 1. Are the spending allocations outlined in the 2026 Scottish Spending Review the most effective approach to strengthen public finances? 2. What are the biggest risks to the spending plans outlined in the 2026 Scottish Spending Review? The Medium-Term Financial Strategy (June 2025) is a five-year financial plan setting out the Scottish Government’s forecast for revenues and demand, spending priorities and borrowing plans. 3. Does the 2025 Medium-Term Financial Strategy (MTFS) recognise and clearly set out the scale of the fiscal challenges facing the Scottish budget, and are the actions identified in the Fiscal Sustainability Delivery Plan (FSDP) likely to address the forecast shortfall? 4. What do the next MTFS and update to the FSDP need to include to show that the Scottish Government is on track? 5. What actions should the Scottish Government take to grow the tax base and increase labour market participation, productivity, and Scotland’s economic growth? The 2026 Scottish Spending Review sets out further details on the £1.5 billion in public sector efficiencies that are to be achieved over three years. On average, these efficiency savings range from 0.7% to 0.9% per year. 192
Page 193
6. Are the planned efficiencies realistic and deliverable at a scale sufficient to make public services sustainable? 7. What are the main risks to revenues from devolved taxes? Preventative spend – investment aimed at avoiding future demand on services - has long been a priority of the Scottish Government, but the intended outcomes have yet to be fully achieved. This may reflect the complexity of changing entrenched budgeting practices that tend to prioritise short-term, reactive spending, as well as the challenge of coordinating action across multiple services where costs and benefits fall in different areas. The Scottish Government recently published a Preventative Budgeting Tool and Guidance, with a view to embedding this system of tracking prevention into ongoing annual budgeting by December 2026. 8. Preventative spend has been a goal for several years, but the intended outcomes have not been fully achieved. Why do you think this is the case and how might a Preventative Budgeting Tool help track progress with achieving outcomes? 9. In which areas should the Scottish Government prioritise its capital spend to best support economic growth? 10. How effective are the Scottish Government’s existing financial flexibilities - including borrowing and the Scotland Reserve - in managing fiscal pressures, and what limitations, if any, should be addressed? Alternative financing approaches are increasingly considered as ways to support public investment and strengthen financial resilience. Bonds allow governments to raise upfront capital from investors, repaid over time. The Scottish Government has indicated it intends to launch its first bonds this year and, as set out in the Scottish Spending Review, expects them to fund the majority of capital borrowing in this parliamentary term. Mutual Investment Model (MIM) is a revenue-financed model that brings in private investment with payments spread over the life of an asset. While these approaches can unlock additional funding beyond traditional budgets, their role remains evolving, reflecting the need to balance affordability, risk, and long- term value for money. 11. What role should alternative financing approaches – such as bonds, the mutual investment model, or other mechanisms – play in supporting public investment and strengthening Scotland’s financial resilience? 4.3. Within the Council’s response, attached at Appendix 1, the Executive Committee is asked to note the following key points: We welcome the acknowledgement in the Spending Review 2026 that Local Government is an essential partner in the Public Service Reform strategy and the commitment to work together through the Verity House Agreement to reform, working together on the basis of mutual trust and respect, and focusing on outcomes. We also welcome the acknowledgement that Local Government continues to deliver reform and efficiencies. However, we would emphasise that Local Government has been delivering efficiencies for more than a decade and cannot be expected to continue to absorb the pressures the sector faces. 193
Page 194
Moving forward, Local Government will be required to achieve efficiency savings in order to bridge their own budget gaps, and it cannot be assumed that these efficiencies would be able to support national budget gaps. The biggest risks to the spending plans are the achievement of efficiency savings, public sector pay pressures, rising social security costs, a tight fiscal settlement, capital spending constraints, and demographic pressures. The Scottish Government assumes £1.5 billion recurring efficiency savings across the public sector. Failure to achieve this may impact service delivery / performance. The Scottish Government’s planned efficiencies are highly ambitious, and this raises questions about whether they are credible, especially in the shorter term. The efficiency agenda focuses on shared services, automation, digital transformation, workforce reduction through natural attrition, procurement savings, estate rationalisation, NHS productivity improvements, and reducing duplication across public bodies, while seeking to maintain frontline services and outcomes. They may contribute to closing medium-term funding gaps, but there is considerable uncertainty over whether they can be delivered quickly enough and on a sufficient scale to make public services sustainably affordable on their own. The degree of uncertainty and scale of ambition represent a huge risk, and the question is what happens when the savings are not achieved, and where will the impact be felt if these savings are not achieved. Local Government cannot function if it does not get fair sustainable funding to help achieve shared outcomes. The plans are linked to public service reform, digital transformation, workforce reform, prevention and productivity improvements rather than simple budget reductions. The Spending Review relies heavily on recurring efficiency savings and productivity gains that exceed historical performance in some sectors, particularly health and social care. From the Council’s perspective, we have been required to make efficiency savings for years and we need to continue to cover our own savings requirements and budget shortfalls on an annual basis. Planned recurring savings across portfolios are on top of this requirement meaning further financial pressures on Local Government. Initiatives such as Extended Producer Responsibility on Packaging (pEPR) as a means to drive waste reduction, increase recycling and move towards net zero are welcomed and we remain firm in our position that all revenue received for pEPR should not be offset by a reduction in the Local Government Settlement. Improving population health, supporting inclusive economic growth and restoring sustainable public finances will require a decisive shift from crisis response to long-term prevention. Local Government is central to this ambition. Councils and their Leisure Trusts deliver the majority of Scotland’s leisure services and manage key community assets, including sports facilities, parks and active travel spaces, providing vital opportunities for people of all ages and abilities to stay active and connected. However, the challenge remains that funding would require to be moved from one portfolio to another which results in disinvestment in particular areas. 194
Page 195
The Scottish Government should focus capital investment in areas that deliver long-term productivity gains, strengthen economic resilience, and leverage private sector investment. Priorities include Transport and Connectivity, Digital Infrastructure, Industrial Development, Research, Innovation and Advanced Manufacturing, Net Zero / Green Infrastructure and Housing. Overall, alternative financing should be used as a supplementary tool alongside traditional funding. Approaches such as bonds, Mutual Investment Model and pension fund investment can support infrastructure, housing and net-zero projects, provided they offer value for money and remain affordable over the long term. 5. The Pre-budget Scrutiny Call for Views – Public Service Reform 5.1. The Public Service Reform Committee’s pre-budget scrutiny will consider how the 2027/2028 Scottish Budget can promote public service reform, including by: removing barriers to progress promoting preventative approaches simplifying the delivery of public services 5.2. To help inform its enquiry, the Committee has asked for views on the following questions: 1. The Scottish Government aims to deliver on average £0.5 billion in savings through efficiencies per year for the next three years (2026/2027 to 2028/2029): a) To what extent are these savings achievable, and how will they shape public service delivery? b) What progress is being made towards achieving these efficiencies? c) What are the barriers to achieving greater efficiency and how can these be addressed? 2. How should the Scottish Government best present the extent of any realised efficiencies in the annual budget publication, including providing clarity on whether these are expected to be recurring savings? 3. The Fiscal Sustainability Delivery Plan aims to achieve an average reduction of the public sector workforce of 0.5% per year over five years. a) To what extent is this target achievable and how will it shape public service delivery? b) What progress is being made towards achieving this target? 4. What actions can the Scottish Government take to ensure these workforce reductions are delivered in a managed way which best supports effective government and public service delivery 5. The Public Sector Reform (PSR) strategy states that it will protect frontline services. To what extent is there sufficient clarity about how frontline roles are defined and how efficiencies in back-office functions can be delivered in a way that minimises impact on the delivery of public services? 6. Beyond the financial benefits that the PSR Strategy aims to achieve, what are the key outcomes that reform should be aiming for? 195
Page 196
7. The PSR Strategy includes 18 different workstreams which aim to remove barriers to reform. One workstream focuses on “simplification”, recognising that “complexity of processes, structures and reporting requirements is a key barrier to effective and efficient service delivery”. “Prevention” is one of three pillars providing structure to the Strategy. a) What should the Scottish Government’s priorities be under its simplification workstream and what level of savings can be achieved through this approach? b) What progress has been made to date with preventative budgeting? c) How should the forthcoming Budget support greater progress towards preventative budgeting across the devolved public sector? Please set out any barriers and how these can be addressed. d) What changes to the Scottish Government's approach to budget-setting are needed to effectively deliver public service reform? 8. The Scottish Government included an upfront Invest to Save Fund of around £30 million in the 2025/2026 and 2026/2027 Scottish Budgets for reform projects that will deliver ongoing savings and support the delivery of the PSR strategy. a) To what extent is the Invest to Save Fund delivering projects that achieve ongoing savings? b) How are successful outcomes from this Fund being shared more widely across the public sector? 5.3. Within the Council’s response, attached at Appendix 2, the Executive Committee is asked to note the following key points: The Scottish Government’s public sector savings of £0.5 billion per annum is very ambitious, especially in the short term. As per the Scottish Governments Fiscal Sustainability Delivery Plan, savings from workforce changes, digital transformation, shared services, procurement reform, estate rationalisation, and service redesign have been highlighted as being required. This level of savings is achievable only if reform, digital transformation, procurement reform and service redesign are delivered at pace. The Scottish Government’s planned efficiencies are highly ambitious, and this raises questions about whether they are credible, especially in the shorter term. Many previous efficiencies have already been captured, meaning future savings increasingly require structural service reform rather than straightforward cost reductions. Inflation, pay settlements and rising service demand may offset headline savings. Key barriers to achieving greater efficiency include organisational fragmentation where there is a lack of joined up working across services, legacy systems, workforce capacity, risk aversion and short-term budgeting. Stronger collaboration across public sector bodies and improved data sharing and investment in change capability are needed to overcome political and public resistance. 196
Page 197
Progress towards achieving savings targets remains aspirational at this stage with policy direction only being made clear through reforms designed to support workforce reductions, including expansion of digital service delivery, automation of administrative processes, planned greater use of shared corporate services and investments. As a result, no financial benefit has been achieved to date and the level that can be achieved in the short term is questionable. To ensure workforce reductions are delivered in a managed way, the Scottish Government should prioritise workforce planning, retraining, redeployment, digital investment, succession planning and the protection of critical operational roles. The key outcomes that reform should be aiming for are improved outcomes, earlier prevention, increased productivity, better user experience, reduced inequalities, stronger collaboration, faster decision making and more sustainable public services. These principles align to the aims of the Marmot programme of work being undertaken by the Council and its partners in Health and in communities. There is scope for the Scottish Government to strengthen how successful outcomes from the Invest to Save Fund are shared. Potential improvements include creating a publicly accessible repository of case studies and business cases, reporting expected and realised savings on a recurring basis, identifying projects suitable for replication by other public bodies and tracking adoption rates across sectors. 6. Next steps 6.1. The Executive Committee is asked to approve the submission at appendices 1 and 2 to the Scottish Parliament. 7. Employee Implications 7.1. None. 8. Financial Implications 8.1. There are potentially significant financial implications for the Council arising from decisions taken in relation to the Scottish Budget 2027/2028. The responses prepared by the Council underlines the scale and significance of the financial challenges facing local government. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 10. Risk and Other Implications 10.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. There are very significant risks to local government arising from the decisions taken in the Scottish Budget 2027/2028. 197
Page 198
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. Consultation was undertaken internally on the contents of this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 27 July 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 198
Page 199
