Agenda Document Pack - Executive Committee - 16/09/2026
South Lanarkshire Council · 16 September 2026
Back to Executive Committee — 16 September 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 08 September 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, 16 September 2026 Time: 10:00 Venue: Hybrid - Council Chamber, 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, Poppy Corbett, Andrea Cowan, Gladys Ferguson-Miller, Elise Frame, Lynsey Hamilton, Cal Johnston-Dempsey, Gavin Keatt, Susan Kerr, Eileen Logan, Katy Loudon, Julia Marrs, Ian McAllan, Catherine McClymont, Davie McLachlan, Richard Nelson, Norman Rae, Mo Razzaq, Kirsten Robb, David Shearer, Margaret B Walker Substitutes Walter Brogan, Margaret Cowie, Colin Dewar, Celine Handibode, Martin Hose, Ross Lambie, Kenny McCreary, Elaine McDougall, Mark McGeever, John Ross, Graham Scott 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Executive Committee held on 19 August 2026 submitted for approval as a correct record. (Copy attached) 5 - 14 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 5 - 1 April 2026 to 7 August 2026 Report dated 24 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 15 - 18 4 Capital Budget 2026/2027 and Monitoring for Period 5 - 1 April 2026 to 7 August 2026 Report dated 24 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 19 - 26 5 Update to Funding Report dated 19 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 27 - 32 Item(s) for Decision 6 Statutory Review of the Byelaws Prohibiting the Consumption of Alcohol in Designated Public Places Report dated 26 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 33 - 36 7 Representation on Outside Bodies – Routes to Work South Report dated 26 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 40 8 Appointment of Trustees to South Lanarkshire Leisure and Culture Board Report dated 20 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 41 - 44 9 South Lanarkshire Local Housing Strategy Annual Review 2025/2026 Report dated 17 July 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 45 - 54 10 Local Action Fund - Spend Proposals Report dated 27 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 55 - 60 11 Recommendations Referred by Housing and Technical Resources Committee Report dated 2 September 2026 by the Chief Executive. (Copy attached) 61 - 66 12 Appropriation of Open Space at Westwood Hill, East Kilbride Report dated 4 September 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 67 - 78 2
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Item(s) for Noting 13 Programme for Government and Public Service Reform Report dated 2 September 2026 by the Chief Executive. (Copy attached) 79 - 84 14 East Kilbride Masterplan Update Report dated 26 August 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 85 - 90 15 After School Provision in South Lanarkshire Joint report dated 24 August 2026 by the Executive Directors (Community and Enterprise Resources) and (Education Resources). (Copy attached) 91 - 100 16 Commercial Opportunities Update Report dated 26 August 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 101 - 108 17 National Prison Population Pressures: Local Actions and Implications Joint report dated 16 August 2026 by the Director, Health and Social Care and Executive Director (Housing and Technical Resources). (Copy attached) 109 - 116 Urgent Business 18 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 3
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EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 19 August 2026 Chair: Councillor Maureen Devlin Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Robert Brown, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Gladys Ferguson-Miller, Councillor Elise Frame, Councillor Lynsey Hamilton, Councillor Celine Handibode (substitute for Councillor Eileen Logan), Councillor Martin Hose (substitute for Councillor Richard Nelson), Councillor Cal Johnston-Dempsey, Councillor Gavin Keatt, Councillor Susan Kerr, Councillor Ross Lambie, Councillor Katy Loudon, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Elaine McDougall (substitute for Councillor John Ross), Councillor Davie McLachlan, Councillor Norman Rae, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor Graham Scott (substitute for Councillor Margaret B Walker), Councillor David Shearer Councillors' Apologies: Councillor Eileen Logan, Councillor Richard Nelson, Councillor John Ross, Councillor Margaret B Walker Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy Community and Enterprise Resources K Carr, Executive Director Education Resources L McRoberts, Executive Director Finance and Corporate Resources J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); 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; C Jardine, Head of Property Services; L Meek, Anti-Social Behaviour Manager; A Roxburgh, Property Manager (Consultancy Services) Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care 1 Declaration of Interests The following interests were declared:- Councillor(s) Item(s) Nature of Interest(s) Anderson and McClymont Routes to Work South – Appointment of Independent Directors Board Member of Routes to Work South 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 24 June 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Revenue Budget Monitoring for Period 4 - 1 April to 10 July 2026 A report dated 27 July 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 10 July 2026 and a forecast for the year to 31 March 2027. 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 10 July 2026 following key budget areas:- Social Work Resources’ Children and Families Services Social Work Resources’ Adult and Older People Services Housing Revenue Account position The Committee decided: (1) that the projected breakeven position on the General Fund Revenue Account for 2026/2027 after budgeted Transfers to Reserves and previously reported underspends, as detailed in section 4.1 of the report, and the actual spend as at 10 July 2026, as detailed in Appendix 1 of the report, 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, as detailed in section 5 and Appendix 2 of the report, be noted. [Reference: Minutes of 24 June 2026 (Paragraph 4)] 4 Capital Budget 2026/2027 and Monitoring for Period 4 - 1 April to 10 July 2026 A report dated 28 July 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the progress of the General Fund Capital Programme and Housing Capital Programme for the period 1 April to 10 July 2026. The revised programme for the General Fund for 2026/2027 was £98.167 million, which included previous adjustments approved by this Committee. The revised budget was detailed in Appendix 2 to the report and also included proposed adjustments totalling an overall decrease of £11.335 million, as detailed in Appendix 1 to the report. The forecast for the financial year was £98.167 million and actual spend incurred as at 10 July 2026 totalled £6.381 million. Actual funding received up to 10 July 2026 was £10.815 million. The revised Housing Capital Programme for 2026/2027 amounted to £94.740 million. Programme funding for the year also totalled £94.740 million. The funding sources were detailed in Appendix 4 to the report. Budget for the period amounted to £12.603 million and, as at 10 July 2026, £12.603 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. In response to a member’s question, the Executive Director (Education Resources) undertook to provide the member with information on how schools were selected for the Cycling Scotland Grant Award and any work undertaken to ensure that the storage shelters were used. 6
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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, listed 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) and Minutes of 24 June 2026 (Paragraph 6)] 5 Update to Funding A report dated 22 July 2026 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £1.589 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) Education 0.210 Housing and Technical 0.122 Social Work 0.209 Total 0.541 Capital Funding Resource 2026/2027 (£m) Community and Enterprise 1.048 Total 1.048 Overall Total 1.589 The Committee decided: that the report be noted. [Reference: Minutes of 24 June 2026 (Paragraph 7)] 6 Estate Strategy: 2026 to 2036 A report dated 29 July 2026 by the Executive Director (Housing and Technical Resources) was submitted on proposals for the Council’s 10-year Estate Strategy for 2026 to 2036, attached as Appendix 1 to the report. Information was provided on the:- 7
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Council’s current estate and the rationale for change proposed £24 million investment programme to support the delivering of the Strategy, as detailed in Appendix 2 to the report, and estimated savings, as outlined in section 5 of the report outcome of the Stage 1 consultation which validated the requirement for a review of the Council’s estate climate change objectives and affordability constraints outcome of the review which sought to ensure that the estate remained aligned to future service requirements, demographic change, customer expectations, affordability pressures and the Council’s wider climate change objectives proposals for the Stage 2 consultation proposed changes within each of the Council’s 14 Local Development Plan areas, as outlined in Appendix 3 to the report proposed ‘front door’ approach to service delivery, as outlined in Appendix 4 to the report The Executive Director (Housing and Technical Resources) advised that, following feedback from Councillor Robb, the Strategy should reference climate adaption and resilience and, in particular, reference should be made to the Scottish National Adaption Plan within the National Policy section of the Strategy. The Executive Director further advised that the SWOT analysis referred to at section 4.3. of the Strategy did not recognise severe weather as a significant risk, and proposed that the published version of the Strategy include those revisions. Following extensive discussion, the Executive Director (Housing and Technical Resources) confirmed that:- one of the objectives of the Strategy was to align with town centre regeneration, which would be taken into account as proposals developed and evolved updates on specific proposals would be provided to Area Committees Having considered a proposed amendment from Councillor Robb, it was agreed that the issues raised did not fall within the scope of the proposals within this report. The Committee decided: (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 of the report, be approved; (3) that the Stage 2 consultation to take place in August and September 2026, as set out in section 7 of the report, be progressed; (4) that the proposed development of a ‘front door’ approach to service delivery be supported, with further engagement to be undertaken with members, communities and service users prior to implementation; (5) to note that a further report would be submitted to this 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 would be submitted to this Committee; and (7) to note that a revised Corporate Asset Management Strategy 2027 to 2032 would be submitted to this Committee in early 2027, which would cover all asset categories. 8
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Councillor Anderson left the meeting during consideration of this item of business In terms of Standing Order No 14, the Chair adjourned the meeting during this item of business at 10:51am. The meeting reconvened at 10:56am 7 Routes to Work South - Appointment of Independent Directors A report dated 24 July 2026 by the Executive Director (Community and Enterprise Resources) was submitted:- requesting approval of the appointment of 6 Independent Directors to the Routes to Work South (RTWS) Board of Directors seeking nominations for the appointment of 4 elected members to the Board of Directors The outcome of the transformational review of RTWS had resulted in a number of actions to be taken, including changes to the structure of the Board of Directors. The Board would now include 6 independent members and 4 elected members. There were 5 Independent Director vacancies, with one current Independent Director indicating that they wished to remain in the role. A recruitment exercise was carried out to fill the remaining roles, looking for individuals with experience in:- finance, audit or risk management human resources/people and culture legal and regulatory compliance strategic leadership and organisational development digital, data or information governance employability, skills, health of economic development community development/third sector leadership 6 applications were received and it was proposed that the candidates detailed in section 4.2 of the report be appointed as Independent Directors, with the existing Independent Director remaining in their role, as outlined in section 4.3 of the report. It was also proposed that nominations be sought to fill the 4 elected member vacancies. In terms of the political balance of the Council, and in line with current practice, it would be for the Council’s Labour and SNP Groups to decide if they wished to each appoint 2 elected members, Thereafter, other nominations would be sought. The Committee decided: (1) that the update on the review of Routes to Work South be noted; (2) that the appointment of the 6 Independent Directors to the Routes to Work South Board, as detailed in sections 4.2 and 4.3 of the report, be approved; and (3) that nominations be sought for the appointment of 4 elected members to the Routes to Work South Board of Directors, as outlined in section 4.5 of the report. [Reference: Minutes of 3 December 2025 (Paragraph 14) and Minutes of the Performance and Review Scrutiny Forum of 24 February 2026 (Paragraph 6)] Councillor McClymont, having declared an interest in this item, withdrew from the meeting during its consideration 9
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8 Religious Representation on the Education Resources Committee A joint report dated 15 July 2026 by the Executive Directors (Finance and Corporate Resources) and (Education Resources) was submitted providing an update on religious representation on the Education Resources Committee. At its meeting on 7 August 2024, the Committee had confirmed the appointment of Reverend Jillian Storrie as the religious representative from the Church of Scotland on the Education Resources Committee. Reverand Storrie had stepped down from that position and a replacement nomination had been sought. Reverend Fiona Anderson had been nominated as the Church of Scotland’s representative on the Education Resources Committee. The Committee decided: that the appointment of Reverend Fiona Anderson, as the nominated religious representative from the Church of Scotland, be confirmed. [Reference: Minutes of 7 August 2024 (Paragraph 12)] 9 South Lanarkshire Council Response to Pre-budget Scrutiny 2027/2028 Call for Views A report dated 27 July 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the Council’s response to 2 calls for views 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. The Finance and Public Administration Committee’s call for views was on the affordability and sustainability of Scotland’s tax and spending plans. The Council’s response was attached as Appendix 1 to the report. The Public Service Reform Committee’s call for views was on how the 2027/2028 Scottish Budget could promote public service reform. The Council’s response was attached as Appendix 2 to the report. Following a member’s proposal, it was agreed that reference be made to the Council’s progressive and strong approach to Community Planning and the work of the Community Wealth Building Commission in the response to the Public Service Reform Committee. The Committee decided: that the Council’s responses to the calls for views, attached as appendices 1 and 2 to the report, be approved, subject to the inclusion of the agreed amendment to the response to the Public Service Reform Committee, for submission to the Scottish Parliament. 10 End of Current Council and Preparations for the New Council A report dated 16 July 2026 by the Executive Director (Finance and Corporate Resources) was submitted on arrangements for the end of the current Council term and preparations for the new Council term following the Local Government Elections on 6 May 2027. Information was provided on:- the proposed final cycle of meetings in the current Council term, as detailed in Appendix 1 to the report 10
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the proposal, in line with normal practice, with the exception of quasi-judicial matters, to delegate authority to the Chief Executive to deal with issues which would normally have been dealt with by Committee in the period between the last meeting of the Council and the first meeting of the new Council arrangements for the review of the Council’s procedural documentation and decision-making process in advance of the new Council term, including an end of term survey for elected members proposals for a member induction and training programme members’ ICT provision The Committee decided: (1) that the final cycle of meetings in the current Council term, as detailed in Appendix 1 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 the report, be noted. 11 Land and Property Transfers and Disposals A report dated 17 July 2026 by the Executive Director (Housing and Technical Resources) was submitted on proposed actions in respect of land and property transactions. The recommendations had been made in terms of agreed procedures for dealing with surplus land and property. The Committee decided: that the land detailed in Appendix A, which would be the subject of negotiated transactions, be declared surplus to Council requirements. 12 Annual Review of the South Lanarkshire Anti-Social Behaviour Strategy 2024 to 2029 A report dated 14 July 2026 by the Executive Director (Housing and Technical Resources) was submitted providing an update on the progress made during 2025/2026 against delivering the agreed outcomes set out in the Anti-social Behaviour Strategy 2024 to 2029. The Anti-social Behaviour etc (Scotland) Act 2004 required local authorities to prepare, publish and review a strategy for dealing with anti-social behaviour within the respective local authority areas in conjunction with Police Scotland. The current Strategy, which was approved by this Committee on 20 March 2024, covered a 5- year period and the second annual review outlined progress achieved during 2025/2026. The Strategy was constructed around the following 6 strategic objectives, with a series of indicators (actions or measures) contained within each to be delivered by the Council and its partners:- 11
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people behaved responsibly in their attitude to alcohol and were educated in relation to the impact of drugs people behaved responsibly in relation to fire safety the impact of domestic noise was reduced illegally discarded litter and household waste was reduced, improving the safety and attractiveness of communities levels of disorder were reduced, including graffiti and vandalism, improving safety within communities partners engaged with residents to promote and improve the availability and access to services for those affected by anti-social behaviour Details of the highlights across the 6 strategic objectives achieved during 2025/2026 were provided in the report. In line with reporting arrangements across the Council, the indicators were categorised into green (timescale or target met as per expectations), amber (minor slippage against timescale or minor shortfall against target), red (major slippage against timescale or minor shortfall against target), blue (completed) and to be reported later. Of the 36 indicators against which the Council measured progress for the Strategy, 34 were green and 2 were amber. The Committee decided: (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. [Reference: Minutes of 24 September 2025 (Paragraph 11)] 13 Cost of Living Support A report dated 23 July 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the welfare support that had been provided to households in South Lanarkshire by a range of Council services and organisations to 31 March 2026. The cost-of-living crisis continued to present significant financial pressures for many households and a range of measures had been put in place across Council services to support households. This report provided information on the activity taking place in 2025/2026 in relation to:- the Money Matters Advice Service the Benefits and Revenues Service housing support for tenants care experienced young people school meal debt schools support food aid Information was also provided on supports provided by:- Citizens Advice Bureax Social Security Scotland NHS 12
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A neurodiversity project had also been launched with support from the Scottish Government Child Poverty Accelerator Fund, the aim of which was to increase early and successful take up of Child Disability Payment and related benefits for families whose children had Autism, Aspergers or other neurodivergent conditions. The Council would continue to provide support to households from the range of services and budgets available. The Committee decided: 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. [Reference: Minutes of 3 December 2025 (Paragraph 9)] 14 Council Complaints Report: SPSO Annual Overview 2025/2026 A report dated 27 July 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing details on:- the Council’s performance in handling complaints received during the period 1 April 2025 to 31 March 2026 against the Scottish Public Services Ombudsman’s (SPSO) national indicators customer feedback on complaints handling The Committee decided: that the Council’s complaints handling performance for the period 1 April 2025 to 31 March 2026, and areas highlighted for improvement, be noted. [Reference: Minutes of 27 August 2025 (Paragraph 14)] 15 Resource Plans and Connect Reporting 2026/2027 A report dated 16 July 2026 by the Chief Executive was submitted on the 2026/2027 Resource Plans. The Resource Plans for 2026/2027 had been prepared in line with corporate Resource Planning guidance and a Resource Plan template. In preparing the 2026/2027 Plans, Resources had undertaken a horizon scanning and situational awareness exercise covering:- social change, legislation and policies areas for improvement, including the Local Government Benchmarking Framework (LGBF) customer views and external inspection results other triggers for action such as top risks From that exercise, a number of areas had been selected for inclusion and development in each Resource Plan and those were detailed in the report. The Resource Plans 2026/2027 were provided as a link contained in the report. Resources had used the 6 Connect outcomes to generate their own Resource outcomes, supported by a range of actions and measures. Additional actions and measures had also been developed under the heading Delivering the Plan and Achieving Best Value. 13
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Progress reports would be submitted to the Performance and Review Scrutiny Forum and appropriate Resource Committee for monitoring at Quarters 2 and 4. The Committee decided: (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 the report, be noted. [Reference: Minutes of 25 June 2025 (Paragraph 19)] 16 Urgent Business There were no items of urgent business. 14
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 5 - 1 April 2026 to 7 August 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 2027 for the Council’s General Fund Revenue Account and Housing Revenue Account, and the actual spend position for the period 1 April 2026 to 7 August 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 7 August 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 7 August 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 7 August 2026. 4. General Services 2026/2027 Projected Outturn as at 7 August 2026 4.1. As at 7 August 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). 4.2. As previously reported to Committee, 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 15
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5. Housing Revenue Account Position 5.1. As at 7 August 2026, Appendix 2 of the report shows a break-even 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. 9.2. There are no implications for sustainability in terms of the information contained in this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 24 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee of 19 August 2026 List of Background Papers Financial Ledger and budget monitoring results to 7 August 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 16