Appendix 1 Finance and Public Administration Committee Pre-Budget Scrutiny 2027-28 Call for Views 1. Are the spending allocations outlined in the 2026 Scottish Spending Review the most effective approach to strengthen public finances? We would reiterate our view (made in previous year pre- budget submissions) that Local Government is a key partner in progressing the 4 Spending Review priorities of eradicating child poverty, growing the economy, tackling the climate emergency, and ensuring high quality, sustainable public services. We welcome the acknowledgement in the Spending Review 2026 that Local Government is an essential partner in the Public Service Reform strategy and the commitment to work together through the Verity House Agreement to reform, working together on the basis of mutual trust and respect, and focusing on outcomes. However, it is essential that there is meaningful long term, sustainable investment in Local Government to achieve better outcomes across our shared priorities. Without meaningful investment, achieving these four priorities will be impossible. Local Government in Scotland is under increasing, and unsustainable, pressure. Figures from Audit Scotland show that councils collectively are facing a £0.5 billion funding gap in 2026/2027. In addition to the budget gap councils face, the £497.5m gap in 2025/2026 in Health and Social Care Partnerships will continue to rise as demand and complexity increases. We welcome the acknowledgement that Local Government continues to deliver reform and efficiencies. However, we would emphasise that Local Government has been delivering efficiencies for more than a decade and cannot be expected to continue to absorb the pressures the sector faces. As articulated in the COSLA position stated in ‘What does the 2026-27 Budget mean for Councils?’ spending allocations do not: - Provide the funding needed to address the demand-led pressures in social care and start to build capacity within our communities to achieve our shared national priorities. - Provide assurance for the future of our services. Flat cash projections over the spending review place our core, most in demand services at risk. - Resolve the workforce capacity and recruitment challenges, nor provide comfort or security to our current council staff. 199
Page 200
- Enable a shift towards a more sustainable future through investment in preventative services. The benefit of Local Government to the whole system cannot be fully realised until it is sufficiently resourced. - End the continuing cuts to our non-statutory services, particularly in culture and leisure, which represent a high impact investment in our health and wellbeing. - Reverse the difficult decisions needing to be made as a result of housing emergencies across Scotland, and end the increasing bills for temporary accommodation. - Address the pressures in capital budgets (and increasingly in revenue budgets through borrowing) used to maintain, invest and decarbonise our vital infrastructure, assets and estate as we struggle to meet Net Zero targets. The Medium-Term Financial Strategy notes that Scotland’s population is ageing, demand for health and social care services is rising and health inequalities are widening, with a projected 3.3% real-terms growth (5.4% nominal) from 2030 onwards. This underscores the need to drive a focus on greater investment upstream to reduce demand on health and social care services, not just funding the NHS and continue to be reactive with prevention being key. 2. What are the biggest risks to the spending plans outlined in the 2026 Scottish Spending Review? The biggest risks to the spending plans are the achievement of efficiency savings, public sector pay pressures, rising social security costs, a tight fiscal settlement, capital spending constraints, and demographic pressures. - The Scottish Government assumes £1.5 billion recurring efficiency savings across the public sector. Failure to achieve this may impact service delivery / performance. - Increasing health and social care demands driven by demographics remains the dominant pressure on Scottish budget. The risk is that other areas will see budget reductions in order alleviate this pressure. - Tighter funding settlements for non-health services e.g. local authorities. The Institute for Fiscal Studies estimate outwith health & social care, some budgets could see real term reductions of 1.7% on average in the later years of the review period. - As acknowledged by the Scottish Government, Capital spending is projected to fall slightly in real terms by 2029/2030, mainly due to decisions affecting the UK Government funding, which create risk in terms of infrastructure investment. 200
Page 201
- Supporting sustainable economic growth is a central objective of the Spending Review. Therefore, if growth is less than expected, tax revenues may be depressed, demand on social security may increase etc all of which has an impact on the funding and allocation of resources within the public sector. - Scottish Government plans to make greater use of borrowing including issuing bonds for capital investment. Therefore, the inherent market risks will come into play: higher than expected borrowing costs / interest, weak investor demand, future repayment pressures. 3. Does the 2025 Medium-Term Financial Strategy (MTFS) recognise and clearly set out the scale of the fiscal challenges facing the Scottish budget, and are the actions identified in the Fiscal Sustainability Delivery Plan (FSDP) likely to address the forecast shortfall? The 2025 MTFS recognises and clearly sets out the scale of the fiscal challenges facing the Scottish Budget. It identifies a fiscal gap approaching £5 billion by 2029/2030 and explains the pressures arising from health, social care, social security, demographics and constrained funding growth. However, it does not reflect the fact that the Council has its own fiscal challenge on top of this. The strategy provides greater transparency than previous versions, explains the assumptions behind spending projections and links fiscal challenges to a structured programme of reform through the Fiscal Sustainability Delivery Plan (FSDP). The FSDP focuses on three pillars: • spending reform and prioritisation, • sustainable economic growth and • a strategic approach to taxation. Actions include efficiency savings, workforce reform, productivity improvements and measures intended to broaden the tax base. Many planned savings rely on ambitious assumptions about public-service reform, workforce reductions and productivity gains. Demand-led spending, particularly health and social security, may continue to grow faster than expected. The FSDP provides a credible framework and could reduce a substantial part of the projected shortfall. However, there remains significant delivery risk and additional measures may be required if planned reforms do not achieve the anticipated savings. The MTFS assumes that Local Government will experience the same funding pressures as the rest of the public sector (para 3.2.5), however this fails to take account of the changing legislative and policy landscape which has seen demands on councils increase with, in many cases, no additional funding. The Council have been required to make efficiency savings for years and we need to continue to cover 201
Page 202
our own savings requirements and budget shortfalls before further implications from the MTFS. Moving forward, Local Government will be required to achieve efficiency savings in order to bridge their own budget gaps, and it cannot be assumed that these efficiencies would be able to support national budget gaps. In light of the considerable changes which may need to be implemented, e.g., in the health and social care field, it would be appropriate for some recognition of the potential for additional costs to fall to Local Government. Councils are having to rationalise demands when money is tight. Fully funded joined-up policies which prioritise prevention are required, and not just simply continuing to shore up systems which need to change. 4. What do the next MTFS and update to the FSDP need to include to show that the Scottish Government is on track? The next iteration of the MTFS and FSDP could demonstrate the following: • Clear Progress Against Savings Targets Provide year-by-year reporting against planned efficiency, reform and workforce savings, including what has been delivered, what remains outstanding and any slippage. • Updated Fiscal Gap Projections Show whether the projected resource and capital funding gaps have narrowed since the 2025 MTFS, with transparent explanations of changes. • Evidence of Public Service Reform Include measurable outcomes from reform programmes such as productivity improvements, digital transformation and service redesign. • Workforce Reform Delivery Report on progress against workforce reduction targets, vacancy management measures and impacts on service delivery. • Demand Management Provide evidence that growth in health, social care and social security spending is being managed sustainably. • Economic Growth Outcomes Demonstrate whether economic and tax-base growth assumptions are being achieved through investment and policy interventions. • Capital Investment Prioritisation Show how capital budgets are being prioritised and whether infrastructure and net-zero commitments remain affordable. • Risk and Contingency Planning Set out alternative scenarios, delivery risks and contingency actions if savings or revenues fall below expectations. 202
Page 203
Overall, the strongest evidence that the Scottish Government is on track would be a demonstrable reduction in the forecast fiscal gap, verified delivery of recurring savings, and clear evidence that public service reform is generating sustainable productivity improvements without reducing outcomes. At the moment, the Scottish Government’s planned efficiencies appear are highly ambitious, and this raises questions about whether they are credible, especially in the shorter term. 5. What actions should the Scottish Government take to grow the tax base and increase labour market participation, productivity, and Scotland’s economic growth? The Scottish Government could undertake the following actions: • Investment in skills and workforce development, particularly in sectors facing labour shortages and those with significant growth potential, including advanced manufacturing, digital technologies, construction, health and social care, and the net zero economy. • Measures to increase labour market participation, including affordable childcare, support for people with disabilities and long-term health conditions, employability programmes, and initiatives to retain older workers in the labour market. • Accelerated investment in infrastructure, including transport, digital connectivity, energy networks and housing, to unlock economic growth and attract private sector investment. • Support for business growth and innovation, including increased support for research and development, entrepreneurship, and the scaling-up of Scottish businesses. • Expansion of employment land addressing market failures in the supply of industrial space. Recent research commissioned by South Lanarkshire Council and wider Glasgow City Region partners highlights significant shortages of modern industrial accommodation which are constraining business expansion and inward investment opportunities. • A place-based approach to economic development, recognising the differing opportunities and challenges across Scotland’s urban, rural and town centre economies. • Support for inward investment and exports, building on Scotland's strengths in advanced manufacturing, renewable energy, life sciences, space technologies and digital sectors. 6. Are the planned efficiencies realistic and deliverable at a scale The Scottish Government’s planned efficiencies are highly ambitious, and this raises questions about whether they are credible, especially in the shorter term. 203
Page 204
sufficient to make public services sustainable? They may contribute significantly to closing medium-term funding gaps, but there is considerable uncertainty over whether they can be delivered quickly enough and on a sufficient scale to make public services sustainably affordable on their own. The degree of uncertainty and scale of ambition represent a huge risk, and the question is what happens when the savings are not achieved and where will the impact be felt if these savings are not achieved. Local Government cannot function if it does not get fair sustainable funding to help achieve shared outcomes. The plans are linked to public service reform, digital transformation, workforce reform, prevention and productivity improvements rather than simple budget reductions. The Spending Review relies heavily on recurring efficiency savings and productivity gains that exceed historical performance in some sectors, particularly health and social care. The key issue is scale, the Spending Review assumes approximately £1.5 billion of recurring savings across portfolios over the review period. The Institute for Fiscal Studies (IFS) has warned that these assumptions are ambitious by historical standards. It noted that the planned shift of spending towards community and preventative services depends heavily on health boards consistently delivering productivity improvements well above recent experience. Without those gains, pressures would either reappear within NHS services or require reductions elsewhere in government spending. Similarly, the Scottish Fiscal Commission has emphasised that future budgets remain exposed to pay pressures, social security growth and demographic change even if efficiency plans are delivered. Even if savings are achieved, wider pressures from demographics, pay costs, social security demand and capital investment needs are likely to persist. As noted above, the Scottish Government’s planned efficiencies are highly ambitious, and this raises questions about whether they are credible, especially in the shorter term and are unlikely, by themselves, to make public services fully sustainable without additional reform, prioritisation and potentially further revenue measures. From the Council’s perspective, we have been required to make efficiency savings for years and we need to continue to cover our own savings requirements and budget shortfalls on an annual basis. Planned recurring savings 204
Page 205
across portfolios are on top of this requirement meaning further financial pressures on Local Government. Moving forward, Local Government will be required to achieve efficiency savings in order to bridge their own budget gaps, and it cannot be assumed that these efficiencies would be able to support national budget gaps. Initiatives such as Extended Producer Responsibility on Packaging (pEPR) as a means to drive waste reduction, increase recycling and move towards net zero are welcomed and we remain firm in our position that all revenue received for pEPR should not be offset by a reduction in the Local Government Settlement. 7. What are the main risks to revenues from devolved taxes? The largest risk to devolved tax revenues is weaker Scottish Income Tax performance relative to the rest of the UK. Other significant risks include behavioural responses to tax policy, property market volatility affecting Land and Buildings Transaction Tax (LBTT), demographic pressures, Fiscal Framework reconciliation risks and wider economic uncertainty. Scottish Income Tax is the largest devolved tax. Revenue growth could be weakened by slower earnings growth, weaker employment growth or lower productivity relative to the rest of the UK. Differences between Scottish and UK tax policies may influence taxpayer behaviour, including income planning, migration decisions and other responses that affect revenues. LBTT revenues depend heavily on property market activity. Housing market downturns, reduced transactions and weaker commercial property activity can significantly affect receipts. An ageing population and slower growth in the working-age population could weaken the future tax base and revenue growth. The Scottish Budget depends on how Scottish tax revenues perform relative to equivalent revenues elsewhere in the UK. Faster growth elsewhere can reduce Scotland’s net budget benefit. Inflation shocks, recessions, labour market changes and wider global economic developments can create forecasting errors and revenue volatility. Overall, Income Tax underperformance relative to the rest of the UK remains the most significant risk to devolved tax revenues, while property market volatility, demographic pressures and Fiscal Framework effects create additional uncertainty. 205
Page 206
8. Preventative spend has been a goal for several years, but the intended outcomes have not been fully achieved. Why do you think this is the case and how might a Preventative Budgeting Tool help track progress with achieving outcomes? Nearly 15 years on from the Christie Commission, prevention is not yet fully embedded in Scotland’s public services. The health and social care system in particular has been subject to successive and complex layers of national policy and structural reform, however a sustained focus on empowering and resourcing Local Government to support people to live well and independently in their own communities is required. Prevention works best when delivered close to home. Empowered Local Government can provide community-based support, innovative housing solutions, and ethical, inclusive digital care tailored to local needs. A skilled and supported workforce is critical to this vision. This means that staff need to have the time, capacity, and support to intervene early and build trusted relationships with those they serve. Investment in community-based services can reduce avoidable crises by strengthening connections between health, housing, families, and local support networks. A whole-system approach to reform is required that integrates health and social care, embeds human rights, values the workforce, and enables the flexibility councils need to respond to local circumstances. However, current funding approaches are undermining progress. Short-term, ring-fenced funding limits the ability to plan and invest in long-term preventative solutions. A further challenge is that without additional funding, spend would require to be dis-invested from one area. Improving population health, supporting inclusive economic growth and restoring sustainable public finances will require a decisive shift from crisis response to long-term prevention. Local Government is central to this ambition. Councils and their Leisure Trusts deliver the majority of Scotland’s leisure services and manage key community assets, including sports facilities, parks and active travel spaces, providing vital opportunities for people of all ages and abilities to stay active and connected. However, the sector faces increasing pressure from legislation, rising operational costs and short-term funding. What is needed instead is flexible investment, modernisation of existing legislation, national support for infrastructure renewal, stronger leadership and data, and a renewed focus on inclusion and workforce development. In terms of tracking preventative spend and the delivery of outcomes, an analysis by the Fraser of Allander Institute 206
Page 207
suggests that budgetary information published by the Scottish Government is at too high a level to allow insight. They concluded that “this makes it extremely difficult to identify what is actually being spent on prevention, let alone to assess effectiveness.” They also argue that the organisation of the budget by portfolio does not lend itself to understanding what is spent on prevention. “Portfolio-based budgeting obscures these connections, and…accountability for delivering preventive outcomes often sits apart from those with accountability for the budget levers that can deliver prevention.” We agree with the FAI conclusion that “getting this right matters. Prevention is not just a technical budgeting exercise. It is about reshaping how government understands problems, prioritises action, and invests public resources to improve long-term outcomes for people and communities across Scotland, as well as playing a key role in ensuring fiscal sustainability”. However, there is a risk around how information collated on prevention is utilised, and how that may impact on future financial settlements. Investing public resources to improve long-term outcomes is fundamental, and Local Government services are key levers in this redesign of public service delivery. 9. In which areas should the Scottish Government prioritise its capital spend to best support economic growth? The Scottish Government should focus capital investment in areas that deliver long-term productivity gains, strengthen economic resilience, and leverage private sector investment. Priorities include: • Transport and Connectivity - Investment in strategic transport infrastructure, including rail services, bus networks and the Glasgow Metro programme. - Improved connectivity between cities, towns and importantly rural communities to enhance access to employment opportunities and markets. • Digital Infrastructure - Expansion of high-quality digital connectivity and future-proofed telecommunications infrastructure to support business competitiveness, innovation and flexible working. • Industrial Development - Investment to address the shortage of modern industrial premises across Scotland. - Support for enabling infrastructure, servicing of employment land and development of business and innovation space to facilitate business growth and inward investment. South Lanarkshire Council's industrial property study and similar Glasgow City Region research have identified significant supply constraints and increasing obsolescence within industrial property stock. • Research, Innovation and Advanced Manufacturing 207
Page 208
- Continued investment in research and development facilities, innovation districts, and technology to improve productivity and competitiveness. • Net Zero and Green Infrastructure - Investment in renewable energy, hydrogen technologies, energy networks, electric vehicle infrastructure, decarbonisation projects and energy efficiency programmes. - These investments support job creation, business innovation and Scotland’s transition to a low-carbon economy. • Housing - Increased investment in affordable and sustainable housing development and retrofit programmes to address housing shortages, support labour mobility and stimulate economic activity within the construction sector. 10. How effective are the Scottish Government’s existing financial flexibilities - including borrowing and the Scotland Reserve - in managing fiscal pressures, and what limitations, if any, should be addressed? Acknowledging that the Scotland Reserve is a financial mechanism that allows the Scottish Government to manage its budget by moving funds between financial years, and that it was established to help smooth spending, manage tax volatility, and carry forward underspends from existing budgets, the Scottish Government’s existing flexibilities (including this and borrowing) are used to support infrastructure investment during periods of fiscal pressure. These flexibilities are constrained by strict Fiscal Framework with regards to borrowing and reserve caps. Engagement with UK Treasury to negotiate on the Framework should continue. Leveraging new funding streams to maximise alternative funding should also continue to progress. However, regardless of the approach, we still need to pay for this over the longer term. 11. What role should alternative financing approaches – such as bonds, the mutual investment model, or other mechanisms – play in supporting public investment and strengthening Scotland’s financial resilience? Alternative financing should complement, not replace, traditional public funding. Used carefully, it can help local authorities accelerate investment, diversify funding and improve financial resilience. However, regardless of the approach, we still need to pay for this over the longer term. • Local Authority Bonds – Provide long-term funding for housing, regeneration, net zero and infrastructure projects while diversifying borrowing sources. • Mutual Investment Model (MIM) – Supports investment when capital budgets are constrained, with the public sector retaining a stake in projects and sharing returns. • Institutional and Pension Fund Investment – Can provide stable, long-term funding aligned with infrastructure and local economic development. • Public-Private Partnerships – Can accelerate project delivery and transfer some risks, provided there is strong governance and value-for-money assessment. 208
Page 209
• Community and Place-Based Finance – Supports regeneration, renewable energy and local economic development through community-led investment mechanisms. Overall, alternative financing should form part of a wider capital funding strategy, alongside grants and conventional borrowing, to support infrastructure investment during periods of fiscal pressure. Audit Scotland recognises that alternative financing can help deliver infrastructure when public capital budgets are constrained, but stresses that it is not a substitute for sustainable public funding. Key points include: • Alternative finance can support earlier delivery of infrastructure such as schools, hospitals and regeneration projects. • Private finance is usually more expensive than direct public borrowing and can create significant long-term repayment commitments. • Strong value-for-money assessments, transparency and clear business cases are essential. • Councils need to consider long-term affordability and the impact of repayments on future budgets and services. • The Mutual Investment Model (MIM) may offer improvements over previous models, but its performance should be monitored and evaluated. Overall, alternative financing should be used as a supplementary tool alongside traditional funding. Approaches such as bonds, MIM and pension fund investment can support infrastructure, housing and net-zero projects, provided they offer value for money and remain affordable over the long term. 209
Page 210
Appendix 2 Public Service Reform Committee Pre-Budget Scrutiny 2027-28 Call for Views 1. The Scottish Government aims to deliver on average £0.5 billion in savings through efficiencies per year for the next three years (2026-27 to 2028-29): a) To what extent are these savings achievable, and how will they shape public service delivery? b) What progress is being made towards achieving these efficiencies? c) What are the barriers to achieving greater efficiency and how can these be addressed? a) The Scottish Government’s public sector savings of £0.5 billion per annum is very ambitious especially in the short term. This level of savings is achievable only if reform, digital transformation, procurement reform and service redesign are delivered at pace. As the Scottish Government’s planned efficiencies are highly ambitious, this raises questions about whether they are credible, especially in the shorter term. Many previous efficiencies in local authorities have already been captured, meaning future savings increasingly require structural service reform rather than straightforward cost reductions. Inflation, pay settlements and rising service demand may offset headline savings. Service delivery is likely to become more standardised and digitally enabled. Service delivery may see a reduction on local service capacity and longer waiting times. In addition, there may be increased workforce pressures and reduced organisational resilience. b) Early progress on achieving savings is evident through the Spending Review efficiency plans, workforce controls and reform programmes, but most savings remain to be delivered. c) Key barriers to achieving greater efficiency include organisational fragmentation where there is a lack of joined up working across services, legacy systems, workforce capacity, risk aversion and short-term budgeting. Stronger collaboration across public sector bodies and improved data sharing and investment in change capability are needed to overcome political and public resistance. 2. How should the Scottish Government best present the extent of any realised efficiencies in the annual budget publication, including providing clarity on whether these are expected to be recurring savings? The Scottish Government should move beyond simply reporting a headline efficiency figure and instead adopt a transparent efficiency reporting framework within the annual budget and supporting documents. This would enable Parliament, stakeholders and the public to assess whether reported efficiencies represent genuine productivity improvements, one-off reductions, or recurring savings. Local Government have been required to make efficiency savings for years. 210
Page 211
3. The Fiscal Sustainability Delivery Plan aims to achieve an average reduction of the public sector workforce of 0.5% per year over five years. a) To what extent is this target achievable and how will it shape public service delivery? b) What progress is being made towards achieving this target? a) An annual workforce reduction of 0.5% may be achievable if it is delivered through natural staff turnover, retirements and service reform. However, this will be at a cost to services delivered. The target is supported by: • A large public sector workforce, allowing gradual reductions through natural attrition. • Investment in digital services, automation and shared services. • A focus on reducing back-office roles rather than frontline posts, acknowledging that there is an impact of this. However, challenges include: • Growing demand for health and social care and other services. • Existing recruitment and staffing pressures. • The need for productivity improvements to offset workforce reductions. If successful, the approach could: • Improve efficiency through technology and automation. • Reduce duplication across organisations which takes time. Key risks are: • Increased workloads for remaining staff. • Loss of skills and experience. • Reduced support services affecting frontline delivery. • Digital exclusion for some service users. Overall, the target may be achievable, but only if workforce reductions are accompanied by genuine service reform and productivity gains, rather than simply reducing staff numbers. As outlined elsewhere, Local Government have already been reducing their workforce for years. b) Progress is most evident in the establishment of a policy framework linking workforce reform to wider fiscal sustainability and public service reform objectives. Progress is also being made through reforms designed to support workforce reductions, including: • Expansion of digital service delivery. • Planned greater use of shared corporate services. • Investments through the £30 million Invest-to-Save Fund aimed at improving productivity and reducing future workforce requirements, for example, Scottish Government initiative to share digital evidence across the country’s justice system. 211
Page 212
While the policy direction is clear, publicly available evidence on actual workforce reductions achieved to date remains limited, acknowledging that it is still early in the process. To date, there is little published information on: • Actual headcount reductions achieved. • Workforce reductions by sector. • Productivity gains realised. • The impact on service performance. Progress towards achieving savings targets remains aspirational at this stage with policy direction only being made clear through reforms designed to support workforce reductions, including expansion of digital service delivery, automation of administrative processes, planned greater use of shared corporate services and investments. As a result, no financial benefit has been achieved to date and the level that can be achieved in the short term is questionable. 4. What actions can the Scottish Government take to ensure these workforce reductions are delivered in a managed way which best supports effective government and public service delivery To ensure workforce reductions are delivered in a managed way, the Scottish Government should prioritise workforce planning, retraining, redeployment, digital investment, succession planning and the protection of critical operational roles. 5. The PSR strategy states that it will protect frontline services. To what extent is there sufficient clarity about how frontline roles are defined and how efficiencies in back-office functions can be delivered in a way that minimises impact on the delivery of public services? Greater clarity is needed on what constitutes a frontline role. Savings in corporate functions should focus on shared services, automation and simplification rather than transferring administrative burdens to operational frontline staff. Local Government have been required to make efficiency savings in back-office functions for years. 6. Beyond the financial benefits that the Public Sector Reform (PSR) Strategy aims to achieve, what are the key outcomes that reform should be aiming for? The key outcomes that reform should be aiming for are improved outcomes, earlier prevention, increased productivity, better user experience, reduced inequalities, stronger collaboration, faster decision making and more sustainable public services. These principles align to the aims of the Marmot programme of work being undertaken by South Lanarkshire Council and its partners in Health and in communities. 212
Page 213