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Note: While the Year to Date Actual at period 5 presents a net surplus position (£52.201m), 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 141.445 141.445 0.000 0.00% 31.465 Facilities Waste and Grounds 86.185 86.896 (0.711) (0.82%) 23.741 Leisure and Culture 19.901 19.901 0.000 0.00% 8.461 Planning and Regulatory Services 6.236 5.699 0.537 8.61% 1.393 Enterprise and Sustainable Development 7.368 7.205 0.163 2.21% 0.502 Roads, Transportation and Fleet 21.755 21.744 0.011 0.05% (2.632) Education Resources 526.050 526.050 0.000 0.00% 167.851 Education 526.050 526.050 0.000 0.00% 167.851 Finance and Corporate Resources 49.601 49.601 0.000 0.00% 23.469 Finance Services - Strategy 2.868 2.815 0.053 1.85% 1.410 Finance Services - Transactions 20.285 20.239 0.046 0.23% 7.150 Audit and Compliance Services 0.417 0.406 0.011 2.64% 0.184 Information Technology Services 9.160 9.239 (0.079) (0.86%) 7.742 Communications and Strategy Services 3.873 3.746 0.127 3.28% 1.921 Administration and Licensing Services 5.258 5.317 (0.059) (1.12%) 1.995 Personnel Services 7.740 7.839 (0.099) (1.28%) 3.067 Housing & Technical Resources 19.465 19.465 0.000 0.00% 33.242 Housing Services 9.454 9.436 0.018 0.19% 1.585 Property Services 10.011 10.029 (0.018) (0.18%) 31.657 Social Work Resources 270.872 270.872 0.000 0.00% 94.797 Performance and Support Services 6.758 6.552 0.206 3.05% 2.221 Children and Families 49.929 50.692 (0.763) (1.53%) 15.496 Adults and Older People 212.633 212.633 0.000 0.00% 76.297 Justice and Substance Misuse 1.552 0.995 0.557 35.89% 0.783 Joint Boards 2.072 2.072 0.000 0.00% 0.797 1,009.505 1,009.505 0.000 0.00% 351.621 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 1,009.505 1,009.505 0.000 0.00% 351.621 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 (5.317) (5.317) 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 1,081.812 1,081.812 0.000 0.00% 351.759 Council Tax 210.719 210.719 0.000 0.00% 81.046 Less: Council Tax Reduction Scheme (26.228) (26.228) 0.000 0.00% (10.088) 184.491 184.491 0.000 0.00% 70.958 General Revenue Grant 438.388 438.388 0.000 0.00% 168.611 Non Domestic Rates 427.417 427.417 0.000 0.00% 164.391 Transfer from Reserves 31.516 31.516 0.000 0.00% 0.000 Total Income 1,081.812 1,081.812 0.000 0.00% 403.960 Net Expenditure 0.000 0.000 0.000 0.00% (52.201) Period Ended 7 August 2026 (No.5) Revenue Budget Monitoring Report SOUTH LANARKSHIRE COUNCIL 17
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Note: While the Year to Date Actual at period 5 presents a net deficit position (£13.295m), 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 17.969 17.969 0.000 0.00% 5.699 Property Costs 63.331 63.306 0.025 0.04% 20.119 Supplies and Services 0.523 0.557 (0.034) (6.50%) 0.441 Transport and Plant 0.195 0.195 0.000 0.00% 0.096 Administration 5.604 5.594 0.010 0.18% 0.511 Payment to Other Bodies 2.394 2.394 0.000 0.00% 0.479 Payment to Contractors 0.235 0.236 (0.001) (0.43%) 0.540 Transfer Payments 0.000 0.000 0.000 0.00% 0.000 Financing Charges 33.918 33.918 0.000 0.00% 4.982 Total Controllable Exp. 124.169 124.169 0.000 0.00% 32.867 Total Controllable Inc. (142.056) (142.056) 0.000 0.00% (46.162) 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% (13.295) Loan Charges 21.385 21.385 0.000 0.00% 0.000 Net Controllable Exp. 0.000 0.000 0.000 0.00% (13.295) SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 7 August 2026 (No.5) Housing Revenue Account 18
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2026/2027 and Monitoring for Period 5 - 1 April 2026 to 7 August 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 7 August 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, detailed in 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 7 August 2026 (Period 5). 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 £98.717 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 19 August 2026. 4.2. The programme of £98.717 million also includes proposed adjustments totalling an overall increase of £0.550 million. These are detailed in Appendix 1. 4.3. The overall funding available of £98.717 million to support the programme is detailed in Appendix 3. There are three projects within the programme that require a change in funding following additional funding being made available to the Council. 4 19
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4.4. Enabling Commercial Spaces: The programme includes Council funding for Enabling Commercial Spaces projects being undertaken this financial year. The Council has been advised of an allocation of £3.430 million of Local Growth Fund (LGF) monies that is required to be spent on Enabling Commercial Spaces projects by 31 March 2027. This will augment Council funding already included in the 2026/2027 programme with external funding spent first and the Council monies carried forward for use next year. 4.5. Net-Zero Business Grants: Similarly, the programme includes Council investment funding for Net-Zero Business Grants being provided this financial year. Glasgow City Region has allocated £0.451 million to the Council for Net-Zero Business Grants for 2026 to 2029. Any requirements for an element of this funding to be utilised by 31 March 2027 will augment Council funding already included in the 2026/2027 programme with external funding spent first and the Council monies carried forward for use next year. 4.6. Bus Infrastructure: The programme also includes Council funding for Bus Infrastructure projects. The Scottish Government has allocated £0.831 million to the Council through the Tier 1 Bus Infrastructure Fund (BIF) for the design, development and delivery of bus infrastructure measures during 2026/2027. This will augment Council funding already included in the 2026/2027 programme with external funding spent first and the Council monies carried forward for use next year. 4.7. 2026/2027 Forecast: As noted in 4.1, the total capital spending programme for the year is £98.717 million. 4.8. Appendix 3 also shows a forecast for the financial year of £98.717 million. 4.9. 2026/2027 Actual Position: Actual spend incurred to the 7 August 2026 totals £10.388 million. 4.10. Actual funding received to 7 August 2026 is £13.215 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 7 August 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 7 August 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 7 August 2026 on the Housing Capital Programme amounts to £20.293 million. 5.5. As at 7 August 2026, £20.293 million of funding had been received. 20
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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. Jackie Taylor Executive Director (Finance and Corporate Resources) 24 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 25 February 2026 Executive Committee, 19 August 2026 List of Background Papers Capital Ledger prints to 7 August 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 21
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APPENDIX 1 Proposed Adjustments Community and Enterprise Resource SPT Bus Infrastructure Improvements Approval is sought to increase the capital programme by £0.050 million for the upgrading of certain stops to include high access kerbs, improved footway connections and longer bus bay markings. £0.050m SPT Congestion Reduction Measures Approval is sought to increase the capital programme by £0.200 million to deliver congestion reduction measures on routes affected by unreliable journey times, particularly during peak periods. Measures include junction upgrades, new or improved traffic signals, and the introduction of Urban Traffic Control to improve traffic flow and increase capacity. • The following junctions are currently being considered for traffic signal improvements: • Bent Road / Dixon Street • Quarry Street / Keith Street • Stewart Street / Glamis Avenue £0.200m SPT Casualty Reduction Measures Approval is sought to increase the capital programme by £0.100 million to deliver improvements on roads across South Lanarkshire with the focus on reducing the number and severity of casualties within South Lanarkshire and contribute towards the achievement of national casualty reduction targets. £0.100m SPT Abington Bus Hub Approval is sought to increase the capital programme by £0.050 million to commission consultants to assess the feasibility and market demand for a bus hub, including land ownership issues at Abington Service Station, management of long-stay parking, and measures to prevent hub users from occupying service station parking intended for customers. £0.050m Kirkmuirhill Scott Street Playpark Approval is sought to increase the capital programme by £0.110 million to refurbish the current playpark in Kirkmuirhill. Including demolition, ground works, installation of play equipment, access paths and planting. This is funded from a mixture of developer contributions and REF funding. Minor Adjustment Total Adjustments £0.110m £0.040m £0.550m 22
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2026/27 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2026 TO 7 AUGUST 2026 £m Revised Budget – Period 4 98.167 Proposed Adjustments – Period 5 0.550 Total Revised Budget 98.717 2026/27 Revised Budget Period 5 Proposed Adjustments Revised 2026/27 Budget Resource £m £m £m Community & Enterprise 68.266 0.550 68.816 Education 15.298 - 15.298 Finance & Corporate 0.498 - 0.498 Housing & Technical 13.606 - 13.606 Social Work 0.500 - 0.500 TOTAL CAPITAL PROGRAMME 98.167 0.550 98.717 23
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2026/2027 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2026 TO 7 AUGUST 2026 2026/27 Base Budget 2026/27 Revised Budget 2026/27 Forecast Spend 2026/27 Forecast Variance 2026/27 Actual to 07/08/26 Expenditure £m £m £m £m £m General Fund Programme 108.953 98.717 98.717 - 10.388 Income 2026/27 Budget 2026/27 Revised Budget 2026/27 Actual To 07/08/26 £m £m £m Prudential Borrowing 54.520 44.670 0.000 Developers Contributions 1.775 1.819 0.000 Partners 3.071 4.616 1.428 Scottish Government: - Capital Grant 25.982 26.790 9.280 - Vacant & Derelict Land - Place Based Levelling Up Fund 4.196 4.196 2.440 Capital Receipts 4.500 4.500 0.067 Specific Reserves 9.438 6.656 0.000 Revenue Contribution 5.470 5.470 0.000 TOTAL FUNDING 108.952 98.717 13.215 24
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APPENDIX 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2026/2027 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2026 TO 7 August 2026 2026/27 Annual Budget 2026/27 Forecast Spend 2026/27 Forecast Variance 2026/27 Actual to 07/08/26 £m £m £m £m Expenditure 2026/27 Budget 94.740 94.740 - 20.293 2026/27 Annual Budget 2026/27 Actual to 07/08/26 £m £m Income Capital Funded from Current Revenue 33.851 4.980 Capital Receipts - 0.093 Prudential Borrowing 33.385 10.751 Scottish Government Specific Grant: - New Build 18.474 4.321 - Open Market Purchase Scheme 8.910 - - Mortgage to Rent 0.120 0.081 Other Income - 0.067 94.740 20.293 25
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 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 (19 August 2026) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional funding totalling £8.552 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 £3.400 million has been identified across 2026/2027. This is detailed in Appendix 1. 5.2. Additional Capital funding of £5.152 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 27
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Risk and Other Implications 7.1. There are no other implications in terms of the information contained in this report. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 19 August 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 28
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Appendix 1 Additional Revenue Funding Resource Description 2026/2027 £m Total £m Method Housing and Technical (HRA) Area Based Schemes This funding is to provide support for domestic energy efficiency improvement measures to homes. The funding aims to: • Deliver energy efficiency improvements to eligible homes. • Improve household energy performance, reduce fuel poverty, and lower carbon emissions. • Support local employment by creating or sustaining jobs in the energy efficiency sector. • Ensure all funded properties have updated EPC records. 2.779 2.779 Scottish Government Community and Enterprise No One Left Behind – Transport to Employment Transport to Employment is intended to support parents to: • Enter or sustain employment or progress within existing employment (including increasing hours or moving into better paid or more secure work) • Undertake employment related or progression linked training. • Sustain work or increased hours during an initial transition period. The funding is designed as time limited, targeted support forming part of the wider No One Left Behind employability journey. 0.517 0.517 Scottish Government Community and Enterprise Young People Mental Health Crisis This funding is to expand provision across North and South Lanarkshire to support young people experiencing mental health crisis: • Deliver DECIDER training across partner agencies including Community Learning and Development teams and voluntary sector partners. • Test an enhanced out-of-hours crisis pathway in partnership with Scottish Action for Mental Health • Strengthen the Dialectical Behaviour Therapy pathway by training an additional 10 clinicians. 0.104 0.104 Scottish Government TOTAL REVENUE FUNDING 3.400 3.400 29
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Appendix 2 Additional Capital Funding Resource Description 2026/2027 £m Total £m Method Community and Enterprise SPT Bus Infrastructure Improvements Funding has been secured to upgrade selected bus stops through the installation of high-access kerbs and improved footway connections. The programme will also include the enhancement of existing bus bays and the provision of extended bus bay markings where parked vehicles currently impede bus access to stops, as well as at new stop locations. These improvements will complement SPT's ongoing bus shelter upgrade programme. 0.050 0.050 Strathclyde Passenger Transport Community and Enterprise SPT Abington Bus Hub Funding has been made available to commission consultants to assess the feasibility of, and market demand for, a bus hub at Abington. The study will consider a range of factors, including land ownership constraints associated with the service station, the management of long-stay parking linked to bus hub users, and measures to prevent displacement of parking demand onto the service station car park, thereby protecting parking availability for existing customers. 0.050 0.050 Strathclyde Passenger Transport Community and Enterprise SPT Bus Route Congestion Measures Funding has been made available to provide congestion reduction measures on routes experiencing unreliable journey times caused by congestion particularly at peak times. Measures include improving traffic flow and increasing capacity through improvements to junctions including new or improved traffic signals and the introduction of Urban Traffic Control. The traffic signal junction locations are currently under consideration are: • Bent Road/ Dixon Street • Quarry Street/Keith Street • Stewart Street/Glamis Ave 0.200 0.200 Strathclyde Passenger Transport Community and Enterprise SPT Casualty Reduction Measures The project will deliver improvements on roads across South Lanarkshire with the focus on reducing the number and severity of casualties within South Lanarkshire and contribute towards the achievement of national casualty reduction targets. 0.100 0.100 Strathclyde Passenger Transport 30
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Community and Enterprise Tier 1 Bus Infrastructure Fund Transport Scotland will provide funding of up to £0.871 million to the Council, as part of the general capital grant, for the design, development and delivery of bus infrastructure measures. This will supplement current Council funding for Bus Infrastructure already included in the capital programme. 0.871 0.871 Transport Scotland Community and Enterprise Local Growth Fund – Enabling Commercial Space An allocation of £3.430 million has been made available through Glasgow City Region as part of Local Growth Fund for projects that fit within the Enabling Commercial Space (ECS) programme. This will supplement current Council funding for Enabling Commercial Spaces already included in the capital programme. 3.430 3.430 Glasgow City Region Partnership Community and Enterprise Local Growth Fund – Net Zero Business Grants Glasgow City Region has allocated £0.451 million to the Council for the Net-Zero Business Grants for 2026 to 2029. This will supplement current Council Investment funding for Net Zero Business Grants over the next 3 years. 0.451 0.451 Glasgow City Region Partnership TOTAL CAPITAL FUNDING 5.152 5.152 31
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Statutory Review of the Byelaws Prohibiting the Consumption of Alcohol in Designated Public Places 1. Purpose of Report 1.1. The purpose of this report is to:- advise Committee of the outcome of the statutory review of the South Lanarkshire Council Prohibition of Consumption of Alcohol in Designated Public Places Byelaws seek Committee’s decision on the conclusion of the review 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the review of the Council's byelaws, which had been undertaken in accordance with the requirements of Section 202A of the Local Government (Scotland) Act 1973, and the findings of that review, be noted; and (2) to agree that no amendment, revocation or replacement of the current byelaws is required and that the byelaws should remain in force in their current form. 3. Background 3.1. Section 202A of the Local Government (Scotland) Act 1973 (the 1973 Act) requires local authorities to keep byelaws under review and to determine, every 10 years, whether such byelaws remain necessary and fit for purpose. 3.2. The South Lanarkshire Council Prohibition of Consumption of Alcohol in Designated Public Places Byelaws 2010 were confirmed on 10 May 2010 and came into operation on 10 June 2010. The South Lanarkshire Council Prohibition of Consumption of Alcohol in Designated Public Spaces (Amendment) Byelaws 2014 were confirmed on 21 January 2015 and came into operation on 11 June 2015. 3.3. Committee approved a formal statutory review of the byelaws in terms of the 1973 Act on 20 May 2026 and agreed that the byelaws would continue in effect pending the completion of the review. 6 33
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3.4. The review has now been completed by the Head of Administration and Legal Services in consultation with agreed internal and external stakeholders. The review was informed by a consultation exercise via a short survey published in the South Lanarkshire View and on the Council’s Facebook page. This was open to members of the public, relevant internal stakeholders and external organisations including Police Scotland, the Crown Office and Procurator Fiscal Service, NHS Lanarkshire, Community Councils and Community Safety and Planning Partnerships. The survey asked whether consultees considered that the byelaws are still necessary to deal with disorder related to drinking in the designated public places and whether any amendments to the byelaws or areas covered were necessary. The consultation was open for a period of 6 weeks and closed on 8 July 2026. 4. Review Findings 4.1. Following the end of the consultation period, the review considered:- the continuing relevance and necessity of the byelaws their effectiveness in achieving the objectives for which they were originally made any relevant changes in legislation, policy or operational practice since the byelaws were introduced the availability of alternative statutory powers 4.2. Survey responses were the primary source of evidence in the review, there having been over 203 responses to the online consultation. Several stakeholder responses were also received directly by email, including responses from Police Scotland, the Executive Director (Housing and Technical Resources), NHS Lanarkshire and a Community Council. 4.3. The survey responses can be summarised as follows:- 67% (135) confirmed they considered that the byelaws are still necessary and appropriate, with 33% (67) disagreeing 58% (117) confirmed that they considered the byelaws or the areas covered did not require any amendments, with 42% (86) disagreeing 4.4. The survey results and responses received by email demonstrate that almost 70% of respondents are of the view that the byelaws remain necessary and appropriate. In addition, almost 60% of respondents do not consider that amendments to the byelaws or the areas covered are required. Significantly, this was the position of the Scottish Fire and Rescue Service, while Police Scotland indicated that it would maintain a neutral stance on the byelaws. No response was received from the Crown Office and Procurator Fiscal Service. The NHS Lanarkshire Health Improvement Team response to the survey indicated that no changes were required, and whilst it also provided a helpful discussion document suggesting that further analysis of local evidence could help inform changes to the relevant specified areas and actions which could be taken to inform a rights based approach to the application and enforcement of the byelaws, it did not propose any actual changes to areas within the scope of the byelaws. The response from the Executive Director (Housing and Technical Resources) clearly confirms that the byelaws are considered necessary and proportionate and that they positively impact public behaviours in terms of consuming alcohol in public places. 34
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4.5. The review also considered whether amendments were required to reflect legislative or policy changes, or if alternative statutory powers were available. It was concluded that no such changes have occurred which would necessitate amendment of the byelaws at this time. 4.6. Following consideration of the survey responses, there is no evidence that the byelaws impose unnecessary burdens or restrictions. Equally, there is no evidence that revocation would better achieve the Council's objectives or protect the interests of service users, residents or the wider community. 4.7. The review has concluded that the byelaws continue to serve a useful regulatory purpose and remain an appropriate mechanism for addressing the matters within their scope. It is also reasonable to conclude that the byelaws remain workable, relevant and proportionate. 4.8. Accordingly, it is reasonable to conclude that the byelaws in their current form remain necessary, effective and fit for purpose. 5. Conclusion 5.1. Having completed the statutory review required by Section 202A of the 1973 Act, the existing byelaws remain appropriate and continue to meet the objectives for which they were originally introduced. 5.2. No amendments have been identified as clearly necessary and there is no basis for revocation or replacement of the byelaws at this time. It is, therefore, recommended that Committee agree that the current byelaws should remain unchanged. 5.3. Where no change, revocation or replacement of the byelaws is considered necessary, there are no further formal notification requirements. 5.4. The Head of Administration and Legal Services will, however, confirm and ensure suitable communication of the outcome of the review. 6. Employee Implications 6.1. There are no employee implications arising from this report. 7. Financial Implications 7.1. There are no financial implications arising from this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications arising from this report. 9. Risk and Other Implications 9.1. There are no risk or other implications associated with the content of this report, other than the completion of this review will ensure the Council has complied with its duty to review the byelaws in terms of the 1973 Act. 35
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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. However, as the retention of the byelaws is a decision for the Council to take, an Integrated Impact Assessment has been undertaken as part of the review and is available via this link: https://www.southlanarkshire.gov.uk/downloads/file/18709/statutory_review_of_the_ byelaws_prohibiting_the_consumption_of_alcohol_in_designated_public_places_iia 10.2. Consultation has been undertaken on the review, and summarised in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 26 August 2026 Link(s) to Council Values/Priorities/Outcomes We will work to put people first and reduce inequality Caring, connected, sustainable communities Previous References Corporate Resources Committee Report, 1 October 2008 Corporate Resources Committee Report, 4 March 2009 Corporate Resources Committee Report, 28 October 2009 Corporate Resources Committee Report, 2 June 2010 Executive Committee Report, 10 March 2010 Executive Committee Report, 26 March 2014 Executive Committee Report, 11 February 2015 Executive Committee Report, 20 May 2026 List of Background Papers The South Lanarkshire Council Prohibition of Consumption of Alcohol in Designated Public Places Byelaws 2010 - SLC Drinking in Public Places Byelaws.pdf The South Lanarkshire Council Prohibition of Consumption of Alcohol in Designated Public Places (Amendment) Byelaws 2014 - Amendment Byelaws 2014.pdf SNAP survey summary report Integrated Impact Assessment Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Iain Strachan, Head of Administration and Legal Services Tel: 01698 454658 E-mail : Iain.Strachan@southlanarkshire.gov.uk 36
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Representation on Outside Bodies – Routes to Work South 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request approval of the appointment of Councillors Anderson, Cowie, Frame and McClymont as the Council’s representatives on the Routes to Work South (RTWS) Board of Directors [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Councillors Anderson, Cowie, Frame and McClymont be appointed as the Council’s representatives on the Routes to Work South Board of Directors. [1r 3. Background 3.1. 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, approved by this Committee on 3 December 2025, was 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. Representation on RTWS 4.1. At its meeting on 19 August 2026, this Committee agreed the appointment of six independent directors and sought nominations for four elected members to be appointed to the Board of Directors. 4.2. 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 was for the Council’s Labour and SNP Groups to decide if they wished to each appoint two elected members for these vacancies. 4.3. The Labour Group has nominated Councillors Cowie and McClymont, and the SNP Group has nominated Councillors Anderson and Frame to be appointed as the Council’s representatives on the RTWS Board of Directors. 7 37
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5. Employee Implications 5.1. None. 6. Financial Implications 6.1. None. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications as a result of this report. 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. 9.2. 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. Jackie Taylor Executive Director (Finance and Corporate Resources) 26 Augus 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent 38
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Previous References Transformational Review of Routes to Work South – Performance and Review Scrutiny Forum of 24 February 2026 Transformational Review of Routes to Work South – Executive Committee of 3 December 2025 Routes to Work South – Appointment of Independent Directors - Executive Committee of 19 August 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tracy Slater, Administration Adviser Ext: 4197 (Tel: 01698 454719) E-mail: tracy.slater@southlanarkshire.gov.uk 39
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Appointment of Trustees to South Lanarkshire Leisure and Culture Board 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval to the appointment of the new Chair of the South Lanarkshire Leisure and Culture (SLLC) Board of trustees and an additional new independent trustee confirm the appointment of existing Council appointments to the SLLC Board for the next three years seek nominations to fill the vacant trustee positions [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council confirm its approval to the appointment of Melinda Johnson as the new Chair of the South Lanarkshire Leisure and Culture Board; (2) that the Council confirm its approval to the appointment of Kirsty Burns as a trustee to the South Lanarkshire Leisure and Culture Board; (3) that nominations are sought to fill the remaining vacant trustee positions for elected members or officers of the Council; and (4) that the Council confirm that its elected member appointments to the South Lanarkshire Leisure and Culture Board are for the next three years, this confirmation being subject to the outcome of the May 2027 local government elections, and subsequent appointment of councillors by the Council to the Board. 3. Background 3.1. The revised governance arrangements and constitution for SLLC were approved by the Council at its meetings on 23 June 2021 and 15 June 2022 respectively. The constitution set out the membership of the SLLC Board which included 14 charity trustees made up of 5 elected members or officers of the Council, 1 representative of the trade unions and 8 who were neither an elected member nor an officer of the Council. 3.2. The constitution also set out eligibility criteria and the appointment process for trustees. This process requires the Council to give written notice to SLLC for the appointment of a trustee, and to be guided by SLLC’s Nominations Committee in relation to the selection of appropriate trustees. The Nominations Committee comprises five trustees, including the Char of SLLC and two elected member trustees. 8 41
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3.3. The Committee considered a report at its meeting on 24 June 2026, which appointed Councillor Cowie to the SLLC Board, and noted the ongoing process to appoint a new independent Chair and an additional independent trustee for SLLC, and that a report would be brought back to this meeting of the Committee in connection with that. In addition, the Committee was also advised that as trustee appointments are for a period of 3 years, the Council will also require to confirm its trustee appointments for the next three years, in advance of SLLC’s AGM in November. 4. Appointment of New Chair and Trustees 4.1. As previously reported to the Committee, the current Chair of SLLC, Dr Avril Osborne, announced in January 2026, that she will be retiring from the role and resigning from the Board at the AGM in November 2026. The constitution dictates that that Chair of the SCIO (Scottish Charitable Incorporated Corporation) must be an independent charity trustee who is neither an elected member nor officer of the Council. An open recruitment process was undertaken in line with the constitution, and existing SLLC governance arrangements, with interviews held on 11 June 2026. Following interview, the Nominations Committee unanimously agreed a preferred candidate. Melinda Johnson, who has recently retired as a senior civil servant in the UK Government, having worked as a director of commercial and operations in the departments of Transport (DfT) and Health (DHSC), and latterly as Director General/Chief Operating Officer at Ofgem, is the preferred candidate, and recommended by the Nominations Committee for appointment. Further to this recruitment process, and in line with the recommendation of the Nominations Committee, it is proposed that the Council confirm its approval to the appointment of Melinda Johnson as chair of the SLLC Board, following the resignation of the current chair at its AGM on 18 November 2026. 4.2. In addition, following the recent resignation of a trustee, there was a vacancy for another trustee who is neither an elected member nor an officer of the Council, and neither a trade union representative. In line with the constitution, and existing SLLC governance arrangements, an open recruitment process was commenced, with a short-leeting in June and trustee interviews held on 3 August. Following interview, the Committee unanimously agreed on a preferred applicant. Kirsty Burns, a Finance Director with over 30 years of experience in financial governance, audit, risk and strategic oversight across complex organisations is the preferred candidate and recommended by the Nominations Committee for appointment. Further to this recruitment process, and in line with the recommendation of the Nominations Committee, it is proposed that the Council confirm its approval to the appointment of Kirsty Burns as a trustee to the SLLC Board. As with the proposed new Chair, subject to the approval of this Committee, the appointment of this new independent trustee would then be confirmed at the SLLC AGM in November. 4.3. As reported to the Committee in June 2026, there remain two vacant trustee positions for elected members. In the first instance, and in line with existing practice, it would be for the Council’s SNP Group to decide whether it wished to take up the remaining two vacancies. The SNP Group has confirmed that it does not wish to take up the remaining vacancies at this time. Therefore, nominations are invited to fill the two remaining vacancies. 4.4. Finally, as trustee appointments are for a period of three years, the Council requires to confirm its trustee appointments for the next three years, in advance of the November AGM. This confirmation will naturally be subject to the outcome of the May 2027 local government elections, and subsequent external appointments of councillors. 42
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5. Employee Implications 5.1. None. 6. Financial Implications 6.1. None. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 8. Risk and Other Implications 8.1. An elected member is not obliged to accept an appointment to an external organisation. However, if they do then they may find themselves taking on additional legal duties, e.g. as a trustee of a charity or a director of a company, where they will, in essence be obliged to act in the best interests of that organisation. The exact nature of these legal duties will depend upon the nature of the organisation in question and the role they are appointed to. There is also potential for future conflicts of interests between such a role and their role as an Elected Member. The Standards Commission has issued an Advice Note on such matters. There are no other implications arising from this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy therefore, no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained in this report. SLLC have, however, been consulted on the contents of this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 20 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References South Lanarkshire Council, 15 June 2022 Executive Committee, 2 October 2024 Executive Committee, 24 June 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Strachan, Head of Administration and Legal Services Ext: 4658 (Tel: 01698 454658) E-mail: iain.strachan@southlanarkshire.gov.uk 43
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Housing and Technical Resources) Subject: South Lanarkshire Local Housing Strategy Annual Review 2025/2026 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 set out in the Local Housing Strategy (LHS) 2022 to 2027 propose an extension of the current Local Housing Strategy by 12 months to align with timescales for the development and adoption of the Council’s third Local Development Plan 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress on actions for delivering the agreed LHS priority outcomes across the five chapters, be noted; (2) that the proposed revisions to the LHS action plan for 202620/27, be approved; and (3) that the proposal to extend the current LHS by 12 months be approved. 3. Background 3.1. The Housing (Scotland) Act 2001 requires local authorities to carry out an assessment of need and demand for housing and related services, and to prepare and submit a five-year Local Housing Strategy (LHS) to Scottish Ministers. The LHS is the main plan for all housing tenures in the local authority area. 3.2. The LHS was developed during 2022, building on the good work undertaken by the Council and its partners in delivery of the LHS 2017 to 2022. The LHS works alongside the Council’s Local Development Plan 2 (LDP2), to set the strategic framework for local housing development and aligns with corporate and community planning objectives. 3.3. The Executive Committee approved the LHS on 30 November 2022 and agreed the annual monitoring and reporting arrangements. This is the third annual review of the LHS 2022 to 2027, with the second annual review for 2024/2025 presented to Executive Committee on 27 August 2025. 9 45
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4. Refresh of Local Housing Strategy Guidance 4.1. Local Housing Strategies are developed in line with national statutory guidance with the most recent updated version being published and taking immediate effect from 25 March 2026. The guidance has been updated to reflect changes in legislation and context since the last update in 2019, including: the declaration of a national housing emergency in 2024 and the publication of the Scottish Government’s Housing Emergency Action Plan in 2025 the publication of National Planning Framework 4 in 2023 the passing of the Housing (Scotland) Act 2025 the publication of the Scottish Government’s Public Sector Reform Strategy in 2025 4.2. An exercise to compare the 2019 guidance, used to inform the development of the LHS 2022 to 2027, and the 2026 refresh highlights a renewed or increased emphasis on: the role of the Local Housing Strategy in improving health and wellbeing, creating connected and sustainable places, reducing climate change, supporting economic growth, and reducing child poverty the importance of a strong connection between the Local Housing Strategy and the Local Development Plan to ensure a shared strategic approach to housing planning and delivery revised strategic requirements in relation to homelessness, including new legal prevention duties how the Local Housing Strategy will address the declared housing emergency, including reducing the number of families with children in unsuitable or temporary accommodation and addressing women’s experiences of homelessness particularly in relation to gender-based violence 4.3. The newly published guidance will be used to inform any revisions to the LHS performance framework for 2026/2027 as well as the next strategy. 5. Context and Wider Policy Changes 5.1. A number of significant changes in policy and context have taken place both locally and nationally since the second annual review of the LHS was presented in August 2025. A summary of these has been set out below: South Lanarkshire continues to experience a Housing Emergency following the declaration by the Council on 12 June 2024 in response to a significant and sustained increase in demand for homelessness services. While the pressures have stabilised, demand for homelessness services continues to be significantly higher than pre-pandemic levels. The Housing (Scotland) Bill was passed by the Scottish Parliament on 30 September 2025 and became the Housing (Scotland) Act 2025 following Royal Assent on 6 November 2025. Full implementation of the Act will follow the passing of necessary secondary legislation and guidance. Key aspects of the Bill relevant to the Local Housing Strategy include: the designation of rent control areas regulations to ensure an effective response to damp and mould in tenanted properties new homelessness prevention duties 46
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new housing rights for tenants experiencing domestic abuse removing the current cap on the additional council tax charge for empty and second homes The Scottish Government confirmed revised funding arrangements for Gypsy/Traveller accommodation, with capital funding being made available through the Affordable Housing Supply Programme (AHSP) local authority Resource Planning Assumptions (RPAs) from April 2026, rather than through a separate capital fund. This change is intended to support longer-term planning for Gypsy/Traveller accommodation, including undertaking multi-year projects. The Scottish Government continues to progress the development of the Social Housing Net Zero Standard, which will replace the second Energy Efficiency Standard for Social Housing (EESSH2). The new standard was expected to be published during 2025/26 but is now expected in Spring 2027. The UK Government announced as part of Budget measures in November 2025 that the Energy Company Obligation (ECO) scheme, which places obligations on energy suppliers to deliver measures that help households reduce energy consumption and lower heating costs will come to an end on 31 December 2026. An additional £1.5 billion has been committed to fund the ongoing delivery of the UK Government Warm Homes Plan. In response to unsustainable pressure on the Scottish Prison Service, the Scottish Government announced an Emergency Early Release Programme in October 2025, which came into force on 11 November 2025 and ran until April 2026. Only short-term prisoners serving less than 4 years and due to be released within 180 days of regulations coming into force were eligible for consideration. 5.2. Housing and Technical Resources will continue to monitor national and local developments in all areas and ensure that significant changes are appropriately reflected within the LHS and associated plans or reports. 6. Annual Review 2025/2026 6.1. The LHS is structured around five chapters and eight priority outcomes. There are 106 indicators against which the Council monitors progress including 72 actions and 34 measures. In line with wider reporting arrangements across the Council, these indicators can be categorised into ‘green’, ‘amber’ and ‘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. 6.2. As at the end of 2025/2026, 80% of the indicators were in line with projected targets or have been completed, up from 77% in 2024/2025. Table 1 outlines the 2025/2026 categorisation of the 106 indicators. Blue (complete) Green (on track) Amber (minor slippage) Red (major slippage) To be reported later Total 2 83 8 2 11 106 Table 1: Categorisation of LHS indicators 2025/2026 47
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6.3. The review demonstrated good progress has been made for 83 indicators (78%) and 2 further actions have been completed in full. At the end of the third year of the strategy, 11 indicators (10%) are ‘to be reported later’ due to scheduled delivery in future years of the strategy or national datasets not being available. Key highlights within each of the five chapters have been provided below: Chapter 1: Housing Supply, Affordability, and Choice To improve the availability of affordable housing in South Lanarkshire, a total of 855 additional Council homes for social rent have been provided during the life of the strategy to March 2026. This includes 370 new build properties and 485 acquired through the Council’s Market Purchase Scheme. A further 338 new build homes also completed by Registered Social Landlords (RSL) across South Lanarkshire in priority areas. A total of 66 homes that had been empty for 6 months or more were successfully supported back into use by Housing and Technical Resources during 2025/2026. 35 were supported back into use through working with owners of long-term empty homes, and 31 were acquired by the Council through the Market Purchase scheme. This brings the total number of empty homes brought back into use since the strategy began to 129. As part of the Progressive Housing approach, the Watson Street development in Larkhall has been designed and developed by Housing and Technical Resources in consultation with the Health and Social Care Partnership to ensure that local specialist needs were factored into the agreed housing mix. As a result, 11 of the 19 new homes are being built to wheelchair standard, and two of the homes include additional sleeping provision for people requiring overnight care. The development is anticipated to be completed by the end of 2026. Chapter 2: Housing Quality, Energy Efficiency and Decarbonisation During 2025/2026, Housing and Technical Resources invested £9.779 million was invested in energy efficiency improvement works in Council homes. This included improvements to 126 Council homes through the installation of external wall insulation, and improvements to 220 Council homes through a mixture of cavity extraction and refill, and installation of loft and cavity insultation. Over 3,700 households across South Lanarkshire were provided with advice about the availability of funding support schemes to help minimise fuel costs. This included 475 referrals to the Warmer Homes Scotland scheme which resulted in the installation of 1,940 measures to improve the energy efficiency of people’s homes, including external and cavity wall insulation, heating system insulation, and installation of energy efficient windows and doors. Housing and Technical Resources continued to administer the ‘Energy Company Obligation Scheme’ (ECO4) which allows national energy company funding to be used by locally based contractors to make energy efficiency improvements to eligible homes at no cost to the homeowner. During 2025/2026, 344 energy efficiency measures were installed in 120 homes across South Lanarkshire, bringing the total since the scheme was launched in 2023 to 971 measures across 349 homes. The types of energy efficiency measures installed include solar panels, boiler upgrades, and insulation. 48
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Housing and Technical Resources delivered the Energy Retrofit Support service, a pilot scheme to help residents make their homes warmer, more energy efficient, and more affordable to run. With support from the social enterprise Changeworks, and funding from the UK Shared Prosperity Fund, 269 households were supported to reduce the burden of the cost of living and 51 households received support to take up energy efficiency measures. An estimated 69,000 tonnes of CO2 emission reductions were realised as a result of the support delivered. Housing and Technical Resources have also completed feasibility studies into the potential to establish of heat networks in Hamilton, Carluke, and East Kilbride. The Hamilton feasibility study concluded that there is a viable opportunity for a low carbon heat network in Bothwell Road/Almada Street and further feasibility work on specific buildings will be undertaken in 2026/2027 in preparation for the development of an outline business case. Chapter 3: Specialist Provision and Supporting Independent Living Through the implementation of the Progressive Housing Framework, the South Lanarkshire University Health and Social Care Partnership has worked with Trust Housing Association to develop a model of extra care housing in East Kilbride, Hamilton, and Blantyre which provides an enhanced level of wraparound care to support people aged 60+ to remain at home and sustain their tenancy. The South Lanarkshire Futures project, delivered in partnership between the Council and Barnardos, has been extended for a further year into 2026/2027. The service provides wraparound transition support to care experienced young people, with transitional accommodation provided by the Council. Barnardos provide the young people with the support and skills they need to transition from living in care to living independently in the community. Of the 107 new affordable homes delivered by the Council during 2025/2026,15 wheelchair accessible homes were included. This exceeds the LHS 10% target for new build social homes that are wheelchair accessible. Throughout 2025/2026 the Council has continued to invest within the two South Lanarkshire Gypsy/Traveller sites, with priorities for improvements agreed co- developed with site residents. Improvements at Shawlands Crescent in Larkhall include the extension of amenity units, upgrades to electricity metres, and the installation of solar PV and batteries. At the Springbank Park site in East Kilbride, solar PV and batteries have also been installed, and construction was completed a new children’s play area which was co-designed with families living on the site. Chapter 4: Addressing Homelessness The Council continues to deliver the Homelessness Strategic Plan to tackle the sustained pressures on homelessness services throughout the year. This plan has contributed to a 5.5% reduction in the number of homelessness presentations in 2025/2026 compared to the previous year, and a 3% reduction in the year end homelessness caseload. During 2025/2026, Housing Services delivered 2,058 Housing Options appointments, increasing 39% on the previous year. Homelessness was prevented in 76% of cases where people received Housing Options support compared to 60% in 2024/2025. 49
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The percentage of homeless households maintaining their permanent tenancy for more than 12 months remains high at 90.79%. During 2025/2026, 33 people leaving prison were supported under Sustainable Housing on Release for Everyone (SHORE) standards, with homelessness prevented in 55% of cases through supporting people to return to previous or other suitable accommodation. Additionally, 34 people were accommodated in South Lanarkshire between November 2025 and April 2026 as part of the Scottish Government’s Emergency Early Release Programme. Sustainable Places Significant investment works in the rural villages of Rigside and Forth has resulted in 130 properties receive a series of external upgrades including new roofs, windows, doors, insulation, and external fabrics at a total cost of £3.6 million. On-street bicycle storage was installed at 6 locations adjacent to the Calderwood multi-storey blocks in East Kilbride during 2025/2026. This was in response to people storing bicycles in stairwells or on landings, presenting a fire risk. Housing and Technical Resources will continue to work with Roads, Fleet and Transportation Services to explore future installations, including near established active travel routes. Bicycle storage has been incorporated into the newbuild development site at Eaglesham Road in East Kilbride. The Council is currently upgrading its warden call system from analogue to digital in 1,181 properties across 55 sheltered housing sites, in advance of the national digital switchover scheduled for January 2027. In March 2026, the upgrade programme was 70% complete with work at the remaining properties continuing to progress in 2026/2027. Charging points for electric vehicles are provided across all newbuild developments, with 137 charging spaces delivered across five sites since the strategy began. 6.4. There were eight indicators categorised as ‘amber’ within the review, with work currently underway to ensure progress is made in 2026/2027. This includes work to deliver the homelessness Directions with the Health and Social Care Partnership (HSCP), plans to develop a grant or loan scheme to support more empty homes being brought back into use, levels of homelessness and plans to publish an annual outcomes report detailing the full impact of the delivery of the affordable housing supply programme. 6.5 Two measures were categorised as ‘red’, below anticipated performance: M.3.3 The percentage of Council housing in South Lanarkshire which meets the Scottish Housing Quality Standard The percentage of South Lanarkshire Council housing meeting the Scottish Housing Quality Standard reduced from 88% in 2024/2025 to 78% in 2025/2026. While performance remained strong in relation to energy efficiency, electrical safety and smoke detection, performance reduced in relation to the condition of kitchens and bathrooms and secure door entry systems. 50