7. The PSR Strategy includes 18 different workstreams which aim to remove barriers to reform. One workstream focuses on “simplification”, recognising that “complexity of processes, structures and reporting requirements is a key barrier to effective and efficient service delivery”. “Prevention” is one of three pillars providing structure to the Strategy. a) What should the Scottish Government’s priorities be under its simplification workstream and what level of savings can be achieved through this approach? b) What progress has been made to date with preventative budgeting? c) How should the forthcoming Budget support greater progress towards preventative budgeting across the devolved public sector? Please set out any barriers and how these can be addressed. d) What changes to the Scottish Government's approach to budget- setting are needed to effectively deliver public service reform? a) Priorities under the simplification workstream should include reducing reporting burdens, simplifying grants, consolidating organisations where appropriate, standardising processes and expanding shared services. Savings towards the overall requirement may be achievable through this approach. b) Progress on preventative budgeting remains limited. The collation of information on prevention is ongoing however, there is a risk around how this is utilised, and how that may impact on future financial settlements. c) Future budgets should provide flexible investment, national support for infrastructure renewal and a renewed focus on inclusion and workforce development. Barriers include that without additional funding, spend would require to be dis- invested from one area. d) To effectively deliver public service reform in Scotland, the Scottish Government could implement the following changes in its budget-setting approach: • Integrate public sector pay and workforce planning • Adopt preventative budgeting • Collaborate further with public bodies • Focus on coordinated, holistic services • Address fiscal pressure 8. The Scottish Government included an upfront Invest to Save Fund of around £30 million in the 2025-26 and 2026-27 Scottish Budgets for reform projects that will deliver ongoing savings and support the a) The Fund was established specifically to support projects that produce long-term efficiencies rather than short-term reductions in expenditure. Government statements indicate that funded projects are expected to deliver recurring savings through service redesign, digital transformation and improved productivity. b) Whilst there are good examples of projects being delivered, these need to be transferrable and shared across 213
Page 214
delivery of the PSR strategy. a) To what extent is the Invest to Save Fund delivering projects that achieve ongoing savings? b) How are successful outcomes from this Fund being shared more widely across the public sector? all Council so that they can be replicated across Local Government. 214
Page 215
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: End of Current Council and Preparations for the New Council 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise members of a number of key operational preparations required for the end of this Council and the establishment of the new Council following the Local Government Election on 6 May 2027 request approval for decision-making arrangements in the period leading up to and immediately following the Local Government Election on 6 May 2027 [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the final cycle of meetings in the current Council term, as detailed in the attached appendix to the report, covering the period up to the final meeting of the Council on 10 March 2027, be approved; (2) that, in line with normal practice, with the exception of quasi-judicial matters, the Chief Executive be authorised to deal with any issues during the period from 10 March 2027 until the establishment of the new Council, with a report on the issues dealt with being submitted to the first meeting of the new Council for noting; and (3) that preparations for the new Council, as detailed in sections 5 to 8 of this report, be noted. [1recs] 3. Background 3.1. The Local Government Elections will be held on 6 May 2027. The first meeting of the new Council requires to be held within 21 days of the date of the election. 4. Arrangements to Deal with Council Business in the Period Leading up to the Election 4.1. In previous years in which local government elections have been held, the Council’s committees and forums have ceased to operate for a period of time ahead of the elections. One of the main reasons for raising this issue with Committee at this early stage is to allow Executive Directors to plan the business they need to have considered by members prior to and including the last meeting of the Council. 10 215
Page 216
4.2. It is proposed that the final cycle of meetings concludes week beginning 8 March 2027 prior to the anticipated publication of the Notice of Election the following week, when the pre-election period would commence. This would mean some changes to the normal cycle of meetings. It is proposed that the Executive Committee meets on Wednesday 10 March 2027 at 10.00am followed by a meeting of the full Council at 11.30am (or immediately following Executive Committee, whichever is the later). It is further proposed that the Risk and Audit Scrutiny Committee meets on Tuesday 2 March 2027 at 2.00pm. The proposed final cycle of meetings is attached as an appendix to the report. 4.3. There may be a requirement to hold meetings to deal with specific matters such as planning or licensing issues, hearings or appeals. Appropriate arrangements will be made for any meetings considered necessary. 4.4. In line with the practice previously adopted by the Council, it is proposed that, with the exception of quasi-judicial matters, authority be delegated to the Chief Executive to deal with issues that would normally be subject to committee approval from the last meeting of the Council on 10 March 2027 until the Statutory Meeting of the new Council. A report on the matters dealt with by the Chief Executive will be submitted to the first meeting of the new Council for noting. 5. Preparations for the New Council 5.1. There are a number of other operational issues which require to be progressed in the lead up to the end of this term of the Council including:- a review of procedural documentation and the decision-making process arrangements for members’ induction and training members’ ICT provision (the return of kit for those members not intending to stand for re-election and the ordering of any necessary new kit) the first statutory meeting of the new Council 5.2. A summary of the key tasks is given in sections 6 to 8 below. 6. Review of Supporting Procedural Documentation/Decision-Making Process 6.1. A review of the Council’s procedural documentation will be carried out in advance of the new Council term, which will include a review of the following political management documentation: - Standing Orders on Procedures Scheme of Delegation Terms of Reference for Committees, etc Standing Orders on Contracts Financial Regulations 6.2. While a comprehensive review of the above documentation was undertaken as part of the mid-term review that concluded with reports to the Council in September and November 2024, it is proposed to, once again, consult with officers, the Corporate Management Team, as well as members via the Standards and Procedures Advisory Forum (SPAF). In addition to the procedural management documentation, consultation will be undertaken on whether changes are required to the Role Profiles for Elected Members and Multi Member Ward Protocol. Consultation with officers will be undertaken in August/September 2026 and a meeting arranged of the SPAF in September to consult with members. The outcomes following the consultation will be presented to members at a meeting of the SPAF to be arranged in November 2026. Further meetings of the SPAF will be arranged as required. 216
Page 217
6.3. The revised documents will be presented for approval to the new Council at its Statutory meeting in May 2027 (this meeting has to be held within 21 days following the date of the Local Government Elections). 6.4. It is further proposed that the views of elected members are invited via a survey as part of the end of Council consultation process. The previous end of term survey focused on the following main areas:- Policy, Priorities and Direction Engagement with the Community and the Council’s Partners Decision-making and Delegation Respective Roles of Officers and Elected Members Delivering Services Support for Members ICT Equipment Moving Forward – comments sought on what the Council does particularly well and where it could do better 6.5. It is proposed that the survey is submitted to the SPAF in September 2026 for endorsement and then issued to members, with a deadline date for return in October 2026. The outcomes could be reported to the next meeting of the SPAF which will be scheduled for late November 2026. 7. Member Induction and Training Programme 7.1. A member induction and training programme will be put in place for the new Council. In the initial period, training will be prioritised to cover mandatory/regulatory requirements. Although both the format and method of delivery have still to be agreed as part of the programme, Resources will have the opportunity to provide briefings to elected members which are summarised below. 7.2. In the week following the Local Government Elections (week commencing 10 May 2027), it is proposed that drop-in sessions will be arranged for all members. In the past, those sessions covered: - ‘Welcome and General Overview’ by the Chief Executive Role and Responsibilities as a councillor The Council (how it works – overview of the decision-making process; Council Plan; Performance and Challenges) ‘The First Few Weeks in Office’ ‘Strathclyde Pension Fund’ - information on the scheme given by a representative of SPF 7.3. A number of sessions will be held on The Councillors’ Code of Conduct. It will be mandatory for all members to attend one of those sessions which will be delivered by the Chief Executive, Executive Director (Finance and Corporate Resources) and the Head of Administration and Legal Services. IT training sessions will be planned in the same week as the Code of Conduct sessions. This will cover the use of the smartphone, laptop devices and downloading committee papers. The use of the Council’s AV system, Confero will also be covered prior to the statutory meeting. 217
Page 218
7.4. Further induction training will be programmed to be held prior to the summer recess in 2027 and will include:- Resource briefings The Council Plan 2027 to 2032 Training for Chairs/Deputes Data Protection and Freedom of Information Licensing Board training (by law, this is mandatory for all Board members) Planning and Planning Local Review Body overview (this is expected to be made mandatory for all relevant members) Licensing Committee training Appeals Panel Training Education Appeals Panel Training Recruitment Panel Training Local Government Finance, including Risk and Audit 7.5. It should be highlighted that members will also be given access to the e-learning through the Council’s Fusion learning platform and Improvement Service materials and webinars. 7.6. A further programme of training will be scheduled following the 2027 summer recess and, in liaison with Personnel Services, an individual Training Needs Analysis will be developed for each elected member, at an appropriate time, to inform further training requirements. 8. Members’ ICT Provision 8.1. In accordance with previous years, members will have the option to retain their equipment until the election date. However, arrangements will be put in place to allow any non-returning members who might wish to return their equipment early, in the period from the last scheduled meeting to the date of the election on 6 May 2027, to do so. 8.2. Arrangements will be made to ensure that ICT equipment is rolled out to newly elected councillors in week commencing 10 May 2027. 9. First Statutory Council Meeting 9.1. As previously stated, the first Statutory meeting of the Council must be held within 21 days after the election and at that meeting, the new Council will consider its decision- making structure, committee/decision making timetable and issues relating to committee cycles and recess periods. 10. Employee Implications 10.1. There are additional tasks/duties that required to be managed within the associated timeframe. These will be managed within existing employee resources. 11. Financial Implications 11.1. All costs will be met within existing budgets. 12. Climate Change, Sustainability and Environmental Implications 12.1. There are no climate change, sustainability, or environmental implications in terms of this report. 218
Page 219
13. Risk and Other Implications 13.1. There is a risk that appropriate decision-making arrangements are not in place to deal with Council business both in the lead up to an election and immediately following it and this might reflect on the reputation of the Council. Planning in advance for such a major event helps to mitigate any risk. 14. Integrated Impact Assessment and Consultation Requirements 14.1. There was no requirement to undertake an integrated impact assessment or consultation in relation to the proposals contained within this report. Consultation will be undertaken as part of the processes involved in preparing for the new Council. Jackie Taylor Executive Director (Finance and Corporate Resources) 16 July 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: - Susan Somerville, Administration Manager Ext: 4197 (Tel: 01698 454197) E-mail: susan.somerville@southlanarkshire.gov.uk 219
Page 220
220
Page 221
Appendix 1 Last Cycle of Meetings in Current Council Term Cycle Day of Week Time Committee Week 1 Monday 1/2/27 Tuesday 2/2/27 10.00am 2.00pm Licensing Committee Community and Enterprise Resources Committee Wednesday 3/2/27 10.00am 2.00pm Housing and Technical Resources Committee Cambuslang and Rutherglen Area Committee Week 2 Monday 8/2/27 10.30am PLRB Tuesday 9/2/27 9.30am 10.00am Conference Allocation Committee Planning Committee Wednesday 10/2/27 10.00am 2.00pm Rural Task Force Clydesdale Area Committee Week 3 Monday 15/2/27 1.00pm Joint Consultative Forum Tuesday 16/2/27 10.00am 2.00pm Roads Safety Forum East Kilbride Area Committee Wednesday 17/2/27 10.00am 2.00pm EXECUTIVE COMMITTEE Employee, Equality, Diversity and Inclusion Forum (EEDIF) Week 4 Monday 22/2/27 Tuesday 23/2/27 10.00am 2.00pm Licensing Committee Performance and Review Scrutiny Forum Wednesday 24/2/27 10.00am 2.00pm Climate Change and Sustainability Committee Hamilton Area Committee Thursday 25/2/27 2.00pm Financial Resources Scrutiny Forum Week 5 Monday 1/3/27 Tuesday 2/3/27 10.00am 2.00pm Education Resources Committee Risk and Audit Scrutiny Committee Wednesday 3/3/27 10.00am 2.00pm Social Work Resources Committee Finance and Corporate Resources Committee Week 6 Monday 8/3/27 10.30am PLRB Tuesday 9/3/27 9.30am 10.00am Conference Allocation Committee Planning Committee Wednesday 10/3/27 10.00am 11.30am Executive Committee SOUTH LANARKSHIRE COUNCIL Note: • a meeting of the Licensing Committee scheduled for Tuesday 16 March 2027 at 10.00am will remain • scheduled partnerships and joint boards are not included in the table above • in accordance with usual arrangements, a special meeting of South Lanarkshire Council will be arranged in February 2027 to agree the budget for 2027/2028 10 221
Page 222
222
Page 223
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Land and Property Transfers and Disposals 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Executive Committee of the actions required in respect of land and property transactions 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the land detailed in Appendix A, which will be the subject of negotiated transactions, be declared surplus to Council requirements. [1recs] 3. Background 3.1. Details of land and property, which is potentially suitable for redevelopment or disposal, are circulated to all Resources and Community Planning Partners to establish if they are suitable for alternative operational use. 3.2. Recommendations are made following the consideration of planning, title and other legal constraints. Any assets with competing interests are judged against Council priorities, including the need for capital receipts. 3.3. Transactions outwith the Property Bulletin process, where there is a requirement to reallocate or declare property surplus as part of minor/adjoining sales, or to facilitate a Council project, are not circulated through the Property Bulletin, however the details are included in this report. 3.4. Transactions are only included in the report after successful consultation with the holding Resource(s) and Planning. 4. Non Bulletin Disposals 4.1. Appendix A details negotiated transactions where the land requires to be declared surplus in order that Property Services can conclude negotiations for its disposal to adjoining owners. 4.2. The proposed disposal for the land at Loch Striven, East Kilbride is for inclusion into the existing garden area to regularise the shape and allow for a potential future, small extension, subject to planning. 11 223