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To increase the rate of kitchen installations, additional internal resources will be introduced for the remainder of 2026/2027, with consideration being given to the establishment of an additional installation team within Property Services to help boost programme capacity without impacting on quality for the tenant. M.7.4 Number of homeless households who spend more than 12 months in temporary accommodation The number of households spending more than 12 months in temporary accommodation rose to 267 in 2025/2026, more than double the total of 112 in 2024/2025. South Lanarkshire continues to experience a Housing Emergency with sustained demand for homelessness services, in line with trends across Scotland. Reports on the ongoing homelessness pressures continue to be provided to Housing and Technical Resources Committee noting that, while the situation is stabilising, demand remains high. The new Homelessness Strategic Action Plan 2026/2027, approved by Housing and Technical Resources Committee on 3 June 2026, sets out four key priorities to help reduce ongoing pressures on homelessness services: Prevention of Homelessness Alleviating the Impact of Homelessness Children and Young People Affected by Homelessness – Prevention and Speedy Response Partnership, Governance and System Integration 6.6. 11 indicators were identified as ‘to be reported later’ in line with the timescale identified for implementation. Services continue to collate data for these and will update the performance framework when available. 7. Proposed Revisions to LHS Performance Framework 7.1. The annual review provides the opportunity to assess and report on the progress made against each of the actions and measures contained within the plan. It also allows for a general re-examination of the LHS to ensure that the objectives, actions, and measures identified, remain appropriate, relevant, and measurable. 7.2. During the annual review, three indicators have been identified for revision. Details of the proposed change are detailed in Table 2 below. Following approval, the revisions will be incorporated into the LHS action plan for 2026/2027. Ref. Current action/measure Status Ref. Proposed replacement action/measure (where appropriate) A.1. 11 Evaluate need for and potential scope for social housing providers to deliver mid-market rent properties in South Lanarkshire Blue A.1. 11 Action complete. Propose to remove action with future provision of mid-market rent considered as part of annual Strategic Housing Investment Plan updates. 51
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Ref. Current action/measure Status Ref. Proposed replacement action/measure (where appropriate) A.2. 8 Launch private sector specific Good Neighbour programme with the aim of reducing noise and other anti- social behaviour issues within private sector tenancies Purple A.2. 8 Programme no longer being taken forward due to changing nature of anti-social behaviour and support requirements. Propose to remove action with ongoing actions and monitoring in relation to anti- social behaviour reported through the council’s Anti-social Behaviour Strategy. A.3. 5 Promote and monitor the delivery of the ECO scheme in South Lanarkshire Green A.3. 5 The ECO scheme is in its final phase and will end in December 2026. Propose to remove action and add revised action once details of successor arrangements are confirmed by the UK Government. Table 2: LHS indicators identified for revision 7.3. In addition, one new action is proposed for Outcome 2 which is focused on a sustainable private rented sector, and links with new legislative requirements on rent control areas referenced at 5.1. A.2.8 – Undertake an assessment of rent conditions in the local private rented sector, reporting to Scottish Ministers. 8. Proposal to Extend Local Housing Strategy 8.1. Statutory guidance on the preparation of Local Housing Strategies sets out the importance of aligning the timescales of the Local Development Plan and the Local Housing Strategy in the planning of affordable housing. 8.2. South Lanarkshire’s Local Development Plan 3 is being prepared in line with National Planning Framework 4. It will come into force in 2028 and run for 10 years. 8.3. It is proposed to extend the Local Housing Strategy 2022 to 2027 by 12 months, allowing the new LHS to be implemented in 2028 alongside Local Development Plan 3 and improve alignment between two key statutory documents. As part of this extension, a further annual review will be completed and presented to Executive Committee covering 2026/2027. 9. Looking Ahead 9.1. 2026/2027 will be the fifth full year of the Local Housing Strategy 2022 to 2027 and, in addition to the indicators being progressed within the strategy, the Council and its partners will continue to take forward a wide range of other work, including: Monitoring the outcome of the Scottish Government consultations on proposals for the Social Housing Net Zero Standard which will replace EESSH2. Continuing to contribute to the Marmot Place pilot to embed the role of high quality affordable housing in tackling health inequalities in South Lanarkshire. 9.2. Progress in these areas will continue to be monitored with a further update provided as part of the next Annual Review in 2027. 52
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10. Next Steps 10.1. Subject to approval from Executive Committee, the Council will notify the Scottish Government that the Local Housing Strategy 2022 to 2027 will be extended to cover the 2027/2028 year. 10.2. The review identified that the Council and its housing, health and homelessness partners have made good progress in 2025/2026 towards delivering on the eight priority outcomes. 10.3. The finalised review document will be shared with the Scottish Government and the Local Housing Strategy Steering Group. 10.4. The Council will continue to monitor, influence where possible and enact any national policy changes that relate to the Local Housing Strategy. 11. Employee Implications 11.1. There are no employee implications as a result of this report. 12. Financial Implications 12.1. There are no financial implications as a result of this report. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no climate change or environmental implications as a result of this report. 13.2. The actions in the LHS continue to link closely with the Climate Change and Sustainability Strategy and a full Strategic Environmental Assessment was completed as part of the development of the LHS 2022 to 2027, with feedback from statutory authorities incorporated into the Strategy. 13.3. 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 2025/2026. 14. Risk and Other Implications 14.1. The actions in the LHS link closely to the wider Strategic Commissioning Plan, Local Development Plan, and Climate Change and Sustainability Strategy. 14.2. A full Strategic Environmental Assessment (SEA) was completed as part of the development of the LHS 2022-27 with feedback from statutory consultation authorities incorporated into the Strategy. 15. Integrated Impact Assessment and Consultation Requirements 15.1. Whilst the Local Housing Strategy 2022 to 2027 was introduced prior to the implementation of Integrated Impact Assessments, both an Equality Impact Assessment and a Fairer Scotland Duty assessment were conducted. These documents are available on request from Housing Services. 15.2. The LHS is subject to ongoing consultation and engagement with key partners and stakeholders through the Local Housing Strategy Steering Group and ongoing links with tenants and other stakeholders. 53
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Stephen Gibson Executive Director (Housing and Technical Resources) 17 July 2026 Link(s) to Council Values/Priorities/Outcomes Values 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 Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Previous References Executive Committee Report, ‘Local Housing Strategy 2022 to 2027’, 30 November 2022 South Lanarkshire Council Motion – Declaration of a Housing Emergency, 12 June 2024 Executive Committee Report, ‘Local Housing Strategy (LHS) Annual Review 2023/2024’, 26 June 2024 Executive Committee Report ‘Local Housing Strategy (LHS) Annual Review 2024/2025’, 27 August 2025 Housing and Technical Resources Committee Report, Homelessness Strategic Plan, 3 June 2026 List of Background Papers Local Housing Strategy 2022 to 2027 South Lanarkshire Homelessness Strategic Plan South Lanarkshire Strategic Commissioning Plan 2025 to 2028 South Lanarkshire Local Heat and Energy Efficiency Strategy Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Sharon Egan, Head of Housing Services E-mail: sharon.egan@southlanarkshire.gov.uk 54
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Local Action Fund – Spend Proposals 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of proposals in relation to the Local Action Fund spend of £50,000 in some of the Council’s 20 geographical Wards [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposals for the Local Action Fund spend in 8 Council Wards, in terms of the submissions detailed in Appendix 1, be considered for approval; (2) to delegate authority to the Executive Director (Finance and Corporate Resources) to agree any adjustments to Local Action Fund allocations that have already been agreed by the Committee, in consultation with Ward members for the Ward in question and the Chair and Depute Chair of the Committee; and (3) to noted that further Local Action Fund proposals will be submitted to a future meeting of this Committee. 3. Background 3.1. As part of the Budget Amendment approved by Council on 25 February 2026, it was agreed that the Local Action Fund would be available again for the 2026/2027 financial year, the Local Action Fund providing £50,000 for each of South Lanarkshire’s 20 Wards, the spend to be approved by the Executive Committee, following input from local councillors. Specifically, the Budget Amendment stated as follows:- “Building on last year’s investment in all wards, we will provide for £50k per ward. A paper will be brought to a future Committee to agree the parameters of the fund and how it will operate, focussing on community plans and priorities and working with communities and local members to identify projects to be approved by the Executive Committee” 3.2. The Committee received a report at its meeting on 20 May 2026, which included a proposal for how the Local Action Fund would operate in 2026/2027. The Committee agreed that a decision on this would be deferred pending two member briefings on the Local Action Fund proposals, which had been arranged to take place following the Committee meeting. 10 55
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3.3. Further to that meeting of the Committee, and those member briefings, on 24 June 2026, the Committee agreed the approach the Council was to take for the Local Action Fund in the 2026/2027 financial year, as set out in that report. At that Committee spend of £1,100 was also approved in respect of a proposal for the Local Action Fund in respect of Ward 18 (Hamilton West and Earnock). 3.4. On 25 June 2026, Members were issued guidance to assist in their process of considering how to spend the monies in their local ward. Members were encouraged to discuss possible suggestions with their fellow ward members and, if able, agree a single suggestion for their ward. 3.5. A form was also issued to Members to complete with their spend proposals, and a timeline was set for these proposals to be submitted by 14 August 2026. This would allow time for officer consideration/input to ensure the project was deliverable, before collating them into a summary for consideration by this Committee. 4. Ward Specific Proposals for Approval 4.1. There are 8 wards where there is agreement by the Ward Members on certain proposals, or where Ward Members are content that alternative proposals are brought to the Committee for a decision. These are detailed in Appendix 1. If these projects are agreed, they will be added to the programme of spend for the current year. 4.2. Last year there were some instances where the allocation of funding had to be adjusted following Committee’s consideration of proposals. To assist with that this year, where that should be necessary, rather than matters having to come back to the Committee for a decision it is proposed that authority is delegated to the Executive Director (Finance and Corporate Resources) to agree any proposed adjustments to Local Action Fund allocations that have already been agreed by the Committee, in consultation with Ward members for the Ward in question and the Chair and Depute Chair of the Committee. 4.3. Where allocations are proposed to community organisations who were allocated funding in 2025/2026 it will be confirmed with those organisations that they have utilised that funding for its intended purposes, before further funds are distributed from the 2026/2027 Local Action Fund. As with last year, where community organisations are awarded grants from the Local Action Fund they will still have to secure other appropriate consents or approvals that may be required for the use of those funds, such as planning permission, building warrant or approvals from landlords. 4.4. For the remaining Wards there are either ongoing discussions between Ward Members to agree a proposal, or with Council officers to confirm delivery and costs. Officers will continue discussions with Members over the coming weeks, with a view to coming back to this Committee in October. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1. As detailed in section 4 of the report, each Ward has been allocated £50,000, a total of £1.0 million for all 20 Wards. 6.2. Agreed proposals have been identified for 8 Wards totalling £0.398 million. These are included in Appendix 1 for approval. 56
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7. Climate Change, Sustainability and Environmental Implications 7.1. Any implications for climate change, sustainability or the environment from the proposals included in Appendix 1 are anticipated to be minimal. 8. Risk and Other Implications 8.1. A risk associated with spend on the Ward proposals is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources and projects. The risk will be managed through financial monitoring arrangements at which any variance is analysed. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. As noted in previous reports to the Committee, the agreed approach highlighted the use of existing analysis of local views and other community feedback received through stakeholder groups. Members may agree their own proposals based on this information, but, if not, then further engagement with stakeholder groups could be carried out to provide a list of potential Local Action Fund projects. Jackie Taylor Executive Director (Finance and Corporate Resources) 27 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council – 25 February 2026 Executive Committee - 20 May 2026 Executive Committee - 24 June 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Iain Strachan, Head of Administration and Legal Services Ext: 4658 (Tel: 01698 454658) E-mail: iain.strachan@southlanarkshire.gov.uk 57
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Appendix 1 Ward No Ward Name Proposed use of Local Action Fund 1 Clydesdale West All members have agreed to split the funding between upgrades of the following parks • Yieldshields Park – £16,666 • Headsmuir Park Carluke – £16,666 • Lawhill Road Park, Law – £16,666 The service will liaise with the ward members to agree a scope of works that could be met from the agreed funding allocation. 2 Clydesdale North There are two alternative proposals Two members are proposing: • Lanark Community Development Trust - a contribution towards the administration and staffing costs of running the Trust - £25,000 • Forth & District Development Trust - a contribution towards the administration and staffing costs of running the Trust - £25,000 One member is proposing: • Additional play equipment including for additional needs and investment in surrounding grounds - £30,000 • Perennial/bulb planting in various locations around the ward - £20,000 7 East Kilbride Central South All members have agreed to split the funding between the following: • Westwood Community Centre, electrical system upgrade to hall - £10,000 • Healthy & Active, contribution to funds to support work of organisation - £3,000 • Agape, contribution to funds to support work of organisation - £5,000 • East Kilbride Community Transport, contribution to funds to support work of organisation - £3,000 • Duncanrigg School, Raising Attainment Programme - £14,000 • Murray Bowling Club, contribution towards costs of storage container - £3,000 • Shrub Bed Replacement, investment in replacement of shrub beds with grass in various locations in Ward 7 - £12,000 8 East Kilbride Central North All members have agreed a partial proposal to split the funding between the following: - Share Alike (EK Kindness Coop), to support operation as foodbank/community larder - £2,000 - Agape Wellbeing, to support operations, including mental health and wellbeing services - £2,000 - Healthy & Active East Kilbride, to support its Home Support service for local residents - £2,000 - 3rd East Kilbride Scout Group (Behind John Wright Sports Centre) - equipment for activities and camps - £2,500 - 6th East Kilbride Scout Group (Old Coach Road, East Kilbride) - equipment for activities and camps - £2,500 58
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Ward No Ward Name Proposed use of Local Action Fund - East Kilbride United Football Club – to supports its ongoing activities, including healthy activities for young people including neuro divergent and disabled - £5,000 - Fibrofriends, to support its ongoing activities - £2,000 - East Mains Community Council, funds to advertise and promote to recruit new community members - £2,000 - St Leonards Community Council, Funds to advertise and promote to recruit new community members - £1,000 - Blacklaw Primary School - £2,750 - St Hilarys Primary School - £2,750 - Mount Cameron Primary School - £2,750 - St Andrews and St Brides School - £4,000 - Maxwellton Primary School - £2,750 - Krktonholme Primary School - £2,750 - Halfmerke Primary School - £2,750 - Greenburn ASN Primary Scool - £3,250 - West Mains ASN Primary School - £3,250 This leaves a balance of £2,000 and ward members are considering alternative options for this. 12 Rutherglen Central & North All members have agreed a partial proposal for the use of the funding • £25,000 contribution to the roof/general repairs at the Reuther Hall, Rutherglen which has been taken over by a charitable trust and provides a well used community space in central Rutherglen for many local groups - £25,000. The ward members are considering options for the remaining £25,000 for this ward. 13 Cambuslang West All members have agreed to split the funding between the following: • a grant to LEAP for upgrade of the Tollpitch Pavilion - £18,150. • A grant to Eastfield Community Centre, as a contribution to its proposed refurbishment/modernisation - £17,850k. • Painting of railings North Main Street, Cambuslang and Repairs to Steps in Cambuslang Park – £14k. 16 Bothwell & Uddingston All members have agreed to split the funding between the following: • Bothwell Hub, contribution to staffing costs - £25,000 • Uddingston Community Centre, contribution to upgrade heating system for martial arts group that took over property through CAT - £12,500 • Uddingtson Sports and Cricket Club, contribution to funding of initial planning of proposed development of indoor sports facility - £12,500 18 Hamilton West and Earnock All members have agreed to a proposal to split the remaining funds between various local community groups as follows: • Hillhouse Link Tenant’s and Resident’s Group, to part fund Dunkeld Place play area (£15,000), 59
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Ward No Ward Name Proposed use of Local Action Fund • Supporting Our Community SOC (£12,000, £7,000 for training and £5,000 for family engagement support]), • Terminal One Hillhouse (£6,000), • Community Links Hillhouse (£5,000), • Installation by Council of defibrillator in High Earnock (£5,000) • Grant to fund Christmas events for Hillhouse community, to be allocated by the Council for specific events (following consultation with ward members) (£5,900) 60
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Chief Executive Subject: Recommendations Referred by Housing and Technical Resources Committee 1. Purpose of Report 1.1. The purpose of the report is to:- request approval of the undernoted recommendations referred to this Committee by the Housing and Technical Resources Committee at its meeting on 2 September 2026 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the revised South Lanarkshire Council Allocation Policy be approved; (2) that the revised South Lanarkshire Council Pitch Allocation Policy for Gypsy/Traveller Sites be approved; and (3) that the Housing Services Domestic Abuse Policy be approved. 3. Background 3.1. Recommendations Referred by Housing and Technical Resources Committee of 2 September 2026 – South Lanarkshire Council Housing Allocation Policy – Extract of Minute A report dated 17 July 2026 by the Executive Director (Housing and Technical Resources) was submitted on the revised Housing Allocation Policy. The current Housing Allocation Policy was introduced in May 2019 and set out the approach taken to prioritising housing applications and allocating vacant Council properties. In accordance with Housing and Technical Resources’ Policy Review Schedule, the Housing Allocation Policy had been subject to review during 2025/2026. Information was provided:- advising of the review and consultation process, which included online and in- person engagement with a wide range of partners and key stakeholders, as outlined in section 5 of the report summarising the positive feedback received, as outlined in section 6 of the report 11 61
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outlining the key changes in the revised Policy, which included:- young people leaving care were eligible to be queued within the Urgent Housing Need list, having their own priority group within this list (previously were queued within other categories list) ♦ Armed Forces criteria had been extended to include partners and the period within which an application could be made, was increased from 6 to 12 months prior to and following discharge ♦ transfer tenants would include residents of Gypsy/Traveller sites owned by South Lanarkshire Council ♦ applicants with kinship care arrangements and those affected by domestic abuse (with Pathway plan) were eligible to be queued within the other categories list ♦ the introduction of 3 priority levels of insecurity of tenure to ensure those with most need or at risk of homelessness were prioritised (only 1 level of points available under current policy) ♦ applicants who were expected to lose their accommodation within a 2- month period and tied tenants ♦ applicants who were expected to lose their accommodation within 2 to 6 months and veterans of the Armed Forces whose circumstances were insecure and who did not meet the Armed Forces criteria under the Urgent Housing Need list ♦ all other applicants whose circumstances were insecure ♦ the fact that while the specific requirement to prepare Local Letting Plans had been removed, setting and publishing local letting targets and letting initiatives continued to form a key aspect of the Policy ♦ amending the age qualifying criteria for sheltered housing from 66 years to ‘state retirement age’ The revised Policy was attached as Appendix 1 to the report. The Strategy Co-ordinator responded to a member’s question in relation to an aspect of the report. The Committee decided: (1) that the revised South Lanarkshire Council Housing Allocation Policy, attached as Appendix 1 to the report, be endorsed for submission to the Executive Committee for approval; and (2) to note that, subject to approval, the revised Policy would be implemented with effect from 5 April 2027. The Committee recommended to the Executive Committee: that the revised South Lanarkshire Housing Allocation Policy be approved. [Reference: Minutes of 20 March 2019 (Paragraph 11)] and Minutes of the Executive Committee of 16 May 2019 (Paragraph 11)] 3.2. Recommendations Referred by Housing and Technical Resources Committee of 2 September 2026 – South Lanarkshire Council Pitch Allocation Policy for Gypsy/Traveller Sites – Extract of Minute A report dated 6 July 2026 by the Executive Director (Housing and Technical Resources) was submitted on the revised Pitch Allocation Policy for Gypsy/Traveller Sites. 62
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South Lanarkshire Council had 2 Gypsy/Traveller sites, located in Larkhall and East Kilbride. The current Pitch Allocation Policy was introduced in May 2020 and, in accordance with Housing and Technical Resources’ Policy and Strategy Review Schedule, the Allocation Policy had been subject to review during 2025/2026. Information was provided:- advising of the review and consultation process, which included online and in- person engagement with a wide range of partners and key stakeholders, as outlined in section 4 of the report summarising the generally positive feedback received, as outlined in section 5 of the report outlining the key changes in the revised Policy, which included:- aims of the Policy – an additional Policy aim had been included to reflect the commitments to supporting the cultural lifestyle of the Gypsy/Traveller community applying for a pitch – this had been updated to emphasise support available to complete and submit an application exceptional circumstances – this had been amended to further clarify what might constitute exceptional circumstances while maintaining flexibility to respond to unanticipated situations The revised Policy was attached as Appendix 1 to the report. The Committee decided: (1) that the revised South Lanarkshire Council Pitch Allocation Policy for Gypsy/Traveller Sites, attached as Appendix 1 to the report, be endorsed for submission to the Executive Committee for approval; and (2) to note that, subject to approval, the revised Policy be implemented with effect from 5 April 2027. The Committee recommended to the Executive Committee: that the revised South Lanarkshire Council Pitch Allocation Policy for Gypsy/Traveller Sites be approved. [Reference: Minutes of 5 February 2020 (Paragraph 9)] and Minutes of the Executive Committee of 26 February 2020 (Paragraph 8)] 3.3. Recommendations Referred by Housing and Technical Resources Committee of 2 September 2026 – Housing Services Domestic Abuse Policy – Extract of Minute A report dated 12 August 2026 by the Executive Director (Housing and Technical Resources) was submitted on the development of a Housing Services Domestic Abuse Policy. Information was provided on the:- legislative and policy background to the development of the Domestic Abuse Policy, which included the:- Domestic Abuse (Scotland) Act 2018 Domestic Abuse (Protection) (Scotland) Act 2021 63