Page 224
4.3. The land at Abernethy Park, East Kilbride will be incorporated into the neighbouring property which has been extended (within the curtilage of the existing ownership). This sale will correct an existing encroachment of land and provide privacy for the garden from the elevated, adjacent road. 4.4. The sale of the land to the rear of the property at Strathlachlan Avenue is for an extension to the rear garden and includes a garage/lock up which the owner of the property currently leases from the Council. 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. Capital receipts for both General Services and Housing Revenue Accounts will be secured through the disposals identified in this report. 7. Risk and Other Implications 7.1. There is a low risk that the capital receipts anticipated, as a result of declaring these properties surplus, may not be realised if, for reasons out with the Council’s control, the purchasers choose not to proceed with the transactions. However, the procedures and consultations described in Sections 3 and 8 of this report have been implemented to minimise this risk. 7.2. There are no significant issues in terms of sustainability arising from 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 an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. Consultation was undertaken with Planning, Roads, Legal, and the respective holding resource prior to the inclusion in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 17 July 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent List of Background Papers Plans of the land and property referred to in this report Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gerry McParland, Property Services Manager (Assets and Estates) Ext: 5177 (Tel: 01698 455177) E-mail: gerry.mcparland@southlanarkshire.gov.uk 224
Page 225
APPENDIX A - Land NON BULLETIN DISPOSALS Area Description Holding Account Proposal Value Band 29 sq m 2 Loch Striven, East Kilbride Community & Enterprise Garden Ground 4 183 sq m 1 Abernethy Park, East Kilbride Community & Enterprise Garden Ground/Encroachment 4 70 sq m 18 Strathlachlan Avenue, Carluke Housing (HRA) Garden Ground/Parking 4 Value Bands 1 – over £1 million 2 – £500,000 to £999,999 3 – £100,000 to £499,999 4 – less than £100,000 225
Page 226
226
Page 227
227
Page 228
228
Page 229
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Annual Review of the South Lanarkshire Anti- social Behaviour Strategy 2024 to 2029 1. Purpose of Report 1.1. The purpose of the report is to:- provide Executive Committee with an update on the progress made during 2025/2026 against delivering the agreed outcomes in the Anti-social Behaviour Strategy 2024 to 2029 [purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress in delivering the agreed Anti-social Behaviour Strategy 2024 to 2029 actions and measures be noted; and (2) to note that the outcomes of the review would be reported to the Safer South Lanarkshire Board on 7 September 2026 for noting. 3. Background 3.1. The Anti-social Behaviour etc. (Scotland) Act 2004 requires local authorities to prepare, publish, and review a strategy for dealing with anti-social behaviour within the local authority area, in conjunction with Police Scotland. 3.2. The South Lanarkshire Anti-social Behaviour Strategy 2024 to 2029 was approved by Executive Committee on 20 March 2024 and implemented from 1 April 2024. 3.3. The Strategy covers a five-year period with the second annual review outlining progress achieved during 2025/2026. The first annual review was presented to Executive Committee on 24 September 2025. 3.4. The Strategy is constructed around six strategic objectives with a series of indicators (actions or measures) contained within each to be delivered by the Council and its partners. These are:- People behave responsibly in their attitude to alcohol and are educated in relation to the impact of drugs People behave responsibly in relation to fire safety The impact of domestic noise is reduced Illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities 12 229
Page 230
Levels of disorder are reduced, including graffiti and vandalism, improving safety within communities Partners engage with residents to promote and improve the availability of and access to services for those affected by anti-social behaviour 3.5. The Anti-social Behaviour Strategy Implementation Group (ASBIG) is responsible for overseeing the ongoing implementation and monitoring of the Strategy. This partnership group considers progress against outcomes achieved and the effective reporting of progress through the Safer South Lanarkshire Board and wider community planning structures. 3.6. In addition, the ASBIG is responsible for identifying issues to be reflected in the annual review of the Strategy, including any additions to or removals or from the action plan. 4. Context and Wider Policy Changes 4.1. A small number of changes in the policy context relating to anti-social behaviour have taken place nationally since the Strategy was approved in March 2024, including: The Scottish Government commissioned Safer Communities Scotland to conduct a nationwide review of anti-social behaviour strategies across 32 local authorities. The review was published in November 2025 and highlighted a range of positive approaches to partnership working, integration, and innovation, with strategic and partnership working in South Lanarkshire included as an example of good practice. The review also noted a range of persistent and shared challenges including outdated legislation, resource constraints, information sharing, and responding to complex cases. Plans for implementation of recommendations continue to be developed in line with the existing Verity House Funding Agreement The Scottish Government has commenced a review of anti-social behaviour legislation to identify where updates may be required to assist local authorities and Police Scotland in tackling new or emerging issues. Community Safety partners in South Lanarkshire will participate in the review as required, including the stakeholder consultation expected during 2026/2027. 5. Anti-social Behaviour Strategy Annual Review 5.1. The Anti-social Behaviour Strategy 2024 to 2029 is structured around six strategic outcomes. There are 36 indicators against which the Council monitors progress, made up of 22 actions and 14 measures. In line with wider reporting arrangements across the Council, these indicators can be categorised into ‘green’, ‘amber’, or ‘red’ depending on the progress made against them. Actions can also be recorded as ‘completed’ where appropriate, or ‘to be reported later’ if they are planned for delivery in a future year of the strategy. 5.2. At the end of 2025/2026, 94% of indicators were in line with projected targets, up from 91% in 2024/2025. Table 1 outlines the 2025/2026 categorisation of the 36 indicators. 230
Page 231
Table 1: Overview of actions and measures Blue Green Amber Red To be reported later Total 0 34 2 0 0 36 Table 1: Categorisation of ASB Strategy actions and measures 2025/26 5.3. Key highlights across the six strategic outcomes achieved during 2025/2026, including those in relation to actions or measures categorised as ‘green’ in the review are provided below:- Strategic Outcome 1 – People behave responsibly in their attitude to alcohol and the impact of drug misuse is reduced The ‘It’ll Cost You!’ campaign was run by Police Scotland and partners, including Housing Services, between June and August 2025 to raise awareness of the damaging effects and criminal nature of buying alcohol for under 18s. The campaign was supported by 43 licensed premises in South Lanarkshire, and no one was charged with illegally buying alcohol for underage youths. This maintains the good progress made in 2024/2025 when 46 premises promoted the campaign with one person being charged The Council’s Joint Problem Solving Unit continues to build on its positive approach to partnership working to help minimise the impact of drug and alcohol misuse. During the year this has included an Anti-social Investigation Officer becoming a member of the Alcohol and Drug Partnership Working Group, as well as increasing promotion of support available by including details in letters issued to perpetrators of anti-social behaviour and circulating the Positive Pathways booklet to staff and customers During 2025/2026, the Lanarkshire Police Licensing Department (LPLD) delivered guidance and support to licensed premises through the Pubwatch scheme, with a particular focus on women’s safety, domestic abuse, and drink spiking. Additionally, they delivered 10 bystander training events to licensed premises to help reduce anti-social behaviour and create a safer environment for staff and customers The Cambuslang and Rutherglen Community Policing Team established a Community Alcohol Partnership (CAP) with the aim of working with partners to reduce the threat of alcohol misuse and drug use among young people and promote healthier lifestyles and safer communities. The CAP works with youth groups in safe community spaces, encouraging constructive peer engagement while providing informal alcohol education School Liaison and Prevention Officers from Police Scotland delivered workshops and presentations to 1,715 young people in schools across South Lanarkshire on the dangers, risks, and possible consequences around drug consumption. 231
Page 232
Strategic Outcome 2 – People behave responsibly in relation to fire safety The Scottish Fire and Rescue Service (SFRS) responded to 440 deliberate secondary refuse fires during 2025/2026, which represents a decrease of 13% from the baseline (2022/2023) for the Strategy 80 fire related education programmes reaching approximately 2,500 children were delivered by Scottish Fire and Rescue Service in schools across South Lanarkshire, including primary and secondary schools in Larkhall, East Kilbride, Blantyre, and Biggar. These are complemented throughout the year by thematic and seasonal, including in the run up to Bonfire Night, contributing to no notable incidents or acts of violence being recorded during the bonfire period in 2025 There were five tailored Fire Reach Courses delivered to 36 young people by the SFRS, including people who are known to have been involved in unsafe behaviour around fire. These courses outline the impact of anti-social behaviour on others, potential consequences of hoax calls, costs to the service and impact on future life and career choices for young people An information leaflet on the safe storage of flammable items such as electric bikes was developed by SFRS and widely circulated by the Council’s Housing Services and Police Scotland in locations where they are known to be stored in common escape routes from domestic buildings. An article was also published in the council’s summer edition of Housing News, shared with over 26,000 tenants, providing advice on the storage of equipment such as mobility scooters, vapes and laptops which have Lithium-ion batteries with additional safety tips from the Scottish Fire and Rescue Service Strategic Outcome 3 – The impact of domestic noise is reduced During 2025/2026 the Council received 2,476 noise complaints, with 948 incidents requiring a visit by officers to assess noise levels. While there has been a slight increase in the number of reports compared to 2024/2025, the number of complaints remains 10% lower than the strategic baseline (2022/2023), with the number of incidents requiring attendance by an officer remaining 16% lower The Council’s Housing Services promoted mediation where there are issues of domestic noise, which can be useful in uncovering unintentional noise in situations where people have not realised the impact on neighbours. During 2025/2026 the Environmental Health Noise Team made 74 referrals for mediation, leading to the agreement of mutually agreeable improvements for residents, particularly in relation to domestic living noise in four in a block and flatted properties The Council’s Environmental Health Noise Team continues to work with partners within the locality-based Community Safety Hubs to ensure early intervention where partners highlight any domestic noise issues 232
Page 233
Strategic Outcome 4: Illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities Environmental Health Services made use of additional short-term resources in 2025/2026 to recruit staff to support a stronger, enforcement-based approach to fly-tipping across the council area. This has contributed to a 3% reduction in the number of recorded fly-tipping incidents compared to the baseline for the strategy (reducing from 2,994 to 2,903) and an increase in referrals for potential criminal charges to the Crown Office and Procurator Fiscal Service from 1 in 2024/2025 to 17 in 2025/2026 Grounds Services continued to work alongside Housing Services across each division to identify issues within bin stores at flatted properties. This includes trialing possible solutions such as introducing additional bin areas and improving access to communal bin storage areas to encourage people to return bins when emptied and reduce the number left out on the street. Transparent sided bins have also been trialled in a number of different areas for flatted properties. These have been found to decrease contamination and encourage residents to be more responsible with their waste. Targeted patrols continue to take place throughout South Lanarkshire in areas where there are high numbers of complaints about litter and/or dog fouling, such as public parks and town centers/retail parks. This has contributed to five Fixed Penalty Notices for dog fouling being issued during 2025/2026 compared to zero in 2024/2025 Strategic Outcome 5: Levels of disorder are reduced, improving safety within communities Police Scotland recorded 3,347 anti-social behaviour offences during 2025/2026. Whilst this remains 11% below the baseline for the strategy of 3,462, it is an increase of 17% from 2024/2025. Police Scotland state the main factors contributing to the rise include an increase in threatening and abusive behaviour, racially aggravated crimes, licensing offences, and drinking in public. To tackle the increase, Police Scotland have put in place high visibility patrols in hotspot areas, delivered licensed premise visits, and ensure daily scrutiny of all hate crimes, most of which are against Police Officers, to ensure all necessary resources are allocated to investigations. Data will continue to be monitored to identify whether this is a short-term increase or the beginning of a longer-term trend During 2025/2026, the number of vandalism incidents reported to Police Scotland remained static at 1,228 but were 27% lower than the baseline figure of 1,681. To maintain this reduction, Police Scotland and the Council’s Joint Problem Solving Unit continue to work in partnership to identify emerging trends and hotspot areas where vandalism takes place. Analytical work can help narrow down dates, times and common locations of offences, allowing Police Scotland to deliver targeted, visible patrols, supported by the council’s Community Wardens who play an important role in supporting the community while promoting public safety. The council’s graffiti removal team respond quickly where it has been identified, removing offensive graffiti within 24 hours 233
Page 234
A range of diversionary activities were delivered during the year to tackle disorder including:- ➢ Supporting young people to achieve a Duke of Edinburgh award which contributes to the development of self-esteem and confidence, leading people onto other positive activities. As an early intervention route, the Duke of Edinburgh Award offers structured goals and positive role models that support young people towards constructive personal growth and opportunities to build connections within their community. ➢ Delivering drug and alcohol workshops through Universal Connections to support young people live healthy Iifestyles. The trusted relationships between Youth, Family and Community Service staff and young people play an important role in facilitating honest engagement and finding the right engagement opportunities. ➢ Rolling out Pathfinder programmes to all South Lanarkshire secondary schools, with a Youth Family and Community Service Pathfinder member of staff in all 17 mainstream secondary schools by the start of the academic term in 2026. The approach acts as a bridge between home and school through building relationships built on trust, openness and partnership. This contributes to improving confidence and self-esteem, which supports young people to recognise factors impacting on their lives and improve self- management of negative peer influences. Strategic Outcome 6: Partners engage with residents to promote and improve the availability of and access to services for those affected by anti-social behaviour Victim Support Scotland (VSS) has continued to work closely with partners to increase awareness of the support available to victims of anti-social behaviour across South Lanarkshire. During 2025/2026 they received 144 referrals from South Lanarkshire Council in relation to court and community support, up from the baseline figure (2022/2023) of 81 referrals and 138 referrals in 2024/2025. Housing Services continue to work with the Council’s Corporate Communications to co-ordinate an annual programme of information on the impact that anti-social behaviour has on local communities and the range of services available from across the Council and its partners to offer support. Monthly articles are posted on the council’s social media or published in the South Lanarkshire View reflecting priorities for that time of the year. 5.4. Two ‘amber’ measures were partially achieved with minor slippage:- While the number of reported crimes of wilful fire raising dropped from 165 in 2024/2025 to 154 in 2025/2026, they remain marginally higher than the baseline (2022/2023) of 153. Scottish Fire and Rescue Service continue to focus on reducing instances of deliberate fire setting through partnership working and delivering anti-social behaviour presentations to young people across South Lanarkshire 234
Page 235
The number of referrals made to the Housing Services’ Mediation Service for community mediation decreased from the baseline figure of 418 to 362 in 2025/2026, with 55 of these referrals coming for young people at risk of homelessness. Despite the slight reduction in referrals, the mediation service continues to deliver high success rates, with 96% of cases requiring no further contact with Council services 5.5. No indicators were assessed as having major slippage (‘red’) through the review during 2025/26. 6. Proposed Revisions to the Strategy 6.1. As well as providing an opportunity to assess and report on progress, the annual review process allows for a general re-examination of the Anti-social Behaviour Strategy 2024 to 2029 by partners to ensure that the strategic objectives, actions and measures remain appropriate, relevant and measurable. 6.2. Following the completion of the review, there are no proposed revisions to the performance framework were identified at this stage, with all objectives and indicators remaining relevant. 7. Next Steps 7.1. Subject to approval from Executive Committee, the annual review will also be presented to the Safer South Lanarkshire Board on 7 September 2026 for noting. 7.2. The Council will continue to work strategically with Police Scotland and a range of community safety partners to tackle anti-social behaviour through ASBIG and other forums across South Lanarkshire throughout 2026/2027. 7.3. The third annual review, covering progress and activity within 2026/2027 will be presented to Executive Committee in autumn 2027. 8. Employee Implications 8.1 There are no employee implications as a result of this report. 9. Financial Implications 9.1 There are no financial implications as a result of this report. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no climate change, sustainability, or environmental implications as a result of this report. 10.2. The Strategic Environmental Assessment (SEA) pre-screening determination reached during the development of the strategy concluded that a full SEA was not required. 11. Risk and Other Implications 11.1. There are no other implications as a result of this report. 11.2. Undertaking an annual review of the Anti-social Behaviour Strategy is a statutory requirement. 12. Integrated Impact Assessment and Consultation Requirements 12.1. Whilst the Anti-social Behaviour Strategy 2024 to 2029 was introduced prior to the implementation of Integrated Impact Assessments, both an Equality Impact 235
Page 236
Assessment and a Fairer Scotland Duty assessment were conducted. These documents are available on request from Housing Services. 12.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 14 July 2026 Links 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 Previous References Executive Committee Report ‘Anti-social Behaviour Strategy 2024 to 2029’, 20 March 2024. Executive Committee Report ‘Anti-social Behaviour Strategy Annual Review 2024/2025’, 24 September 2025 List of Background Papers South Lanarkshire Anti-social Behaviour Strategy 2024 to 2029 Contact for Further Information If you would like further information, please contact: - Claire Frew, Strategy and Policy Co-ordinator, Housing and Technical Resources E-mail: claire.frew@southlanarkshire.gov.uk 236
Page 237
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Cost of Living Support 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Executive Committee with an update on the welfare support that has been provided to households in South Lanarkshire by a range of Council services and organisations to 31 March 2026 2. Recommendation(s) 2.1. The Executive Committee are asked to note the following recommendation(s):- ] (1) that the support provided by a range of services and organisations in helping households manage the effects of the cost-of-living crisis be noted. 1ecs] 3. Background 3.1. The cost of living continues to present significant financial pressures for many households. The conflict in the Middle East has put sustained pressure on oil prices, that in turn has impacted the price of many commodities notably fuel, energy and heating oil. Inflation was 2.6% for the 12 months to June 2026. The Bank of England base rate is currently 3.75%, with the Bank noting they need to make sure higher energy costs do not lead to sustained higher inflation. 3.2. The report focuses on how a range of Council services (Money Matters Advice Services, Benefits and Revenues, Housing, Social Work and Education), Foodbanks, Citizens Advice Bureaus, Social Security Scotland and NHS Lanarkshire provided vital welfare support to many households in South Lanarkshire during 2025/2026. 4. Cost of Living Support 4.1 Money Matters Advice Service 4.1.1. During 2025/2026, the Money Matters Advice Service (MMAS) continued to support residents across South Lanarkshire to maximise income, provide emergency assistance and address issues relating to over-indebtedness. 4.1.2. By 31 March 2026, the Service had supported 12,723 unique clients in relation to 31,803 issues. This included 11,769 residents who contacted the Service during 2025/2026, together with clients whose cases had been carried forward from 2024/2025. The final financial gains achieved during the reporting period are set out overleaf:- 13 237
Page 238
Type of Gain 2025/2026 Total welfare/benefit financial gain £24.89m Total debt write-off £2.58m Total Financial Gain £27.47m 4.1.3. The Community Wellbeing Team made the following referrals for energy top-up vouchers and food bank vouchers during the reporting period:- Type of Referral 2025/2026 Energy Top Up Voucher Referrals 2,682 Foodbank Referrals 1,855 4.1.4. Importantly, 97% of all clients receiving food bank and fuel bank referrals received support on the same day that they contacted the Service. 4.1.5. MMAS continues to work with a range of fuel bank voucher providers, including the Fuel Bank Foundation and Scottish Power. During 2025/2026, the Service also had access to a modest allocation of vouchers funded through SGN, which could be issued directly by MMAS. 4.1.6. Additional support provided by the Community Wellbeing Team to residents experiencing food and fuel crisis was available through the Cash First Scheme, delivered in partnership with local Citizens Advice Bureaux. The scheme provided £50 vouchers and was launched in October 2023 using Scottish Government Local Authority Covid Economic Recovery funding. The project concluded in September 2025. 4.1.7. A total of 99% of eligible applicants received their cash voucher on the same day that they applied. Overall, 8,763 vouchers were issued and redeemed over the duration of the Scheme, representing a combined financial value of £438,150. This substantial level of support demonstrates the scale and impact of the project in helping to address immediate food and fuel insecurity across South Lanarkshire. 4.1.8. In addition, referrals were made to specialist Welfare Rights, Money Advice, or Energy Advice services, ensuring clients received comprehensive support beyond their immediate crisis needs. 4.1.9. MMAS continues to work with SGN, a British gas distribution company and was awarded £0.070 for 24 months, to employ an additional temporary Energy Adviser until March 2028. This is to provide a variety of support including provision of energy advice. 4.1.10 MMAS continues to work collaboratively with a range of other internal and external partners to enhance support for South Lanarkshire residents. This includes joint initiatives with Employability Services to improve financial stability and sustain employment; partnership working with Macmillan Cancer Support to provide specialist welfare rights advice to individuals affected by cancer; and close collaboration with NHS Lanarkshire to support NHS teams and patients experiencing financial hardship because of ill health and the cost-of-living crisis. These partnerships ensure a coordinated approach to advice provision, improve access to specialist support, and maximise the overall impact of the service. 238
Page 239
4.2. Benefits and Revenues Service 4.2.1. Support for households who have fallen into arrears or are experiencing difficulty with payment of Council Tax, continues to centre on the award of Council Tax Reduction (CTR). There are currently 30,189 active claims for CTR in South Lanarkshire. The actual value of awards for 2025/2026 was £24.976m and the projected value of awards for 2026/2027 is £26.719m; 7% higher than last year. 4.2.2. There continues to be significant demand for grants from the Scottish Welfare Fund (SWF). Applications received up to 31 March 2026 were 0.8% more than the same time last year. The award rate up to 31 March 2026 was 60%, up 4% on the same time the previous year. Grants to a value of £2.726m were awarded up to 31 March 2026. 4.2.3. To 31 March 2026, the service made payments to low-income households of £3.702m covering School Clothing Grants (£2.181m) and Free School Meal (FSM) payments for holidays (£1.521m). 4.3. Housing Support for Tenants 4.3.1. Housing Services continues to support all Council tenants with rent arrears, this can include providing financial assistance through the successful Tenancy Sustainment Fund, which aims to sustain tenancies and prevent homelessness. During the last financial year, this fund has helped 489 individual households, including 207 children, with awards totalling £0.3m. The Service also continues to promote supports available to tenants through the council’s social media platforms and in the Housing news. 4.3.2. The Council declared a housing emergency in 2024 due to sustained pressure on housing and homeless services, driven by increasing demand for homelessness assistance, including temporary accommodation, alongside a reduction in available housing options. These pressures have been compounded by cost-of-living increases and a contraction in the private rented sector. While the position has since stabilised to some extent, with a slight reduction in homelessness presentations, levels remain above pre-pandemic trends. The cumulative pressure on the system continues to have a lasting impact, particularly on the time taken to resolve homelessness and pressure on temporary and permanent housing. 4.3.3. The Department for Work and Pensions (DWP) Managed Migration Programme (Move to Universal Credit (UC)) is nearing completion with the majority of housing benefit and Employment and Support Allowance (ESA) claimants now migrated. Housing Services will continue to work with and support tenants to help them make a successful claim for UC and manage their rent payments to reduce this impact. 4.3.4. Households at risk of or experiencing homelessness remain vulnerable to financial insecurity and hardship, particularly in the current economic climate. To address these challenges, housing options advice is provided at an early stage to support homelessness prevention, with targeted support offered to those with an assessed need. This support is tailored to individual circumstances, helping households secure and sustain permanent accommodation and reduce the risk of repeat homelessness. 4.4. Care Experienced Young People 4.4.1. In 2025, funding of £0.040m was used to reach and support more than 200 young people. The funding allowed continuation of the targeted winter support provided in previous years. 239
Page 240
4.4.2. As before, the criteria and distribution approach were reviewed to ensure support reached the following groups. Winter Support Delivered Funding enabled a range of practical and meaningful supports throughout the winter period, including:- enhancement of the food larder in the Continuing Care Hub from November to March crisis support for young people returning from custody or external placements provision of warm clothing through vouchers and supported shopping increased sessions for The Champions and other care-experienced young people throughout winter 4.5. School Meal Debt 4.5.1. Grant funding to support councils in the write off of school meal debt was received in 2024/2025 and to date has been used to write off over £0.200m of school meal debt in line with the guidance. This relates to school meal debt for 4,147 children. Work continues to support families in hardship and the introduction of school meals for eligible children who are in receipt of Scottish Child Payment provides further support to families. 4.5.2. Education Resources and Facilities Services review school meal debt on a quarterly basis and provision is made for further write off for families in financial hardship should this be required. The Council continues to provide a school meal for all children who require one, even if they are unable to pay on the day. 4.6. Schools Support 4.6.1. Education Resources remain dedicated to the principles of the South Lanarkshire Council Cost of the School Day (CoSD) guidance. As part of ongoing work to support CoSD and deliver on our Strategic Equity Fund stretch aim for all schools to have a CoSD policy in place, 20 schools were identified as having the strongest written policies for implementation in their context during session 2025/2026. 4.6.2. This included 18 primary schools and 2 secondary schools. Several of the primary schools also incorporated nursery classes. Analysis work was carried out with 20 schools participating in individual follow up meetings. 4.6.3. The purpose of the follow up meetings was to gather evidence of progress made in implementation the school’s plan. 4.6.4. Upon conclusion of the meetings the overarching aim is to collate approaches/challenges and successes in reducing stigma and poverty-related barriers to learning and produce a guidance document exemplifying effective approaches to reducing the CoSD early in the 2026/2027 term. 4.6.5. Schools involved have been extremely positive so far about this collective approach. Consideration will be given as to how to continue to support our work on CoSD in a more sustainable way with potentially some of the lead school reps taking on a leadership role in ensuring further discussions take place in clusters/locality meetings during the remainder of this term and throughout 2026/2027. 4.8. Food Aid 4.8.1. There were seven food banks that made a return as part of the annual reporting for year 2025/2026, down from the eight that reported in 2024/2025. The 2025/2026 figures exclude Share Alike food bank which closed during the year. 240
Page 241