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Housing (Scotland) Act 2025 Scottish Government’s Equally Safe Strategy the Equally Safe South Lanarkshire 2025 to 2030 strategy 2023/2024, 2024/2025 and 2025/2026 figures where households presenting as homelss recorded ‘Dispute in household – Violent or Abusive’ as the reason trauma informed approach which the Policy reflected engagement and consultation process undertaken when developing the Policy housing options and enforcement action available to survivors of domestic abuse service standards set out in the policy and its expected outcomes implementation and monitoring arrangements The draft Policy was attached as Appendix 1 to the report. The Homelessness and Housing Support Manager responded to members’ question in relation to various aspects of the report. The Committee decided: (1) that the statutory requirements, development and consultation arrangements for the proposed new Housing Services Domestic Abuse Policy be noted; (2) that the Policy, as attached in Appendix 1 to the report, be endorsed for submission to the Council’s Executive Committee for approval; and (3) to note that, subject to approval, the revised Policy be implemented with effect from 1 October 2006. The Committee recommended to the Executive Committee: that the Housing Services Domestic Abuse Policy be approved. 3.4. A link to the reports submitted to the Housing and Technical Resources Committee of 2 September 2026 is provided for information: Housing and Technical Resources Committee of 2 September 2026 . 4. Employee Implications 4.1. Any employee implications have been raised in the original reports to the Housing and Technical Resources Committee. 5. Financial Implications 5.1. All financial implications have been highlighted as part of the original reports to the Housing and Technical Resources Committee. 6 Climate Change, Sustainability and Environmental Implications 6.1 Any implications for climate change, sustainability or the environment have been highlighted as part of the original reports to the Housing and Technical Resources Committee. 7. Risk and Other Implications 7.1. Any further implications have been highlighted as part of the original reports to the Housing and Technical Resources Committee. 64
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8. Integrated Impact Assessment and Consultation Requirements 8.1. The Integrated Impact Assessments undertaken in terms of the proposals contained within this report can be accessed at the following links:- Housing Allocation Policy Pitch Allocation Policy for GypsyTraveller Sites 2026 Housing Services Domestic Abuse Policy IIA 8.2. Consultation arrangements have been highlighted as part of the original reports to the Housing and Technical Resources Committee. Paul Manning Chief Executive 2 September 2026 Link(s) to Council Values/Priorities/Outcomes Focussed on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving We will work with people first and reduce inequality Good quality , suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Our children and young people thrive Previous References Housing and Technical Resources Committee of 2 September 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tracy Slater, Administration Adviser Tel: 07385 370089 E-mail: tracy.slater@southlanarkshire.gov.uk 65
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Appropriation of Open Space at Westwood Hill, East Kilbride 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval for the Council to appropriate open space land at Westwood Hill, East Kilbride for the purpose of residential use, with the intention of this being a development for affordable housing 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of this report, including the feedback from the public consultation, on the appropriation of the open space land at Westwood Hill, East Kilbride for residential use in order to facilitate the development of affordable housing, be noted; (2) that the Council, having had due regard to the said feedback and the assessments contained in the Integrated Impact Assessment relating to the proposed appropriation, completing the appropriation of the open space land at Westwood Hill, East Kilbride for residential use in order to facilitate the development of affordable housing be approved, subject to all necessary outstanding consents being secured for the actual development, this power of appropriation being exercised in terms of Section 73 of the Local Government (Scotland) Act 1973; and (3) to note that the open space land at Westwood Hill, East Kilbride will continue to be available for use for its current recreational purposes, pending those above-mentioned outstanding consents being secured, subject to any activity required to progress those said consents. 3. Background 3.1. On 12 June 2024, at its Full Council meeting, the Council declared a Housing Emergency. This noted continuing and significant pressure on housing services across South Lanarkshire due to an unprecedented increase in homelessness presentations, emphasising the need to ensure additional affordable homes be delivered to mitigate this increase. 3.2. On 27 November 2024, the Housing and Technical Resources Committee approved the South Lanarkshire Strategic Housing Investment Plan 2025-2030, which included provision for up to 99 new Council homes at Westwood Hill, East Kilbride, split across two phases. The Committee was advised as part of this report that the development of the plan was conducted in conjunction with key stakeholders, including Planning and Regulatory Services, as well as with elected members through a dedicated awareness session being held in advance of it being presented to Committee. 12 67
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3.3. On 12 March 2025, the Executive Committee agreed to transfer the site at Westwood Hill, East Kilbride from the Community and Enterprise Resource account to the Council’s Housing Revenue Account. This being in accordance with standard practice, to facilitate the proposed affordable housing development and planned site investigation work. 3.4. On 17 December 2025, the Housing and Technical Resources Committee approved the South Lanarkshire Strategic Housing Investment Plan 2026-2031, which retained the provision for up to 99 new Council homes at Westwood Hill. As with previous years, the plan was developed in conjunction with relevant stakeholders and a dedicated members awareness session held to discuss proposed content. 3.5. Site Investigations and other initial exploratory reports were conducted at Westwood Hill in early 2026 and indicated that provision of an affordable housing development could be achievable on the site. As a result, the Council is now proposing to appropriate the open space land at Westwood Hill, East Kilbride for residential use, to progress further approvals for the proposed construction of new affordable housing development as part of the South Lanarkshire Strategic Housing Investment Plan 2026-2031. 3.6. The Council is now seeking to progress the development of new affordable homes on the site and requires to appropriate the land prior to doing so. Appropriation of the land is the process by which a local authority changes the purpose for which it holds that piece of land. In this case, the Council is seeking to change the land from common or open space to a residential affordable housing development. 4. Open Space Appropriation and Consultation 4.1. The open space land in question is currently predominantly formed of two red ash pitches which are not available for formal use bookings through the Council although regular informal use may be undertaken by the public for dog walking and other recreational activity. A plan of the proposed area for appropriation has been provided in Appendix 1. 4.2. In terms of Section 73 of the Local Government (Scotland) Act 1973 “a local authority may appropriate for the purpose of any function, whether statutory or otherwise, land vested in them for the purpose of any other such function”. This is, though, subject to Section 24(2A) of the Town and Country Planning (Scotland) Act 1959, which requires that a local authority publishes a public notice before exercising any power of appropriation in relation to land which forms a common or open space, such as this site, for a period of at least two consecutive weeks. 4.3. The Council prepared and advertised a notice of the proposed appropriation which was published on the Council’s website and the East Kilbride News between 1 April and 6 May 2026. Following publication, the legislation requires the Council to consider any objections that are made to the notice. 4.4. A total of 453 responses were received, with the Council required to consider these, including such objections and suggestions, before determining the proposed appropriation of the land. 68
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4.5. All responses were opposed to the proposal to appropriate the open space, with a small proportion also providing recommendations on how the area could be improved and protected as green space. The responses received broadly related to the following themes: environmental concerns procedural concerns other considerations 4.6. Detailed analysis of the responses has been provided in Appendix 2, alongside detail of how these have been considered by the council. 4.7. Having received and acknowledged the concerns raised in response to the appropriation notice, the Council is satisfied that those concerns which were capable of being dealt with to date have been, and those outstanding will continue to be considered and addressed as the project progresses either through the planning application process or through the Council’s commitment to ongoing engagement with internal and external stakeholders, including the Scottish Government, all of which will continue to assess the viability and delivery of the project following Committee’s decision on the appropriation of the land. Given the analysis of the consultation responses, as summarised in this report, it is recommended that the appropriation should proceed. 4.8. An assessment report on the proposed appropriation to the Executive Director (Housing and Technical Resources) was published on the council's website on 3 July 2026, with a response issued directly to each of the 453 respondents to the consultation, linking to the assessment report. Although not a legal requirement to do so, this approach to respond individually, and publish this assessment, aimed to improve transparency and understanding for those who made a submission, whilst offering further route to engage should a full planning application be submitted. 4.9. As stated in Appendix 2, in reaching a recommendation on appropriation, the Council has sought to balance the concerns raised by respondents against its wider statutory responsibilities and strategic objectives, including addressing housing need, responding to the declared Housing Emergency and increasing the supply of affordable housing across South Lanarkshire. Having considered all representations received, it is assessed that there remains a strong basis for the proposed appropriation to be exercised, and for the project to move onto the next stage, subject to all other statutory approvals and consents being obtained. 4.10. Through the Council’s Scheme of Delegation, the Executive Director (Housing and Technical Resources) proposed to exercise the power of appropriation in early July 2026 under their delegated authority. However, recognising the need to maintain transparency in the process given the high levels of interest in this site from the local community, and following feedback from local ward members, it was considered more appropriate to refer the decision to Committee. 69
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5. Next Steps 5.1. Subject to the Executive Committee’s decision, the land, having previously been transferred to the Housing Revenue Account, will be appropriated to facilitate residential use and the next steps of the proposed affordable housing development. However, this appropriation would be subject to all necessary outstanding consents being secured for the actual development, and the land would continue to be available for use for its current recreational purposes, pending those outstanding consents being secured. In the usual way, however, this would be subject to any activity required to progress those said consents, for instance site investigations. 5.2. A Pre Application Notice for the project was submitted by the Council’s development partners for the project on 26 May 2026, and feedback from the consultation undertaken as part of this is being considered. Subject to the Committee’s decision, a formal planning application would need to be submitted. 6. Employee Implications 6.1. There are no employee implications as a result of this report. 7. Financial Implications 7.1. Following approval from the Executive Committee on 12 March 2025, as noted above, the land has been acquired by the Housing Revenue Account for the purpose of developing new affordable homes. This was acquired at an assessed value of £2.100m, with £1.400m received from the Scottish Government’s Affordable Housing Supply Programme. 7.2. Should the decision be made to not appropriate the land for this purpose, or the project not progress to the delivery phase through not achieving statutory approvals or securing the funding required, the £1.400m will require to be repaid to the Scottish Government. 7.3. Should the land be appropriated and statutory approvals be granted, an application for grant funding will be submitted to the Scottish Government with internal funding through prudential borrowing and other contributions also sought. 7.4. The proposed project remains subject to it securing Best Value for the Housing Revenue Account through a funding package developed in conjunction with both the Council’s Finance and Corporate Resources and the Scottish Government. This includes ensuring the contribution from the Housing Revenue Account would be on the basis that the new homes will be cost neutral after 40 years through proposed rental income. In the normal way, development of this financial package is ongoing as part of the preparation stages of the project and will be agreed once detailed costs are obtained in full. The proposed approach for the design and construction of the project will also ensure that it remains affordable and represents value for money. 8. Climate Change, Sustainability and Environmental Implications 8.1. Subject to the Committee’s decision, if the site is appropriated for this use, the land will continue to be open and accessible to the public until development is due to commence, subject to statutory approvals being in place and funding agreed. Ongoing maintenance, including grass cutting and tree management will also continue. 70
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8.2. Climate change, sustainability and environmental implications are considered as part of the Integrated Impact Assessment for this project, as well as through the range of assessments and reporting required through the planning application process. In particular, reference is given to Section 44 of the Climate Change (Scotland) Act 2009, under which the Council has a duty to act in the best way calculated to contribute to the delivery of emissions reductions targets. Should the development proceed, the Council and its development partners will comply with the necessary duties and take proportionate steps to mitigate climate change or sustainability issues resulting from the development of new homes. The 2009 Act does not, however, prohibit the Council from progressing with a project simply because it will result in increased emissions, rather it is a factor to consider alongside its other legal duties when exercising its discretion, such as here on the proposed appropriation. 8.3. Should the project progress, this would include but not be limited to, the new homes meeting or exceeding relevant energy efficiency requirements, include solar PV panels to generate usable electricity and feature zero direct emission heating solutions in line with legislation. In addition, proposals to retain and enhance a significant proportion of the current greenspace and retain established mature trees across the site are included, with improvements proposed to be made to drainage infrastructure. As ever, the final detail will be subject to all necessary consents being secured. 9. Risk and Other Implications 9.1. The project is governed through a Project Review Board with a risk register prepared, monitored and updated accordingly as key aspects and stages of the project are progressed or planned. 9.2. As noted above, if the project proceeds, then the proposal will be the subject of a full planning application. Committee members should be mindful of this in considering this report, and contributions to any debate when it is presented to Committee. The proposed appropriation is, however, a distinct statutory process from the progression of a planning application, and approval of the recommendations in this report would not of itself preclude a member from later taking part in the determination of any subsequent planning application. 10. Integrated Impact Assessment and Consultation Requirements 10.1. As noted above, the Council undertook a public consultation on the proposed appropriation, the results being summarised in this report. The Council has completed an Integrated Impact Assessment specific to the decision to appropriate the land. This identified that the appropriation can lead to positive housing benefits and open space improvements, however, it also highlights significant concerns from existing residents about the reduction or removal of greenspace, with those concerns having informed the overall assessment. This assessment is available on the Council’s website. 10.2. An additional Integrated Impact Assessment will be completed in relation to the potential future development of new build housing on the site should the project progress to that stage. 10.3. An Integrated Impact Assessment was also completed for the Strategic Housing Investment Plan 2026-2031 and published on the Council’s website. It identified that overall; the SHIP will have a positive or neutral impact in relation to the protected characteristics. The SHIP will have a positive socio-economic impact through increasing the provision of affordable housing across South Lanarkshire. Increased provision of affordable housing across South Lanarkshire will mean that more children would benefit from having access to safe accommodation which meets their needs. 71
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10.4. Opportunities for consultation on the proposed appropriation has been detailed at Section 4 and Appendix 2. Stephen Gibson Executive Director (Housing and Technical Resources) 4 September 2026 Link(s) to Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Previous References Executive Committee, 12 March 2025 Housing and Technical Resources Committee, 18 December 2025 Housing and Technical Resources Committee, 27 November 2024 South Lanarkshire Council, 12 June 2024 List of Background Papers South Lanarkshire Strategic Housing Investment Plan 2026-31 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Stephen Gibson, Executive Director (Housing and Technical Resources) E-mail: stephen.gibson@southlanarkshire.gov.uk 72
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Appendix 1 Location of proposed appropriation 73
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Appendix 2 Analysis of Responses The main themes of opposition from the public were environmental and procedural concerns, of the 453 responses received, 91% related to or referenced loss of green space or other environmental concerns, 7% related solely to breach of legislation or other procedural concerns and 2% were general objections that had no other specific comments. The other environmental responses included concerns surrounding site constraints including flood risk and drainage in the surrounding area. Additional concerns regarding procedure included the council’s ability to progress with the project given the choice of the land in question, the land’s current designation within the Local Development Plan, and highlighted issues on the viability and delivery of the proposed affordable housing project. Environmental Concerns a) An area of concern throughout responses was in relation to the potential deliverability risks and site constraints including flooding, suitability of drainage and potential contamination within the site. Following transfer to the Housing Revenue Account, initial site investigations were undertaken as described above, these provided further detail on the required remedial action to progress on site, and these will be further considered should the project progress to submission of a planning application. Those concerns relating to the heightened flood risk are continuing to be considered and are subject to pre-consultation with the Roads, Transport and Fleet Services. Site development plans are also taking results of site investigations into consideration when preparing initial site layouts. All internal assessments and engagement with relevant partners for this stage of the development process is in alignment with industry standing and recognised project delivery stages. The council will continue to follow these standards and consult with all internal and external stakeholders and statutory consultees should the project progress to further approvals. Whilst further design work is being undertaken, as matters stand and subject to the required consents being secured, the council is confident that the site is capable of accommodating a viable affordable housing development. b) Concerns were also raised regarding the potential for increased traffic and therefore traffic noise and potential congestion caused by development and delivery of the affordable housing units. A Traffic Impact Assessment has been completed as part of ongoing investigations, with no significant issues or risk identified from this at this stage. The results are being utilised to inform future site layouts and further detail required on potential road and access arrangements for the submission of a planning application should the project reach this stage. There will also be subsequent consultation with the council’s Roads, Transport and Fleet Services as a statutory consultee as part of any future planning application. c) Responses to the Notice highlighted concerns that a “priority” recreational/green space would be removed from the community resulting in impacts on wellbeing including deprivation of exercise, children’s play and local dog walking links, some responses also linked this loss to potential public health issues. The current status of the site proposed for appropriation under the council’s current Local Development Plan is as part of the green network, including an area of priority greenspace. The impact of construction on this area and its current status under the Local Development Plan will be considered by the Planning Authority as part of any future planning application. This was further compounded by acknowledgements of the closures of other play areas within the East Kilbride area. 74
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In developing initial site layouts, the provision of enhanced, useable space for all residents has been prioritised with a significant proportion of the site being retained as greenspace. At this stage this includes new play areas, pathways and grass areas as well as the retention of the majority of the existing trees. These considerations are to assist in maintaining most of the current recreational use of the site after development. The retention of trees and creation of new green spaces are efforts to ease concerns regarding the potential loss of habitat and other biodiversity concerns raised through the Notice. Should the project continue to progress, part of the project will include the council working with the local community to identify suitable Community Benefits which will be provided as part of the wider affordable housing project. The council has undertaken a limited frequency of use survey to consider the levels of use by residents at present. It should be noted no formal bookings of the pitches area has been available since 2022, and any use currently would be informal or recreational. The survey was conducted between 27 May 2026 and 15 June 2026 throughout different parts of the day through weekdays and weekends and assessed the frequency of use at the site. It was identified through this survey that over the period, a total of 673 people visited the site, this includes adults, children and dog walkers. Despite frequent walking across the area, there was little to no recreational use across the pitches. The survey did however have some limitations as it did not provide comparison to any other local site and only took information at designated intervals between 08:00 to 18:00 each day. The survey was completed in this manner to help inform what type of provision should be provided as part of the wider project plans and to assist with development of greenspace and recreational provision on site, taking into account how the land is currently used by existing residents. From the outcomes of the survey, the initial provision of new play areas, pathways and grass areas proposed as part of the development would still enable the types of recreation observed to be conducted. In addition, and whilst design proposals are being developed, it is anticipated that the proposed development will result in increased and enhanced opportunities for recreational use of this area. d) Concerns were also raised regarding the impact of development on local infrastructure including school provision in the area. The site is located in a central area of East Kilbride with established transport links and amenities. These concerns and those relating to school provision and capacity will be addressed through continuing engagement with, Roads Transport and Fleet, Community and Education Resources and any other relevant consultees as part of their role as a statutory consultee on the planning application process. Having considered the main themes of the environmental concerns which have been further outlined at points a) – d) above; the council remain confident that the issues raised have been and will continue to be adequately considered and addressed as part of the statutory assessments and duties required, and associated design process. Procedural Concerns a) Responses included concerns regarding the council’s decision to consider the appropriation of land as required now and not at an earlier stage of the process. The council has indicated its requirement to obtain consent to appropriate the land at this stage is to allow for the project to progress to the next stage and commence the formal planning process. Given that the project has now completed site investigations, undertaken initial design proposals and initial consultation with the public has been held and the appropriate consideration has been taken to all steps thus far, the council 75