4.8.2. Across the seven food banks 29,822 households were either referred to or attended for assistance during 1 April 2025 and 31 March 2026. The table below breaks down this information to the locality level where possible:- Households referred on to or accessing Foodbanks 2024/2025 and 2025/2026 Area/Locality 1st April 2024 and 31st March 2025 1st April 2025 and 31st March 2026 Change Clydesdale 2,589 2,592 +0.1% Rutherglen/ Cambuslang 7,477 7,427 -0.7% Hamilton, Larkhall 4,791 3,817 -20.3% East Kilbride 15,511 15,986 +3.1% Total 30,368 29,822 -1.8% 4.8.3. While the household figures have reported a decrease, the foodbanks also provide information on the number of people fed through emergency food parcels which is reporting an increase, indicating more households with children in them have been accessing food bank support. 4.8.4. In total 57,305 people in South Lanarkshire were fed though emergency food parcels during 1 April 2025 to 31 March 2026, an 11% increase compared to the 51,655 people receiving parcels in 2024/2025. 4.8.5. Overall, 37,340 adults were fed through emergency food parcels between 1 April 2025 and 31 March 2026, an 8.9% increase compared to the 34,276 reported in 2024/2025. It is worth noting that at the end of March 2025, this figure had reduced in comparison with the previous year by 4% and is now on the rise again. 4.8.6. The number of children being fed though emergency food parcels between 1 April 2025 and 31st March 2026 was 19,965, a 14.9% increase compared to 17,379 children receiving parcels in 2024/2025. 4.8.7. Across all households accessing food banks in South Lanarkshire during the period 1 April 2025 and 31 March 2026, 54% of them attended the food banks in East Kilbride. This represented an increase in the locality share compared to the same time period last year. One of the reasons for the higher percentage of people and households accessing the food banks in East Kilbride is that the access policy of the East Kilbride foodbanks does not operate a referral system that restricts the number of times a user can access. 4.8.8. There were 71 organisations and public service providers across South Lanarkshire that referred people onto the four local foodbanks that use a referral system during 2025/2026. 4.8.9. Financial support was provided by the Council to the foodbanks following agreement by the Council’s Executive Committee in February 2026. Payments totalling £0.040m were made in 2025/2026 utilising an underspend in the Areas Grants budget from 2024/2025. 241
Page 242
4.8.10. South Lanarkshire’s foodbanks continue to look at alternatives to emergency food parcels through utilising cash first approaches to meet demand, with 586 retail vouchers issued to clients to buy fresh food and vegetables between 1 April 2025 and 31 March 2026, a drop of 48% on the 1,116 vouchers distributed by the food banks in 2024/2025. 4.8.11. Help to clients with issues such as fuel/energy poverty also continued to be provided by the local food banks with 931 fuel/energy vouchers dispensed between 1 April 2025 and 31 March 2026, a drop of 17% compared to the 1,116 vouchers issued during 2024/2025. 4.9. Citizens Advice Bureaux 4.9.1. Benefits remain the top area of advice, with debt, energy and finance support the second and third biggest areas of advice respectively, with clients struggling to afford energy debt and ongoing their liability making up the majority of enquiries. 4.9.2. The value of benefits awarded for the 12 months to 31 March 2026 totalled £7.235m with £1.370m of debt written off for clients. Across South Lanarkshire Citizens Advice Bureaux there has been another significant increase in demand for both benefit and debt advice. 4.9.3. The Citizens Advice Bureaux have sustained the increase to the outreach advice and have continued to provide accessible advice services, which is available in local, community venues. This ensures the Citizens Advice Bureaux reach the most vulnerable who would historically not access our main offices. 4.9.4. Citizens Advice Bureaux and MMAS continue to work in close partnership, complementing each other's strengths to ensure that residents receive timely access to advice and support. Both services work collaboratively to support Community Hubs, make cross-referrals where appropriate, and ensure clients are directed to the organisation best placed to meet their needs. 4.9.5. This flexible partnership ensures that the strengths and capacity of both organisations are utilised effectively, improving resilience across the advice sector and helping residents access the right support at the right time. 4.10. Social Security Scotland 4.10.1. Social Security Scotland is now delivering 15 different benefits. The range of benefits provide support for families, unpaid carers, disabled people, young people and support for warmer homes. 4.10.2. Anyone applying for Scottish benefits can access direct support from the Local Delivery team. The service is now fully operational in all 32 Scottish local authorities, and support is being delivered to clients in various ways; home visits, outreach venues within the local area and by phone or video. 4.10.3. The Local Delivery team provides person-to-person support from trained staff. The team has a base in Brandon Gate, Hamilton. Client Support Advisers work from outreach venues, client’s homes and a blend of office/home working. Current outreach venues are in Hamilton, Larkhall, East Kilbride, Cambuslang and Lanark. 242
Page 243
4.10.4. Social Security Scotland provides a range of data in relation to the benefits paid to South Lanarkshire on its website. Since being introduced, 12,260 applications for Adult Disability Payment have been approved. In total £420.0m has been paid (up to 31 January 2026). At 31 December 2025, 19,395 children in South Lanarkshire are benefitting from Scottish Child Payment. A total of £90.1m has been paid. To 31 March 2026 there has been 4,730 authorised new applications for Child Disability Payment. A total of £122.0m has been paid. At 31 January 2026 there has been 1,560 authorised new applications for Pension Age Disability Payment. A total of £24.9m has been paid. Further statistics can be found on the Social Security Scotland website. 4.11. NHS 4.11.1 Midwives, Health Visitors and Family Nurses work with families to help identify any money worries and make referrals to Money Matters Advice Services. In the period April 2025 to March 2026, there were 188 referrals from these key staff groups, leading to a client financial gain of £0.023m. When including all NHS-linked referrals, including those from Primary and Secondary care, the total number rises to 1,013 referrals and a total financial gain of £0.403m. 4.11.2. From April 2025 to March 2026, 32 South Lanarkshire families received support from the Family Support and Financial Inclusion - Royal Hospital for Children initiative with a total financial gain of £0.105m. In addition, families were supported with housing and non-housing debt management to the amount of £0.078m. 5. Outlook 5.1. Council services and organisations have provided an extensive range of support to households during 2025/2026. However, the cost of living remains high with prices continuing to increase and energy costs forming a significant proportion of household’s costs. The impact of the war in the Middle East on the prices of everyday essentials will negatively affect household finances well into 2026/2027. 5.2. The Council and organisations will continue to provide support to households from the wide range of services and budgets available. 5.3. In 2026, a neurodiversity project has been launched with support from the Scottish Government Child Poverty Accelerator Fund. The project aims to increase early and successful take-up of Child Disability Payment (CDP) and related benefits for families whose children have Autism, Aspergers or other neurodivergent conditions. It aims to generate new evidence, improve access, and establish a model of specialist support designed around the needs of neurodivergent children and their carers. The fund has provided £0.046m for the MMAS to meet the costs of an advisor for one year. 6. Employee Implications 6.1. There are no employee implications from the report with employees from many different services engaged in providing cost of living support to residents. 7. Financial Implications 7.1. There are no financial implications from the report, with the cost of support met from existing budgets. 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. 243
Page 244
9. Risk and Other Implications 9.1. While a broad range of support was provided throughout 2025/2026 with a significant level of financial resources, the actions outlined in the report are not expected to be sufficient to fully mitigate the worst effects of the cost-of-living crisis experienced by many households in South Lanarkshire. This reflects the scale and depth of the crisis and the need for significant input from other sectors such as governments and the energy sector. 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) 23 July 2026 Link(s) to Councils Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee – 3 December 2025 List of Background Papers None Contact for Further Information If you would like further information, please contact:- Craig Fergusson, Head of Finance (Transactions), Finance and Corporate Resources Tel: 01698 454951 Email: craig.fergusson@southlanarkshire.gov.uk 244
Page 245
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Council Complaints Report: SPSO Annual Overview 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- provide a report on the performance of the Council’s handling of complaints received during the period 1 April 2025 to 31 March 2026 provide customer feedback on complaint handling (Appendix 2) 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that complaints performance and areas highlighted for improvement be noted. [1recs] 3. Background 3.1. The Council is required to monitor and assess complaints handling performance to provide assurance in relation to how it has performed, to facilitate continuous improvement, and to assist in benchmarking performance between local authorities. The performance indicators for the Scottish Public Sector Ombudsman (SPSO) model complaints handling procedure (MCHP) are the minimum requirements for a local authority to self-assess and report on performance, and to undertake benchmarking activities. 3.2. Compliance with the MCHP is monitored by the SPSO on an annual and quarterly basis. 4. Overview 4.1. Quarterly Council complaints reports are produced, and an annual report is shared with the elected members. The Council continues to work to improve its performance and learn from complaints to improve its services. 4.2. The SPSO performance indicators which the Council is required to report against are: Indicator 1 - complaints received per 1,000 of population Indicator 2 - % of closed complaints at each stage Indicator 3 - average time in working days to respond to complaints at each stage Indicator 4 - % of complaints upheld, not upheld, and resolved 14 245
Page 246
5. Indicator Performance 5.1. The latest 2022 Census information released in September 2023 estimates the population of South Lanarkshire to be 327,200. Between 1 April 2025 and 31 March 2026, the Council received 1,719 complaints. This is equal to 5 complaints per 1,000 people. In 2024/25, the Scottish local authority average was 12 complaints per 1,000 people. 5.2. Table 1 shows complaints received between 1 April 2025 and 31 March 2026. This data relates to complaints received, not complaint outcomes. Over the last three years, the data shows: 2023/24 and 2024/25: a 17% rise in complaints received 2024/25 and 2025/26: a 32% rise in complaints received Table 1: total *number of complaints received – 1 April 2025 to 31 March 2026 Resource Year 2023/24 Year 2024/25 Year 2025/26 % Change in last year Community and Enterprise 320 442 626 42% (184) Education 269 253 397 57% (144) Finance and Corporate 110 122 132 8% (10) Housing and Technical 174 198 303 53% (105) Social Work 239 283 261 -8% (-22) Total 1112 1298 1719 32% (421) *Figures for the total number of complaints received do not include complaints that were categorised as withdrawn or created in error, which totalled 24 for 2025/26. 5.3. Published annual SPSO statistical data, showed complaints received by SPSO covering the breadth of the public sector in Scotland, saw a rise from 5,021 complaints received in 2024/25 to 6,588 in 2025/56, a 31% increase. This trend is also reflected in the Council complaints received which has increased in 2025/26 as detailed in Table 1. Discussions at Society Personnel and Development Scotland indicate that complaints numbers are rising across all local authorities. 5.4. The increases in complaints were across four resources, as detailed in the table above, with Social Work having a decrease in complaints. Data showed distinct drivers within each Resource, rather than one overall pattern organisation wide. 5.5. Data from Resources shows that improved reporting routes, more consistent recording and stronger quality assurance have increased the visibility of complaints that may previously have been managed informally. Wider access to the complaints process, a stronger focus on transparency and service user voice, and changes to data capture, including child involvement, have also contributed to higher reported numbers. 246
Page 247
There is also evidence of increased repeat and escalated complaints, alongside a notable impact from AI-enabled submissions which can amplify both volume and complexity. More detailed AI-enabled complaints require additional investigation, greater coordination across service areas and are likely to take longer to resolve, increasing the likelihood that customers remain dissatisfied and request escalation to Stage 2. This is reflected in the rise in complaints escalated from Stage 1 to Stage 2, which increased from 174 in 2024/25 to 262 in 2025/26. 5.6. The SPSO Complaints Handling Procedure states that Stage 1 complaints are responded to within 5 working days, and Stage 2 within 20 working days. The average time in working days to respond to complaints (SPSO indicator 3), are detailed by Resource at Appendix 1, table 5. For the period 2025/2026, the average number of days to respond at Stage 1 is 4 working days and Stage 2 is 13 working days. 5.7. Appendix 1, Table 4 shows that Social Work dealt with Stage 1 complaints within an average of 4 working days and dealt with Stage 2 complaints within an average of 19 working days. 5.8. The data provided at Appendix 1, Table 5 is a comparison of response rates over the last three years and shows:- the average time in working days to respond to complaints at Stage 1 is being met consistently and the average response rate is 5 days, which meets the SPSO performance indicator the timescale for Stage 2 responses continues to meet the SPSO performance indicator, and the Council’s performance over the last 3-years remains consistent with the average time rate being 13 working days the timescale to respond to complaints after escalation is also being achieved consistently with the average response rate being 13 days over the last 3-years, which meets the SPSO performance indicator 5.9. This year, 262 complaints were escalated from Stage 1 to Stage 2 compared to 174 in 2024/25. This represents an increase of 50.6%. It should be noted that Resources have the opportunity to place complaints directly at Stage 2 if it is appropriate rather than escalating from Stage 1 to Stage 2, as the purpose of the two-stage procedure is to handle complaints effectively at the first time of asking and not to have multiple attempts at resolving complaints. Where a complaint is further escalated to the SPSO they are interested in whether the Council has followed the procedure correctly and appropriately. 5.10. The data in Appendix 1, Tables 6, 7 and 8 is referred to for this section of the report and shows the number of complaints which were upheld, not upheld or resolved as a percentage of closed complaints at Stage 1, Stage 2 and Stage 2 escalated. In response to SPSO Indicator 4:- 2025/26 complaints upheld: 485 complaints were upheld (28%) 868 complaints were not upheld (51%) 360 complaints were resolved (21%) 247
Page 248