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considers that it would assist the next stage of the project for the formal appropriation of the open space to be considered now, so that public feedback on this could help inform the design and statutory consent process, but without pre-empting what the outcome of that might be. If successful in obtaining planning permission, this would change the purpose and use to build new affordable homes on the land along with improved greenspace and recreational areas. The council has submitted its Planning Application Notice which facilitates the next stages of consultation with the public on the proposals on site. b) Other responses sought additional information and better transparency on why the Westwood Hill site was chosen as an appropriate site for the provision of affordable housing. The Westwood Hill site is part of the Affordable Housing Supply Programme which includes several sites across the East Kilbride area as an area of housing demand. Each site is assessed on its own merits and would not be progressed if it was not considered viable. This approach is set out each year in the Strategic Housing Investment Plan, published annually on the council’s website following approval by Housing and Technical Resources Committee and reviewed by the Scottish Government. East Kilbride is an area of exceptional high housing demand with limited opportunities to increase stock levels at scale to assist in meeting this. New council homes added on the outskirts of the town, including at Jackton, alongside the purchase of existing homes through the Market Purchase Scheme have predominantly been the council’s approach to date, however no other opportunities of the scale of redeveloping the former pitches and surrounding space in a central location, which is owned by the council, has been available. c) Those responses relating to lack of considerations for existing issues such as for a ‘brownfield first approach’, town centre regeneration and other long term empty housing continue to be responded to through individual enquiries and as part of public engagement for the project. Furthermore, a mixture of sites are continuing to be considered, developed and delivered, including brownfield sites, town centre regeneration and other greenfield as part of the council’s ongoing Affordable Housing Supply Programme to help meet demand. d) Concerns were also raised with regards to the proposed project’s application of National Planning Framework 4 principles, Open Space strategies, Play Sufficiency assessments, Greenspace audits and some responses suggested that there had been breaches of the Local Development Plan (with specific reference to policies 5,7,9 and 13). These concerns have been discussed with the council’s Planning and Regulatory Services, with advice being received that these would be considered in full should a planning application be submitted for the project. This process will also include consultation with internal services, stakeholders and any other required statutory consultees which will ensure the project’s viability to proceed. Any decision made on the appropriation of the land would be subject to all future consents required for the project to commence, should the project be unsuccessful in obtaining all required consents the land will be retained as open space for the foreseeable future, and the council would facilitate return of the Scottish Government grant money for the purchase of the land before transferring the land back to the General Services account. Having given detailed consideration to the procedural concerns raised above; the council remain confident that the site in question is appropriate for the development of affordable housing and that other issues raised have been and will continue to be adequately considered and addressed as part of the statutory assessments and duties required and associated design process. 76
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Other relevant factors As acknowledged at other areas of this report, any decision made as a result of this report to appropriate the land at Westwood Hill would remain subject to all other relevant statutory consents being obtained for the project to progress. Public recreational use will also be sustained throughout this period until site works are consented and later commenced, subject to any activity required to progress those said consents. The decision to appropriate would support the progression of a full planning application following the Planning Application Notice period, with the public feedback from the appropriation consultation also helping inform the design and statutory consent process, but without pre-empting what the outcome of that might be. In addition, it would mean that if such consents are secured, the council would then be able to commence the development without further statutory processes needing to be undertaken. The council has already been in engagement with Scottish Government in relation to a potential grant funding for the project, this will be subject to a full application for funding which will assess the value for money and compare the project against national benchmarks prior to any grant being approved before the project can proceed. In addition, the council is clear that there remains significant need and justification for delivery of new affordable homes that meet the needs of families and older people in this area, including larger homes and amenity properties. Through the South Lanarkshire Local Housing Strategy 2022-2027, the council has a priority outcome to increase the number of affordable homes that meet the needs of those across South Lanarkshire and in areas that they wish to live. Since the strategy was approved, by the Executive Committee on 30 November 2022, demand has significantly increased across East Kilbride and the council are progressing a range of development opportunities, as well as targeting existing property acquisitions to help meet this demand. This project would assist in linking and meeting the council’s wider strategic outcomes, including the Homelessness Strategic Action Plan (approved by Housing and Technical Resources Committee on 3 June 2026) which requires the council to work towards addressing child poverty and reducing the number of children in homelessness across South Lanarkshire. Whilst the public have had the opportunity to raise concerns through the Open Space Notice published and responses considered above, further public engagement regarding the construction of the affordable housing development and improved greenspace will be facilitated through the planning process which has now commenced. This included two further public consultation events in June and July 2026 as part of the Planning Application Notice which feedback from will help refine and finalise proposals. Should a full planning application be submitted, further opportunities for the public to make representations will be available through the Planning portal. Should the proposed appropriation of the land be approved, and thereafter statutory consents not be granted, or should the Scottish Government not approve funding for viability, deliverability or other reasons, the land will remain as open space for the foreseeable future. Finally, in reaching a recommendation on appropriation, the council has sought to balance the concerns raised by respondents against its wider statutory responsibilities and strategic objectives, including addressing housing need, responding to the declared Housing Emergency and increasing the supply of affordable housing across South Lanarkshire. Having considered all representations received, it is assessed that there remains a strong basis for the proposed appropriation to be exercised, and for the project to move onto the next stage, subject to all other statutory approvals and consents being obtained. 77
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 20026 Report by: Chief Executive Subject: Programme for Government and Public Service Reform 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Executive Committee with an early overview of the proposals in the Scottish Government’s Programme for Government 2026 to 2031 which relate to the future of local government, the NHS and social care. The report focuses on the principal reform commitments set out in section 4 and identifies the immediate implications for the Council, its workforce and its partnership arrangements 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- ] (1) that the content of the Scottish Government’s Programme for Government on the future of social care and local government be noted; and (2) to note that a further, fuller update on the Programme for Government will be brought to the Executive Committee on 28 October 2026. 3. Background 3.1. The Scottish Government’s Programme for Government 2026 to 2031, as part of wider programme, presents public service reform as a central means of delivering improved outcomes, strengthening financial sustainability and directing a greater share of available resources towards frontline services. It argues that existing structures must adapt to demographic change, rising demand, increasing complexity and sustained pressure on public finances. 3.2. The public service reform programme proposes a period of intensive dialogue with local government, public bodies, trade unions and delivery partners. A shared direction for local governance and social care reform is to be sought over the next three months, with the intention that early decisions and progress can be reflected through the first Budget of the new Parliamentary term. 3.3. The reform agenda is broad and interconnected. It includes regional approaches to local governance, stronger community empowerment, alternative arrangements for the governance and delivery of social care, major structural reform of the NHS, rationalisation of public bodies and greater consolidation of shared functions. It also places emphasis on prevention, digital services, data sharing and service delivery closer to people and communities. 13 79
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3.4. Given the potential scale and pace of change, an early report to Committee is appropriate. At this stage, the Programme for Government establishes a direction of travel rather than a detailed operating model. Important matters remain to be developed through engagement, including governance, accountability, funding, workforce implications, regional boundaries, the relationship between national consistency and local flexibility, and the future interface between councils, Integration Joint Boards, Health and Social Care Partnerships and NHS bodies alongside other stakeholders within the public sector that may also be the subject of change. 4. Social Care Reform 4.1. The Scottish Government identifies demographic change, increasing demand, financial pressure and inconsistency in service delivery as the principal reasons for reform. Its stated objectives are to improve outcomes, secure financial sustainability, make better use of existing resources, provide fairer and more efficient services, achieve economies of scale and retain a strong focus on community need. 4.2. The Programme for Government commits to engagement over the next three months with local authorities, trade unions, healthcare bodies and service providers to reach agreement on reform. It states that all options for the future governance and delivery of social care should be examined alongside reforms to the NHS and local government. No preferred detailed model for social care governance is specified in the programme. In presenting the programme to Parliament the First Minister expressed a preference for a single line of decision-making, accountability and funding for social care with the NHS taking the leading role. 4.3. The related NHS proposals are significant. The Scottish Government intends to replace the current 14 territorial Health Boards with two Strategic Health Boards and to reduce the number of special Health Boards. This is intended to simplify the system, improve use of resources and patient access, and support further integration of health and social care. Detailed arrangements, including the relationship between the proposed Strategic Health Boards, local authorities and future social care governance arrangements have not yet been specified. The Programme for Government does propose a single authority model for the island areas, bringing together local government, health and social care responsibilities within a single organisation. The wider programme seeks to move more care from hospitals into homes and communities through a Community First approach, stronger multidisciplinary services, hospital-at-home provision and improved discharge planning. 4.4. For the Council and its partners, the proposals may affect the governance, planning, commissioning and delivery of adult social care, as well as the relationship between local democratic accountability and larger-scale regional or national arrangements. They are also directly relevant to services which support hospital flow and delayed discharge, including assessment, care at home, residential care, housing and community-based support. While both the Programme for Government and the First Minister’s statement place significant emphasis on the contribution of social care to NHS performance, these services also play a broader role in supporting independence, wellbeing and participation in community life. 80
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4.5. Workforce and Partnership Considerations The scale of change could have significant implications for the Council’s social care and social work workforce, including organisational arrangements, professional leadership, roles, terms and conditions, workforce planning and future skills requirements. The Programme for Government commits additional funding to support the Real Living Wage for adult social care workers in commissioned services and proposes sectoral pay bargaining in social care. The interaction between these commitments, commissioning arrangements and local financial pressures will require detailed consideration. The social work workforce is described as central to public protection, early intervention, delayed discharge, community justice and responses to substance misuse. The National Social Work Agency is expected to work with local government and other partners on workforce sustainability and professional support. Close alignment will be required with the Integration Joint Board and Health and Social Care Partnership so that the Council and its partners can assess the combined consequences of NHS restructuring, social care reform and the shift towards community-based provision. 4.6. it is proposed that the Council participates fully in the forthcoming dialogue wherever opportunities arise, directly with the Scottish Government, through COSLA and through relevant professional associations. Engagement should be guided by the need to protect service continuity, local democratic accountability, community responsiveness and the interests of people who use services and their carers. 5. Local Government Reform 5.1. The Scottish Government proposes to “rewire” the state so that decisions and services sit at the level considered best placed to understand and improve outcomes. It will convene dialogue on the future of local governance, including the potential pooling of resources at regional level alongside stronger community-level governance. The programme indicates a government view that regional local government is required, while recognising the need to build common ground with councils and other partners. 5.2. The proposals draw on existing council-led collaboration and Regional Economic Partnerships. They also retain a strong emphasis on community empowerment, community wealth building and the Democracy Matters agenda. This creates a dual direction for reform: greater scale and shared capacity at regional level, combined with more influence and participation for communities at local level. 5.3. The potential implications for South Lanarkshire Council are substantial. Depending on the model developed, reform could affect political and managerial governance, strategic planning, service responsibilities, funding flows, accountability, workforce structures, assets, procurement, digital systems and relationships with neighbouring councils and national bodies. It may also create opportunities to pool specialist capacity, reduce duplication, strengthen regional economic planning and improve the coordination of services which operate across organisational boundaries. 81
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5.4. The wider public service reform programme reinforces this direction. It proposes a substantial reduction in the number of public bodies, consolidation of functions such as estates and procurement, review of audit and scrutiny arrangements, and greater use of common digital and data platforms. The “tell us once” approach, common service platforms and accelerated data exchange are potentially relevant to the Council’s own digital transformation priorities, but will require clarity on standards, governance, investment, privacy, security and the respective responsibilities of national and local organisations. 5.5. The Year One legislative programme includes a Public Service Renewal Bill intended to support restructuring, possible mergers or abolition of public bodies and transfers of functions. This reinforces the likelihood that the current dialogue will lead to proposals requiring both policy and legislative change. 6. Conclusion and Next Steps 6.1. The Programme for Government signals potentially significant change to the structure and operation of local government, health and social care. It provides a clear direction towards regional collaboration, community empowerment, fewer public bodies, shared infrastructure and more integrated, preventative and community-based services. However, the detailed models, financial arrangements, transition requirements and effects on individual councils are not yet defined. 6.2. Officers will therefore maintain active engagement with the Scottish Government, COSLA, professional associations and partner bodies. Work will also be taken forward with the Integration Joint Board and Health and Social Care Partnership to assess the combined implications for governance, services, finance and workforce planning. 6.3. Regular updates will be provided to Elected Members as the national dialogue develops. Active consideration will be given to developing a means to get members’ views and make sure those are input into this process. Appropriate and continuing communication will also be undertaken with the Council’s workforce and recognised trade unions, reflecting the potential significance of the proposals and the importance of early, open engagement. Service continuity and the wellbeing of employees will require particular attention during any future transition. 6.4. A fuller report on the Programme for Government will be submitted to the Executive Committee on 28 October. That report will cover the wider programme and provide an updated assessment of the reform proposals in light of any further information, engagement or emerging decisions. 7. Employee Implications 7.1. There are no employee implications at this time. 8. Financial Implications 8.1. There are no additional financial implications other than those outlined in the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 82
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10. Risk and Other Implications 10.1. As noted above, the Programme for government includes proposals that could have significant implications for the council and the provision of its services as well as current joint working arrangements with key partners including the NHS with associated risks. These implications will be kept under review and proposals are further developed, and elected members will receive further updates on this moving forward. 11. Integrated Impact Assessment and Consultation Arrangements 11.1. 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. 11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 2 September 2026 Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Previous References None Background Papers Programme for Government 2026-2031 - https://www.gov.scot/publications/programme- government-2026-2031/ Contact for Further Information If you would like further information, please contact: Paul Manning, Chief Executive Tel: 01698 454208; paul.manning@southlanarkshire.gov.uk 83
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: East Kilbride Masterplan Update 1. Purpose of Report 1.1. The purpose of the report is to:- update Committee on the progress on East Kilbride Masterplan 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted. 3. Background 3.1. As previously reported, East Kilbride has faced a number of challenges over recent years resulting in significant voids throughout the shopping centre. The challenges of the retail environment resulted in the current tenant of the centre, Sapphire 15 s.a.r.l., being put into administration on 16 November 2022. Administrator, Interpath, appointed a team of specialists to consider the future of the town centre. This was led by Scoop Asset Management and included 360 Architecture and Savills property agents who worked closely with officers to undertake a masterplanning exercise for the town centre. As key stakeholders in the town centre, officers and asset managers have worked closely to bring together the commercial realities and potential of the centre into a town centre vision. The resultant East Kilbride Masterplan was approved by the Executive Committee on 13 September 2023. 3.2. A key element to both the administration process and Masterplan was that control of Centre West reverts back to the Council on the basis that the land remains in the Council’s ownership with Centre West developed under a ground lease. The Community and Enterprise Resources Committee of 23 April 2024 endorsed Heads of Terms (HoT) with Interpath for the transfer of Centre West Shopping Centre. This decision was ratified at the Executive Committee held on 8 May 2024. Following Executive Committee approval, officers commenced HoT negotiations with administrators, Interpath and their advisors, for the transfer of Centre West to the Council. 3.3. The Committee of April 2024 also gave approval to appoint a professional team to advise the Council during the negotiations and prepare for demolition and redevelopment of Centre West. This team was put in place to support the transition of the property including Burness Paull (legal) and Knight Frank (Real Estate Advice/ Asset Management). Turner and Townsend were also appointed as project managers with a range of technical sub-consultants. 14 85
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3.4. Committee also endorsed the amendment of City Deal funding to realign £32.2 million towards town centre activity in East Kilbride. This approach was endorsed by the City Region Cabinet in August 2024 and an updated outline business case was approved by the February 2025 City Deal Cabinet following Executive Committee approval on 11 December 2024. This realigned funding will allowed demolition work to take place on Centre West and progress with the Civic Hub (now Town Hall) element of the East Kilbride Masterplan. 3.5. HoT negotiations between the Council and Interpath were concluded and endorsed by Executive Committee on 13 November 2024. Centre West was handed back to South Lanarkshire Council on 30 December 2025. 3.6. Planning Permission in Principle for the Masterplan was lodged in November 2025, and approval was granted at Planning Committee in March 2026. Consent has been granted for 180-250 homes on the site with 25% to be social/affordable and a mixed- use civic building with an area of up to 8,000 sqm. 3.7. The Masterplan has now evolved into different workstreams which are detailed below. 4. Centre West Transfer and Demolition 4.1. As noted above, Centre West was transferred to the Council on 30 December 2025. At this point, two tenants remained in the centre. Starbucks remained in situ until the end of February (now vacated) and Superdrug remained in situ while refurbishment works were underway in a new unit (former Marks and Spencer store) in Plaza. The Superdrug store in Centre West closed in July. 4.2. Demolition contractors David Morton have been appointed to fully demolish Centre West. Site mobilisation took place on 15 January 2026 on a 12-month programme. A programme of enabling works will also be carried out at the interface of the Plaza. 4.3. Due to the two tenants remaining in the centre, the demolition programme has been altered slightly to accommodate trade. In the first instance a pedestrian walkway remained in Centre West to accommodate access to Starbucks. When this unit closed this access was closed with barriers erected at the boundary with the Superdrug unit. On closure of the Superdrug unit, a full weatherproof barrier has been erected to seal off the demolition site. 4.4. Utility disconnections and a significant amount of soft stripping and unit isolation is now complete. The site has been visited by the Assessor who has confirmed that many units within the centre can now be taken off the valuation role with a rolling programme of removal for remaining units underway as demolition progresses. 4.5. Due to programme alterations to work around the remaining tenants, a 16-week delay notice has been issued. Crucially, this delay notice does not impact the programme for the Town Hall and, therefore, will not impact the delivery of this element of the Masterplan by December 2029. 4.6. Over 95% of all demolition materials will be recycled on site. 86
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5. East Kilbride Town Hall 5.1. Work is progressing on design for East Kilbride Town Hall. The current Town Hall design incorporates front of house Council/South Lanarkshire Leisure and Culture (SLLC) facilities, library, theatre space, a new large hall space and office accommodation and bookable meeting rooms. The Town Hall will have the main entrance situated onto a new public realm area which is also in the design stage. 5.2. Workshops and individual consultations have been held with relevant stakeholders from the Council and SLLC to assess requirements and create flexible solutions which will allow spaces within the Town Hall to be utilised throughout the day and evening. Specialist consultants have also been appointed to assist the design process. These include specialist theatre consultants, traffic and security consultants. 5.3. The project team is approaching the conclusion of RIBA Stage 2 which represents a key milestone in project development. The work undertaken to date has allowed the team to take the core requirements and operating models to develop the design in accordance with the brief. A procurement exercise will then be carried out to appoint a two-stage design and build contractor to take the project through to completion. Construction of the new Town Hall is programmed to begin in 2027 with completion by December 2029. This is in line with the requirements of City Deal funding. 5.4. In line with other Council projects, the building will take a low energy design approach and work towards passivehaus principles. 5.5. South Lanarkshire College had expressed an interest to potentially be a partner in the Town Hall and take teaching space. After discussion and a deeper dive into funding models/costing, the College was unable to commit to the Town Hall. They are, however, still interested in being part of the town centre and masterplan as a whole and positive discussions are continuing. 6. Residential Development 6.1. As noted above, consent has been granted for 180-250 homes with 25% to be social/affordable homes. The scheme aims to be tenure blind and achieve density appropriate for a town centre development. 6.2. Officers are currently investigating potential delivery partners, delivery model and procurement strategy including disposal of plots, joint venture arrangements and investor opportunities. Soft market testing has been undertaken with house builders which has been very encouraging. Officers will continue to assess options and bring forward recommendations in due course. 6.3. Work has been undertaken on potential density for this site to assess the number of social units that can be achieved and the potential capital receipt for the Council. 6.4. This element of the Masterplan is not reliant on City Deal funding and is, therefore, not required to complete by December 2029. 7. Sale of Remaining Shopping Centre 7.1. Administrators, Interpath, are in the final stages of concluding the sale of the remaining part of the shopping centre. Officers have had positive discussions with new owners and will work with them to realise their ambitions. 87
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7.2. As part of the Masterplan, the Council will work with the new owners to reinstate the entrance to Plaza Mall. 8. Consultation 8.1. Public consultation has been a key feature of the project since 2023. Thousands of individuals have been engaged in person and online. A three-week consultation event was held in September 2023 and PPiP public events in August and October 2025. 8.2. A permanent exhibition space has also been set up in East Kilbride Library. This space is being updated alongside the project website (www.ekfuture.co.uk) to reflect the progress of the project through the RIBA stage 2 development. This reflects the information shared with local members at the briefing in March 2026. 8.3. Officers will continue to engage all sectors of society. There is a current focus on engaging young people as feedback to date has had a lower return rate from under 25-year-olds. Officers are in discussion with South Lanarkshire College to attend events on campus. An art project has also been completed with school children to engage them in the project (results will be displayed on demolition hoardings). 9. Next Steps 9.1. Centre West demolition will continue to completion early in 2027. 9.2. Officers will continue to work with the external team to finalise RIBA Stage 2 design for the Town Hall project. A procurement exercise will be undertaken for a two-stage Design and Build contractor to deliver the Town Hall which will commence during 2027. 9.3. Officers will move forward with the procurement for a residential delivery partner. 10. Employee Implications 10.1. There are no employee implications as a result of the proposals set out in this report. The development and implementation of the Masterplan will be led by officers within Enterprise and Sustainable Development Services in consultation officers across Planning, Roads, Property, Housing, Legal, Finance and Procurement Services. 11. Financial Implications 11.1. The project has a budget of £50.3M made up from both City Deal and Council funding. This budget allows for the demolition of Centre West, enabling works required, design and construction of East Kilbride Town Hall and works to enable residential delivery. 12. Climate Change, Sustainability and Environmental Implications 12.1. Works to take forward the vision of the East Kilbride Town Centre Masterplan and associated development has sustainability at the forefront and projects are being taken forward in line with the Council’s sustainability objectives. Site demolition strategies are focussing on recycling and reusing materials wherever possible. 13. Risk and Other Implications 13.1. The project must remain on programme to fulfil the requirements of City Deal funding. Officers have prepared a programme which meets funding requirements and are closely monitoring progress. 88
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13.2. The budget is being closely monitored. All costs are assessed in terms of current inflation foresight information via the Building Costs Information Service (BCIS) and monitored monthly. The team are working to ensure that design requirements align with the overall budget. 13.3. A full risk register is updated monthly for all elements of the project. 14. Integrated Impact Assessment and Consultation Requirements 14.1 An Integrated Impact Assessments has been undertaken and can be accessed at the following link: EK Masterplan - Centre West 2025 14.2. The East Kilbride Town Centre Masterplan consultation was held in September 2023. Officers were available in person in East Kilbride Shopping Centre for 3 weeks and an online consultation was open for six weeks. Feedback for the project was largely positive. PPiP consultations were held in August and October 2025. 14.3. A permanent exhibition space has also been set up in East Kilbride Library. This space is being updated alongside the project website (www.ekfuture.co.uk) to reflect the progress of the project through the RIBA stage 2 development. This reflects the information shared with local members at the briefing in March 2026. Kevin Carr Executive Director (Community and Enterprise Resources) 26 August 2026 Link(s) to Council Values/Priorities/Outcomes Ambitious, self aware and improving We will work to progress and improve We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities Good quality, suitable and sustainable places to live Thriving businesses, fair jobs and vibrant town centres Previous References Glasgow City Region, City Deal – Centre West, East Kilbride, Outline Business Case - Executive Committee 11/12/2024 Heads of Terms Agreement for the Transfer of Centre West, East Kilbride to South Lanarkshire Council – Executive Committee 13/11/24 Application P/25/1387 for Redevelopment of Town Centre Land, etc – Planning Committee 24/3/26 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Victoria Nelson, Project Development Officer E-mail: victoria.nelson@southlanarkshire.gov.uk 89
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Community and Enterprise Resources) Executive Director (Education Resources) Subject: After School Provision in South Lanarkshire 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on after school provision in South Lanarkshire, as agreed at Council on 11 March 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the extent and mix of after school provision across South Lanarkshire be noted; and (2) that the steps the Council is taking to support the development of after school provision, as outlined at section 7.5, be noted. 3. Background 3.1. At the meeting of South Lanarkshire Council on 11 March 2026, a motion was agreed to bring a report to a future meeting addressing after school care provision. The motion stated that development of the report should: outline the extent and mix of after school provision across South Lanarkshire (covered in item 4 of this report) outline the current and emerging issues in the development of after school provision engage with our employability partners to understand more about the barriers faced by parents/guardians and how services can and do support them (items 5.1 and 7) consider the work and research of agencies such as One Parent Families Scotland to understand more about the particular needs of one-parent families (item 5.2) outline the steps the Council is taking to support the development of after school provision, including on the Council-owned estate (covered in item 7) consider how any work in this area could tie into the wider Marmot Place work being carried out by the Council, both in terms of data-gathering and strategic planning (item 7.5) outline the potential for Community Wealth Building approaches to support new after school provision (covered in item 7.6) 15 91
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3.2. Following the motion, a cross-Council working group was formed to take forward the report on after school provision. The group comprised officers from Community and Enterprise Resources (Support, Employability and Facilities teams), Education Resources, Housing and Technical Resources, and South Lanarkshire Leisure and Culture (SLLC). This report sets out the findings from the work of the group. 3.3. It should be noted at the outset of this report that the Council does not have a formalised policy on after school provision and, therefore, does not retain comprehensive information about provision within the area. For the purposes of this report, information has been sourced from the Care Inspectorate on after school care providers in the area, the location of the care provision, and charges for parents/guardians etc. This information is not routinely maintained by the Council, and it was not possible to source information on the following: food and activities provided as part of after school care, costs to providers of letting/leasing properties for care provision (aside from where the care is provided in Council schools), and demographic information on who the users of after school provision are e.g. socio-economic status, geographical location etc. 4. Extent and Mix of After School Provision Across South Lanarkshire 4.1. After school care provides supervised environments for primary school children outside of school hours. In general, this provision takes the form of after school clubs and childminders. All after school services must be registered with, and inspected by, the Care Inspectorate as out of school care services. 4.2. In Scotland there is no general statutory duty on local authorities or any other body to provide out of school and holiday childcare to every child who attends school, although local authorities do have the power to provide such care. This means that in most communities, afterschool care is delivered by private, voluntary, or charitable organisations. The Scottish Government’s ‘Out of School Care in Scotland – draft framework: consultation’ (2019) states that in Scotland ‘most registered out of school care services (642) are either private, voluntary, third sector or charitable organisations. A minority (96) are delivered directly by the local authority. Out of school care is, therefore, mainly a community-based sector which has grown in response to public demand within individual communities.’ 4.3. After school Care Clubs in South Lanarkshire After school clubs allow parents/guardians to balance work or training, and they sometimes offer play activities, homework support and/or a snack. In South Lanarkshire, private providers operate after school clubs across 16 of the 17 learning communities. The number of clubs within each community varies, with Lesmahagow being the only learning community without any after school club (although there may be private child minders in the area who provide after school care). 92
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4.3.1. Providers of after school clubs within South Lanarkshire are many and varied. Some are Private Limited Companies, and some are Scottish Charitable Incorporated Organisations. Known after school care providers operating within the area are as follows1: Known After School Care Providers within South Lanarkshire Ace Place Nursery and Out of School Care FAB Out of School Club Kirkill Tennis Club Star Kids Barnehage Out of School Club Greenhills Out of School Club Kirklandpark After School Club Stonefield Out of School Care Blacklaw Out Of School Care High Flyers Cambuslang Kirktonholme Kidz Club Stoneykids Busy Bees at Oakwood Hamilton After School Project Law Boxing Club Strathaven After School Club Cambuslang out of School Care Project Happy Feet Moss Out of School Care Trinity Kidzclub Calderwood After School Club Honey Bee Childcare Planet Earth Group WestPark Nursery & Out of School Care Child Care in the Community Indigo Childcare Playbarn Play care Clarkston After School Service2 Jeely Piece Club 4.4. After School Care Clubs in School Setting 4.4.1 SLLC’s booking team let space within schools to providers for the purposes of after school care. Dining hall space and classrooms are let to providers within nine school premises. These schools are as follows: Newton Farm Primary, Newton Calderwood Primary, Rutherglen St Anthony’s Primary, Rutherglen Blacklaw Primary, East Kilbride Murray Primary, East Kilbride Kirktonhome Primary, East Kilbride Woodside Primary, Hamilton Kirklandpark Primary, Strathaven Wester Overton Primary, Strathaven Lets are mainly from 3-6pm, with three of the above schools also let for out-of-school care before 9am.3 In addition, the booking team lets space within Whitehill Neighbourhood Centre to an after-school care provider. 1 Information as per Care Inspectorate. 2 Whilst operating mainly in East Renfrewshire, this provider also provides after school care for Jackton Primary School pupils. 3 These three schools include Kirklandpark Primary, Wester Overton Primary, and Newton Farm Primary 93
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4.4.2. SLLC does not have a formalised policy on after school provision. The let of a school for after school care is demand-led by the individual after school provider / head teacher rather than based on geographical or demographic spread / need. As such, the arrangements set out below reflect operational practice rather than a formally adopted policy. 4.4.3. SLLC does not advertise or tender school space for after school care provision, but will process all bookings on a first come, first served basis, subject to availability and in line with their terms and conditions. It is the responsibility of individual providers to submit a letting application should they wish to be considered. The process for letting school space operates as follows: A prospective provider must first engage with the head teacher of the relevant school, who is responsible for considering and authorising requests for after school care provision within the school. Only once approval has been granted by the head teacher, the provider is required to complete and submit a booking application form to SLLC. Upon receipt of an approved application, SLLC’s bookings team processes the request as an administrative function and confirms the booking arrangements to the provider by email. The Council does not charge an additional cost for Facilities services since janitors are on-site until 4.00pm or 4.30pm anyway; thereafter cleaning staff will lock up the buildings. 4.4.4. After school care providers are not required to provide SLLC’s booking team with the number of children attending after school clubs, but the letting form does include a question on this. From numbers provided via these forms, it would seem that at least 3704 children attend after school care in a South Lanarkshire school setting. 4.4.5. Whilst after school care providers are not required to publish their charges for childcare, the South Lanarkshire Council school space letting form does include a question on this. From the available data, charges to parents/guardians for after school provision within schools, ranges from £14 - £22 for three hours per day. 4.4.6. In terms of cost to the after-school care provider, SLLC operates a pricing structure for school lets, based on whether the let is to a private company (charging a commercial rate) or a charity/community group (charging a community rate). Lettable spaces and associated prices are also categorised by size. Currently, after school care providers are paying between £10.75 and £49.05 per hour for school space. 4.4.7. SLLC have stated that most after school care providers would be expected to pay a commercial rate, as their operating model involves either the taking of a salary or have the intention of generating a profit, reflecting the commercial nature of their business. Where the provider can demonstrate that they are charitable/ not for profit then they can apply to be considered for the reduced community rate. SLLC currently supports a number of successful after school care providers who pay the full commercial rate. 4.4.8. SLLC’s existing pricing structure has evolved over time, and they are working towards a charging model that is consistent, transparent, and sustainable. Decisions to review and set pricing rest with the SLLC Board and are taken in line with market tolerances and trends. 4 No attendee figure was provided for three of the above nine schools and so this number is likely to be higher. 94
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4.4.9. Food and activities are provided as part of the after-school care in some schools, but this is provided by the after-school care provider, and not the Council. Nevertheless, the Scottish Government’s Healthy Eating in Schools Guidance 2020 sets out the food and drink standards which apply to all food and drink provided to children and young people across the school day. It states that Education authorities and managers of grant-aided schools must have regard to this guidance and that they are ‘responsible for providing any kind of food and drink on education authority or grant-aided school premises and in school hostels’. Education Scotland Inspectors, therefore, capture within Health and Nutrition Inspector Summary Reports whether food provision offered by after school care providers within schools is fully compliant with the relevant food regulations. 4.5. After School Care Clubs in Non-school Settings 4.5.1. After school care provision also takes place in a variety of other locations across South Lanarkshire, including local churches, tennis and boxing clubs, privately run business locations (eg Playbarn and Happy Feet buildings), and Hamilton International Park. 4.5.2. Many after school care providers offer a pickup service between the primary school and the location of the after-school provision, with some children travelling from their own primary school to another primary school for the after-school care. 4.5.3. After school care providers are not required to inform the Council of the numbers of children attending after school care in these other settings. However, published Care Inspectorate information shows the collected capacity to be around 1,400 children receiving after school care provision in South Lanarkshire. The cost of the after-school service for parents/guardians varies between £9.50 - £27 for three hours per day. In terms of the cost to the providers in letting non-Council buildings, the Council does not hold this information. 4.6. Childminders in South Lanarkshire There are 147 self-employed childminders operating across the area providing after school care provision to children within a home setting. They are regulated by the Care Inspectorate in the same way that nurseries and school aged childcare services are. Information about the number of children being cared for by child minders in South Lanarkshire or the cost of the service for parents/guardians is not available to the Council. 4.7. Availability of Information About After School Care in South Lanarkshire An online directory of nurseries and registered childminders across the area is available on the South Lanarkshire Council website. In addition, organisations providing childcare are listed on the following websites: Supporting Childminding Across Scotland | SCMA and the Care Inspectorate (although the nature of the child care and whether it is specifically after school care is not stated within all three websites). 95
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5. Barriers Faced by Parents/Guardians and How Services Can and Do Support Them 5.1. The Council understands family needs through its Employability Service, which supports parents/guardians facing poverty and labour market exclusion. Through engagement with parents/guardians and partners, the Employability Service has identified key barriers preventing unemployed and low-waged parents / guardians from accessing after school provision as follows: Cost of after school provision, with typical daily charges placing pressure on low- income households. Requirements for upfront payment, limiting access for families experiencing financial insecurity. Limited financial support, particularly for parents/guardians who are not eligible for Department for Work and Pensions support or who have No Recourse to Public Funds. Limited availability and flexibility of provision, including restricted days, times and geographical coverage. A mismatch between childcare provision and employment patterns, with many parents/guardians seeking term-time or school-aligned employment. Accessibility challenges, including limited provision for children with additional support needs. Transport barriers, affecting the ability to access provision or collect children from school. Logistical pressures for families with multiple children attending different schools or requiring different care arrangements. Reliance on informal childcare due to gaps in formal provision. Reduced demand among parents/guardians not currently engaged in employment, education or training. 5.2. These barriers are particularly significant for priority family groups, including lone parents/guardians, families affected by disability or long-term health conditions, and larger households, who are over-represented within employability caseloads. Collectively, these challenges can restrict parents’/guardians’ ability to enter or sustain employment and increase household income. 6. Benchmarking with Other Local Authority Models 6.1. Both Glasgow City Council and North Lanarkshire Council take a similar approach to after school care provision as South Lanarkshire Council. Neither council directly operates after school care. Instead, provision is delivered largely through third-sector, private and social-economy providers, with Glasgow City Council signposting families to provision through the Glasgow Family Information Service (GFIS: School Aged Childcare), which holds a comprehensive A–Z directory of registered out of school care providers across the city. The North Lanarkshire Council website provides information on Tax-Free Childcare (a government initiative) which can assist with childcare costs. In the case of both councils, provision varies geographically and is dependent on local provider availability rather than guaranteed school-by-school coverage. In both cases, there is no council wide entitlement to after school care for school-aged children; places are normally paid for directly by parents/carers. 96