The number of complaints upheld varies across Resources. A review of the upheld complaints indicated that these were due to the knowledge and experience of employees, gaps in communication and alignment to processes. Further support and training is being provided to employees in these services. As part of the ongoing complaints process review referenced in section 4.3, further analysis of the increase in complaints and the rise in upheld complaints is taking place. 5.11. Stage 1 data in Appendix 1 shows that 45% of all stage 1 complaints were not upheld, with 26% being resolved prior to categorisation, and 29% being upheld. 5.12. The data shows that when stage 1 complaints were escalated to stage 2, due to the complainant being dissatisfied with the stage 1 response, 72% of the complaints remained unchanged as not upheld. On average, stage 1 decisions were changed to upheld in 24% of cases and 4% were resolved. 5.13. Stage 2 data in Appendix 1 shows that 65% of complaints received directly at stage 2 were not upheld, 33% were upheld and the remaining 2% were resolved. 5.14. The data in Appendix 1 shows the number of complaints which were upheld, not upheld or resolved as a percentage of closed complaints at Stage 1, Stage 2 and Stage 2 escalated in 2025/26 by Resource. 6. Customer Satisfaction 6.1. The Council asks customers who have used the complaints procedure for feedback. This helps the council understand customer experience and identify service improvements. 6.2. As in previous years, the survey was carried out by email. Customers who agreed to take part were sent a link to the survey. This is in line with the complaints handling procedure. 6.3. This year, 57 respondents completed the customer feedback survey compared to 66 in 2024/25. Appendix 2 shows the results of the customer feedback survey for the period from 1 April 2025 to 31 March 2026. Not all 57 respondents answered all the questions within the survey. 6.4. The learning from the Customer Survey has been incorporated into the Complaints Handling Procedure (CHP) Review and any improvement actions will be included in the outputs of this process. 7. National Issues and SPSO Updates 7.1. The SPSO publish their annual statistics on their website. These detail the enquiries and complaints they have received and determined in the past year. The full statistics are available on the SPSO website at Statistics 2025-26 | SPSO 8. Learning from Complaints 8.1. The SPSO requires local authorities to learn from complaints by identifying the root cause of the complaint, taking action to reduce the risk of recurrence, and systematically reviewing complaints to improve service delivery. Resources are responsible for analysing complaints data and reviewing individual complaint performance. 248
Page 249
9. Employee Implications 9.1. Employees are key to effective service delivery and in trying to resolve complaints. Training is available to all employees through a range of methods including eLearning, good practice and a range of information for local authorities on the SPSO website. 10. Financial Implications 10.1. There are no additional financial implications of this report, and the cost of the MCHP is incorporated into current budgets. 11. Climate Change, Sustainability and Environmental Implications 11.1. There are no climate change, sustainability or environmental associated with this report. 12. Risk and Other Implications 12.1. There is a risk of damage to the Council’s reputation. If complaints are not handled effectively, there can be an adverse effect on the public perception of the Council which can lead to a lack of trust in the services provided. 13. Integrated Impact Assessment and Consultation Requirements 13.1. Council Resources have been consulted on the data required for this report. 13.2. There is no requirement to carry out an impact assessment in relation to the proposals within this report. However, the learning from complaints is used to ensure Council services are accessible to all members of the community and, wherever possible, to prevent discrimination, harassment, or victimisation from occurring. Jackie Taylor Executive Director (Finance and Corporate Resources) 27 July 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Fair, open, and sustainable Ambitious, self-aware, and improving Previous References None List of Background Papers Monitoring information provided by each Resource. Complaints handling customer feedback report. List of Appendices Appendix 1 – Scottish Public Services Ombudsman’s Performance indicators from 1 April 2025 to 31 March 2026. Appendix 2 - Overview of responses for the complaints handling customer feedback survey from 1 April 2025 to 31 March 2026. 249
Page 250
Contact for Further Information If you wish to inspect the background papers or want further information, please contact:- Michelle Milne, Head of Personnel Services Ext: 4330 (Tel: 01698 454330) Email: michelle.milne@southlanarkshire.gov.uk 250
Page 251
Appendix 1 SPSO performance indicators (KPI’s) from 1 April 2025 to 31 March 2026 Complaints closed at stage 1 and stage 2 as a percentage of all complaints closed (SPSO indicator 2). Actual numerical figure shown in brackets. The term “closed” refers to a complaint that has had a response sent to the customer and at the time no further action is required (regardless at which stage it is processed and whether any further escalation takes place). Table 2: total number of complaints closed – 1 April 2025 to 31 March 2026 Resource (total no. closed) % closed at Stage 1 % closed at Stage 2 % closed at Stage 2 - escalated from Stage 1 Community and Enterprise (625) 83% (518) 5% (33) 12% (74) Education (397) 64% (253) 14% (58) 22% (86) Finance and Corporate (146) 82% (120) 2% (3) 16% (23) Housing and Technical (293) 79% (232) 2% (6) 19% (55) Social Work (252) 84% (213) 6% (15) 10% (24) Total (1713) 78% (1336) 7% (115) 15% (262) Table 3: three-year comparison. Number of complaints closed at each stage. % closed at Stage 1 %closed at Stage 2 %closed at Stage 2 – escalated from Stage 1 Total - 2025/26 (1713) 78% (1336) 7% (115) 15% (262) Total - 2024/25 (1286) 81% (1038) 6% (74) 13% (174) Total - 2023/24 (1096) 79% (865) 7% (82) 14% (149) 251
Page 252
Average time in working days for a full response to complaints at each stage (working days) (SPSO indicator 3) Table 4: average response times in working days Resource Average time in working days to respond to complaints at stage one (5- day resolution target) Average time in working days to respond to complaints at stage two (20- day resolution target) Average time in working days to respond to complaints after escalation (20-day resolution target) Community and Enterprise 4 15 14 Education 5 17 15 Finance and Corporate 2 4 5 Housing and Technical 4 11 13 Social Work 4 19 19 Total Average Times 4 13 13 Table 5: three-year comparison Average time in working days for a full response to complaints at each stage. Average times Stage 1 Stage 2 Escalated Total - 2025/26 4 13 13 Total - 2024/25 5 14 13 Total - 2023/24 5 13 14 Complaints upheld/not upheld/resolved at each stage as a percentage of complaints closed in full at each stage, (SPSO indicator 4). Actual numerical figure shown in brackets. (See table 2 for complaints closed figures). Upheld – failings found Not upheld – no failings found Resolved – remedial action taken prior to establishing if upheld or not upheld. 252
Page 253
Complaints upheld/not upheld/resolved at each stage as a percentage of complaints closed in full at each stage in this period are shown in Tables 6, 7 and 8. Table 6: complaints upheld/not upheld/resolved at Stage 1 Resource (total no. closed at Stage 1) % upheld at Stage 1 % not upheld at Stage 1 % resolved at Stage 1 Community and Enterprise (518) 31% (158) 34% (177) 35% (183) Education (253) 23% (58) 62% (156) 15% (39) Finance and Corporate (120) 23% (28) 57% (68) 20% (24) Housing and Technical (232) 40% (92) 52% (122) 8% (18) Social Work (213) 23% (49) 38% (81) 39% (83) Total (1336) 29% (385) 45% (604) 26% (347) Table 7: complaints upheld/not upheld/resolved at Stage 2 Resource (total no. closed as Stage 2) % upheld at Stage 2 % not upheld at Stage 2 % resolved at Stage 2 Community and Enterprise (33) 30% (10) 67% (22) 3% (1) Education (58) 41% (24) 59% (34) Nil Finance and Corporate (3) 33% (1) 67% (2) Nil Housing and Technical (6) 17% (1) 67% (4) 16% (1) Social Work (15) 13% (2) 87% (13) Nil Total (115) 33% (38) 65% (75) 2% (2) Table 8: escalated complaints upheld/not upheld/resolved Resource % of escalated complaints upheld % of escalated complaints not upheld % of escalated complaints resolved Community and Enterprise (74) 16% (12) 78% (58) 6% (4) Education (86) 33% (28) 67% (58) Nil Finance and Corporate (23) 22% (5) 78% (18) Nil Housing and Technical (55) 14% (8) 73% (40) 13% (7) Social Work (24) 37% (9) 63% (15) Nil Total (262) 24% (62) 72% (189) 4% (11) 253
Page 254
Appendix 2 Complaints handling customer feedback survey Overview of responses from 1 April 2025 to 31 March 2026 Note: data based on 57 respondents Customers were asked to answer based on the complaints process rather than the outcome of the complaint. Question Answer Strongly disagree Disagree Neutral Agree Strongly Agree Information about the complaints’ procedure was easily accessible. 19% 24% 23% 25% 9% I found it easy to make my complaint. 17% 21% 21% 32% 9% I was happy that the Investigating Officer fully understood my complaint. 27% 23% 14% 16% 20% I was given the opportunity to fully explain my complaint. 32% 10% 16% 25% 17% The points of my complaint were identified and responded to. 41% 11% 12% 20% 16% The response to my complaint was easy to understand. 25% 13% 22% 22% 18% Overall, I was satisfied with the handling of my complaint. 42% 23% 11% 13% 11% I was clearly told what the next stage of the complaints process was to me. 37% 13% 16% 16% 18% I was told if the response was going to take longer than the timescales (five working days at stage 1 and 20 working days at stage 2). (38% was not applicable) 23% 14% 11% 9% 5% 254
Page 255
Report Agenda Item Report to: Executive Committee Date of Meeting: 19 August 2026 Report by: Chief Executive Subject: Resource Plans and Connect Reporting 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with the Resource Plans for 2026/2027, for noting, together with an indication of how the Council Plan, Connect, will be reported in the 2026/2027 financial year [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [] (1) that the Resource Plans 2026/2027, prepared in line with the corporate Guidance, be noted; and (2) that the reporting intention in relation to Connect, summarised at Section 5 of this report, be noted. 3. Background 3.1. This report presents the suite of Resource Plans 2026/2027. These plans have been submitted to the relevant Resource Committee for approval and can be accessed at the following link: Plans and progress - South Lanarkshire Council. This report also provides an indication of how the Council Plan, Connect, will be reported in the 2026/2027 financial year. 4. Resource Planning Process 2026/2027 4.1. The Resource Plans for 2026/2027 were prepared in line with corporate Resource Planning guidance and template. 4.2. As part of the Resource Planning process, Resources undertake a horizon-scanning and situational-awareness exercise covering Social Change, Legislation and Policies; Areas for Improvement, including Local Government Benchmarking Framework (LGBF), customer views and external inspection results; and other triggers for action such as top risks. 4.3. From this exercise, a maximum of ten topics are selected as key areas of focus for inclusion and development in the Resource Plans. The key areas are shown in table 1 below and are provided to give Committee an overview of the most significant Resource Plan issues identified for 2026/2027. 15 255
Page 256
Table 1: Key areas of focus in Resource Plans 2026/2027 CER 1. Local Development Plan (LDP) 2. Tackling inequality and poverty 3. Economic Development and Renewal 4. External funding 5. Glasgow City Region City Deal 6. Deliver effective Employability Services to support Individuals and Business 7. Sustainable Development and Climate Change (SDCC) 8. Circular Economy 9. Local Transport Strategy (LTS) 10. Health and Wellbeing 11. Free school meals roll out 12. Legislative and Policy Changes EDR 1. Learning, teaching and assessment 2. Developing our curriculum 3. Wellbeing, inclusion and equity 4. Leadership, self-evaluation and a connected 3-18 support system FCR 1. Tackling inequality and poverty 2. Financial Strategy 3. Involving our Communities 4. Strategic Workforce planning 5. Strategic digital developments 6. Sustainable development and climate change 7. Continued development of the Council Transformation Programme 8. Customer engagement 9. Digital transformation 10. Strategic planning and Best Value 11. Money matters advice services HTR 1. Tackling inequality and poverty 2. Housing to 2040 3. Financial considerations 4. Severe pressure on Homelessness services 5. Continuing to improve the supply and availability of housing 6. Provision of services to Gypsy/Travellers 7. Health and social care 8. Development of integrated housing and property management system 9. Health and safety 10. Sustainable development and climate change 11. Refugee re-settlement programme and asylum dispersal SWR 1. Delivering safe, high quality and sustainable statutory services 2. Child poverty and reducing inequalities 3. Children and Family Services – Care Close to Home 4. Adult Social Work and Integrated Community Health and Social Care 5. Care at home and supporting independence 6. Hospital discharge, flow and system performance 7. Justice Social Work and public protection 8. Commissioning, Assurance and Best Value 9. Workforce sustainability, capability and leadership 256
Page 257
10. Digital transformation and enabling infrastructure 11. Responding to National Reform and future change 12. Sustainable Development and Climate Change 4.4. Tackling inequality and poverty features as one of the main challenges in the year ahead in most Resource Plans. Sustainability and climate change features strongly, as does financial, budget and efficiency considerations. Other topics listed across a number of Plans include, health and wellbeing, workforce planning and engagement with communities 5. Resource Plans – Outcomes, Measures and the Link to Connect 5.1. Resources have used the six Connect outcomes to generate their own Resource outcomes, supported by a range of actions and measures. Recognising that the Council continually aims to improve and ensure effective and efficient use of resources, additional actions and measures have been developed under the heading Delivering the Plan and achieving Best Value. 5.2. Table 2 below shows the number of measures from each Resource Plan selected to be reported against Connect. The figures for 2026/2027 are based on the Resource Plans 2026/2027. Table 2: Number of measures from Resource Plans selected to be reported against Connect Number of measures 2024-25 2025-26 2026-27 Community and Enterprise 53 60 63 Education 44 52 40 Finance and Corporate 37 41 40 Housing and Technical 70 88 60 Social Work 27 24 21 TOTAL (Resource Plans) 231 265 224 Council Plan, Connect 61 66 60 (Note – 2026/2027 figures correct per Resource Plans as at May 2026; the final number of measures may vary following internal verifications and cross-checks.) 5.3. As part of the performance reporting arrangements Connect progress reports will be presented to the Performance and Review Scrutiny Forum for monitoring at the mid- year point (Quarter 2) and at the end of the financial year (Quarter 4). 6. Next Steps 6.1. Committee is asked to note the suite of Resource Plans 2026/2027, and that progress reports will be taken to the appropriate Resource Committees for monitoring at Quarter 2 and Quarter 4. Following Committee approval, summaries of these reports are now uploaded as web content onto the Council’s website, also at Plans and progress - South Lanarkshire Council. 7. Employee Implications 7.1. There are no direct employee implications. 8. Financial Implications 8.1. There are no direct financial implications. 257
Page 258
9. Climate Change, Sustainability and Environmental Implications 9.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 9.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2026/2027. 10. Other Implications 10.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 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. Paul Manning Chief Executive 16 July 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Community and Enterprise Resource Committee – 2 June 2026 Housing and Technical Resources Committee – 3 June 2026 Education Resources Committee – 30 June 2026 Social Work Resources – 1 July 2026 Finance and Corporate Resources Committee – 1 July 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:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 258