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6.2. Renfrewshire Council runs two out of school care services in Paisley for parents/guardians who are in employment, further education, or training. Shortroods O.S.C (Out of School Care) service is located in Mossvale Primary School and St James Primary School, Paisley. This service can accommodate children who attend either of these primary schools. Ferguslie After School Care is located in Glencoats Primary School, Paisley. This service can accommodate children who attend Glencoats Primary School and St Fergus Primary School. Both services are open from 3pm to 5:45pm during school term time. The other 36 out of school care services in Renfrewshire are operated by private or voluntary organisations. 7. Steps the Council is Taking to Support the Development of After School Provision, Including on the Council-owned Estate 7.1. While there is no general statutory duty on the Council to provide out of school childcare to every child in South Lanarkshire, the Council does attempt through its employability and wider support services to ensure targeted support to those most in need by helping parents/guardians overcome the barriers (outlined in 5.1.). Parents/guardians engaging with the Council can access person-centred support, including: Income maximisation, financial health checks and crisis support through the Money Matters Advice Service. Targeted support for lone parents through One Parent Families Scotland. Health and wellbeing programmes delivered by South Lanarkshire Leisure and Culture. Access to training, English for Speakers of Other Languages (ESOL) provision and skills development through the South Lanarkshire College: Employability Academy. Housing-related support through the Breaking the Cycle Team. Parenting support and early intervention pathways through Social Work Family Support Hubs. Housing, homelessness and asylum and refugee support services provide important routes for identifying families who may face additional barriers to accessing after school provision. These include families living in temporary accommodation, households experiencing financial insecurity, parents/guardians with limited local support networks, and families newly arrived in South Lanarkshire who may require support with language, orientation, transport, finances and access to services. The Council will continue to undertake these interventions to address the range of factors that can affect childcare access and parental participation in employment, education and training. 7.2. The Employability Service supports employed parents/guardians through the Supporting Families programme to access upskilling and retraining opportunities, enabling them to progress into better employment. Recognising that the limited availability of after school provision remains a key barrier, the Council’s Employability Service has supported workforce and capacity development through partnership working with the Scottish Childminding Association. Funded by the Scottish Government’s ‘Programme for Scotland’s Childminding Future’ and its No-one Left Behind Tackling Child Poverty Fund, the partnership: 97
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Supports parents/guardians to train and register as childminders. Provides tailored support and start-up funding. Creates flexible, home-based employment opportunities. Expands local childcare capacity. The programme was piloted in 2025/2026, with 14 parents/guardians registering through the Employability Service for childminder training. This programme will now be expanded in 2026/2027, with capacity increased to 25 places in response to ongoing demand. 7.3. Transport has been identified as a significant barrier to accessing both employment and after school provision, particularly where services are not available locally. A Scottish Government-funded travel initiative is currently being developed to support parents/guardians through: Public transport cost reimbursement. Individual travel planning. Community transport solutions. Appropriate clothing and footwear for parents/children. Driving lessons. Driving qualifications. This initiative delivered locally through the Council’s Employability Service will have the potential to improve access to employment, training and childcare provision, particularly within underserved communities. 7.4. SLLC will continue to provide after-school provision by delivering free extracurricular sessions (funded via Sportscotland) in both primary and secondary schools throughout term-time. The majority of the sessions take place after school between 3- 4pm. Although this is not care provision, it does provide a free extension to the school day for many parents and carers, with 20,660 children participating in these sessions during 2024/2025. 7.5. There is clear potential to align after school provision development with the Council’s Marmot Place work, including: targeting provision in areas of greatest socio-economic need; using local data (e.g. Marmot intelligence) to inform planning and investment decisions; engaging families with lived experience in the design and development of services; and supporting community-based and locally delivered childcare models. Employability Services are in the early stages of working collaboratively with Education Leads on the Marmot pilot specific to Burnbank. As part of this, the existing Supporting Families programme will be further rolled out across South Lanarkshire and discussions about employment opportunities and after-school care provision will be prioritised. As part of this, the Council will also explore the opportunity to expand the provision of after-school care within the Lesmahagow area with a view to closing the gap on after-school care provision in that area. 98
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7.6. The Council is currently exploring how Community Wealth Building approaches could support new after school provision. Employability initiatives mentioned above, including The Supporting Families programme and support to parents/guardians to become registered self-employed childminders, contributes to the Council’s Community Wealth Building ambitions. So too does the Employability Service’s Demonstrator programme which supports host employers (such as NHS, The State Hospital in Carstairs, ISS Facilities Management and Council services) to fund parents’ employment for up to six months, with the aim of progressing into sustainable employment. These approaches will help ensure that future provision is responsive to local need and contributes to improved outcomes for children and families across South Lanarkshire. . 8. Employee Implications 8.1. The above steps to improve childcare provision will be implemented with existing employee resources. However, depending on the actions, any further moves to expand our support in this area could have significant employee implications. 9. Financial Implications 9.1. The above steps to improve childcare provision will be implemented with existing financial resources. Direct provision of after school care by the Council would involve significant ongoing costs for staffing, facilities and service delivery. In addition, consideration would require to be given to the impact on existing Council-funded activities, SLLC income streams, and the wider network of private, voluntary and community-based providers currently delivering after school care across South Lanarkshire. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no climate change, sustainability or environmental implications in terms of this report. 11. Risk and Other Implications 11.1. Financial risks for both the Council and SLLC in changing the model of after school provision are outlined in 9.1. In addition, there are reputational risks involved should a decision be made to remove existing current services from schools (such as the Active Schools Programme and other after school activities). Similarly, if the Council directly provided after school care in schools, there are risks to the viability and sustainability of existing after school care providers and the physical venues (in a non-school setting) from which they operate. 12. Integrated Impact Assessment and Consultation Requirements 12.1. At this time, there is no requirement to carry out an integrated impact assessment in relation to the content of this report. However, any formal development or change to the Council’s after school care policy may require an integrated impact assessment given the groups of people affected. 12.2. Consultation has been undertaken with a number of Resources in the preparation of this report. 99
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Kevin Carr Executive Director (Community and Enterprise Resources) Lyndsay McRoberts Executive Director (Education Resources) 24 August 2026 Link(s) to Council Values/Outcomes/Priorities Focused on people and their needs We will work to put people first and reduce inequality Caring, connected, sustainable communities Inspiring learners, transforming learning, strengthening partnerships Our children and young people thrive Previous References South Lanarkshire Council – 11 March 2026 Executive Committee – 1 April 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:- Michelle Wilkie, Performance and Policy Development Manager E-mail: michelle.wilkie@southlanarkshire.gov.uk 100
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Commercial Opportunities Update 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the work being undertaken to explore commercial opportunities for the Council 2. Recommendation(s) 2.1. Committee is asked to approve the following recommendation(s):- (1) that the work being undertaken to explore commercial opportunities be noted. 3. Background 3.1. The medium-term position regarding the Council’s budget continues to remain challenging and, therefore, the Council needs to consider commercial opportunities to generate income and reduce revenue costs where possible. This report sets out the various opportunities which have/are being explored by the Head of Enterprise and Sustainable Development. 3.2. For background, the Council is prohibited from investing in commercial opportunities purely for financial gain. Instead, any investment must be linked to economic/regeneration outcomes. 4. Town Centre Regeneration 4.1. Civic Centre, East Kilbride 4.1.1. Working with colleagues in Property, Finance and Legal Services, Enterprise and Sustainable Development had prepared proposals for a 130,000sqft Grade A office development for an occupier on the Civic Centre site in East Kilbride. Heads of Terms had also been agreed with an investor who would deliver the project once ‘preferred developer status’ had been confirmed. The Heads of Terms would have secured a capital receipt for the site, taking account of the demolition costs of the building. 4.1.2. As reported previously, the occupier is no longer seeking a new build development but instead has committed to remain in their existing premises for the foreseeable future. Whilst this opportunity would have realised a modest capital receipt for the Council, it would have also removed a liability and acted as the catalyst for the redevelopment of the wider town centre. 16 101
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4.1.3. Taking advantage of the work undertaken on this project, the site was marketed on behalf of the Council by Avison Young with a number of expressions of interest received. At the closing date on 30 January 2025, one offer was received for a 45,000sqft retail store which required the Council to provide a cleared site for development. This would involve the demolition of the existing Civic Centre ahead of any new ‘town hall’. This would be challenging in respect of replacement office accommodation for Council staff; commitments made for the Ballerup Hall and the relocation of the existing data centre which serves a number of Council facilities. 4.1.4. This exercise, however, demonstrated potential market interest in the site. A further marketing exercise will be undertaken as the East Kilbride Town Hall comes to fruition. 4.2. East Kilbride Shopping Centre 4.2.1. On 13 September 2023, Committee approved the East Kilbride Town Centre Masterplan as the basis for the future strategic approach to investment. Heads of Terms for the transfer of the Centre West site were approved and the site transferred to the Council on 30 December 2025, with demolition commencing in January 2026 which is due to complete in Spring 2027. 4.2.2. Enterprise and Sustainable Development together with colleagues in Property, Housing, Corporate and Finance continue to work on several workstreams including: design and delivery of East Kilbride Town Hall and associated public realm works; and development strategy for new residential neighbourhood. 4.2.3. The design team, including property agents, are considering the details for the development of the residential area including density, market interest and resultant land values. Consideration is also being given to the delivery model for realising this development including disposal of plots, joint venture arrangements and investor opportunities. Soft market testing has been undertaken with house builders which has been very encouraging. 4.2.4. The remainder of the shopping centre is currently being acquired by Sheet Anchor Evolve (part of the M*Core Group) which is due to conclude imminently. Their executive team met with the Executive Director (Community and Enterprise Resources) and Head of Enterprise and Sustainable Development on 15 July. Evolve outlined their proposals which includes the demolition of the former Sainsbury store and associated decked car park as per the Masterplan. They are also in discussion with a third party in respect of taking space within Plaza Tower. Officers will continue to work with Evolve to support their ambitions. 4.2.5. An Outline Business Case was approved by Executive Committee in December 2024 and, subsequently, approved by Glasgow City Regional Cabinet in February 2025 for the re-allocation of £32.2m from the Stewartfield Way Project to East Kilbride Town Centre, giving a total project value of £50.3m. 4.3. Hamilton Town Centre 4.3.1. In February 2024, Committee approved the Hamilton Town Centre Masterplan which includes proposals for the New Cross Centre, which the Council owns, and the Regent Centre, which the Council holds the ground lease. 102
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4.3.2. Colleagues in Property have secured vacant possession of the New Cross Centre which has since closed (including the car park). Enterprise and Sustainable Development are working towards the demolition of the building to support residential development. The delivery model for the redevelopment is under consideration including disposing of the site and securing a capital receipt, seeking a development partner or a Council led initiative. 4.3.3. As approved by the Executive Committee, the Council exercised its pre-emption rights to buy the former Bairds building. The acquisition was concluded in March 2026 and Enterprise and Sustainable Development are working towards the demolition of the building to support the redevelopment of the wider area including part/all of the Regent Shopping Centre (which is privately owned). Whilst it is anticipated that a capital receipt could be realised this will take some time to come to fruition and, therefore, in the intervening period ‘meanwhile’ uses are being considered for the site, which may generate limited income. 4.3.4. As previously reported to Committee, the Regent Shopping Centre was marketed for disposal and has since been acquired by Parial Limited. Officers are in discussion with Parial Limited to facilitate the re-development of the shopping centre. 4.3.5. Due to the structural integrity of the Vogue building, the building required to be demolished with works being completed in March 2026. The site is currently being marketed on the Council’s inward investment website. This has led to two interested parties responding to the advert and officers are in discussion with those parties. 4.3.6. The Hamilton Town Centre Masterplan identified an opportunity to develop a new urban park at the Town Square. This design work is ongoing which has identified an opportunity for a potential residential development. This is now being explored in terms of site capacity and market analysis. 5. Inward Investment 5.1. In February 2024, Community and Enterprise Resources Committee approved an Inward Investment Strategy for South Lanarkshire. Since then, a new dedicated website ‘Invest South Lanarkshire’ has been launched which provides a platform for marketing sites and attracting investment. Invest South Lanarkshire | Property, Land, TV and Film Investment 5.2. A ‘One Stop Shop’ approach has been established for engaging with developers, agents and investors with enquiries being monitored and tracked which are also now reported to the Community and Enterprise Resources Committee. 103
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5.3. As previously reported, in February 2025, the UK Government sought ‘Expressions of Interest’ (EOI) for AI Growth Zones. At the same time, the Council was approached by several developers in respect of the Langlands West site in East Kilbride for a data centre development. In response to market interest, the Council submitted EOI’s for Langlands West and Clydebridge in Cambuslang (the latter in conjunction with Scottish Enterprise and Clyde Gateway). A developer also submitted a bid for a number of sites in North and South Lanarkshire. Given the market interest, the Council appointed property agents, Savills to market the Langlands West site as a data centre location with a preferred developer approved at Executive Committee in August 2025. The proposal is reliant on securing power connections on which consents for users of this scale have been paused to allow them to be considered in a national strategic context recognising the major infrastructure nature of the connections. Officers in Economic Development are working with the preferred developer to support this process. 6. Industrial Market 6.1. Since the approval of the Response to Industrial Market Challenges report by the Executive Committee in February 2026, officers in Economic Development have been working with colleagues in Property Services to bring forward a programme of activity. The funding approved in the Council budget in February and the funding available through the Glasgow City Region (GCR) Enabling Commercial Space (ECS) Initiative can support the development of space, refurbishment of existing space and acquisition of new opportunities. Offices have identified opportunities in Hamilton, Carluke and Larkhall on which technical advice is in the process of being procured to look at what might be feasible and work up design proposals. 6.2. As noted above, this work is in response to reports Community and Enterprise Resources commissioned for a Land and Property Market Analysis which was reported to Community and Enterprise Resources Committee in November 2024. This analysis identifies opportunities for industrial commercial development across South Lanarkshire with specific opportunities for the Council which is now being developed. 6.3. This work has also been the catalyst for a similar analysis undertaken by GCR which looked at commercial development opportunities across the region in which South Lanarkshire featured prominently. This has led to a new regional project being developed to create new industrial/commercial space. In this regard, the Council has been awarded £11m to develop commercial/industrial space by 2030 and the Executive Committee approved at its meeting on 28 May, the allocation of funding for the following projects: Cathcart Road Net Zero Industrial Units – estimated project value £2.1m delivered by the Council providing a rental income Red Tree Labs, Shawfield – estimated project value £17m (delivered by Clyde Gateway subject to funding from Clyde Gateway, Scottish Enterprise, and GCR) creating 3,700sqm of office and lab space and supporting 244 jobs Industrial Unit Retrofit – estimated project value £0.963m providing an upgrade Council industrial unit 104
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6.4. Enterprise and Sustainable Development are preparing a programme of shovel ready projects which, subject to approval will allow projects to be progressed through design in the current financial year and delivery through 2027 – 2029. Procurement is underway for a Design Team to lead on the feasibility of new industrial units at key locations, notably Canderside Toll, Allanshaw and Hillhouse Industrial Estates in Hamilton and Castlehill Industrial Estate in Carluke. This project aims to increase the availability of good quality industrial units to support small and medium sized enterprises (SMEs), responding to the shortage of available rentable properties. Research and feasibility activity for potential development at the above sites has commenced. The programme will embed sustainability and carbon reduction from the outset. 6.5. A working group is taking forward an assessment of existing assets and tenancies, including the identification of obsolete or underperforming properties, and to develop a strategic response to market demands. The review is considering assets in a staged approach over forthcoming years, considering funding and investment opportunities. 6.6. Procurement of a property agent is also progressing to support identification and acquisition of suitable sites for industrial development. Interest has been expressed for a privately owned site in Hamilton with a capacity study currently being undertaken. 6.7. Officers are leading an options appraisal of the Council’s five business centres. This will inform strategic decisions on future management arrangements, operational models and asset considerations. 6.8. Along with identifying future year opportunities, these projects will support the Council’s ability to react effectively to market interest and future funding opportunities through either internal funds or more likely Scottish or UK Government funding. The delivery of projects could be via a variety of models depending on the individual circumstances including, Council development, partnership working / joint ventures, gap funding / grant support. All proposals will be subject to appropriate committee approval / delegated authority. 7. Film and TV Opportunities 7.1. Film and TV opportunities for Lanarkshire have until 2024 been co-ordinated by North Lanarkshire Council which has resulted in this Council being in a more reactive position. 7.2. In order to take a more proactive approach to these opportunities and also to promote South Lanarkshire, Enterprise and Sustainable Development is now leading on this activity. In recent months, Enterprise and Sustainable Development have secured a number of film and television productions: EE Commercial – Council HQ BBC Children in Need – Paddy McGuiness Cycle Challenge Who Do You Think You Are? – filming on location in Leadhills Half Man Production – New six-part drama from Baby Reindeer writer Richard Gadd. Filming took place in East Kilbride Civic Centre. McDonald’s commercial In East Kilbride Vigil Series 3 – Hamilton HQ. 7.3. Income generated from productions to date is £59,000. 105
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8. Renewable Energy 8.1. Heat Networks A feasibility study for a heat network for the Bothwell Road/Almada Street area was completed at end of March and reported to Committee in April 2026. The study concluded that there is a viable opportunity for a low-carbon heat network in central Hamilton, supplied by a wastewater source heat pump at Hamilton Wastewater Treatment Works. Technical consideration is now being given to building connections including Council HQ building and Almada Tower and wider stakeholder engagement. Further updates on the project will be reported as part of the Local Heat and Energy Efficiency Strategy annual review, scheduled for the Climate Change and Sustainability Committee in September 2026. 8.2. Shared Ownership of Onshore Windfarms Shared ownership is a model where a community organisation, local authority or other body acquires a financial stake in a windfarm project and shares in the long-term revenues generated by the development. 8.3. South Lanarkshire has at least 15 onshore windfarms at different stages of inception/planning scheduled over the next 10 years which could generate at least 50MW of power (excluding repowering at Blacklaw and Whitelee). 8.4. Meetings with developers have shown a willingness to enter into joint ownership models with communities and potentially the Council. There are a number of models, however, and with the establishment of GB Energy in 2025 there is now Government backed funding and expert advice. 8.5. Officers are liaising with GB Energy who is creating standardised frameworks for "Shared Ownership" models where local authorities can co-invest alongside private energy developers in larger regional projects. This arrangement ensures that a portion of the financial returns and energy revenues are kept directly within the local authority's budget to support public services. Revenues could potentially support the following areas which may help to reduce the budget gap: Community wealth building objectives Net Zero/climate action projects New recurring revenue streams Local energy generation and energy resilience Investment in regeneration and community infrastructure 9. Next Steps and Timescales 9.1. There are a number of opportunities being explored or being realised which have varying timelines. Separate reports will be brought to Committee as opportunities crystalise, and approvals sought. 10. Employee Implications 10.1. Opportunities are being led by officers within Enterprise and Sustainable Development. 11. Financial Implications 11.1. The opportunities being explored aim to ultimately generate income for the Council and in the short to medium term contribute to future year’s budget strategies. 106
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12. Climate Change, Sustainability and Environmental Implications 12.1. All projects will be taken forward in line with the Council’s sustainability objectives. 13. Risk and Other Implications 13.1. A number of the opportunities being explored have current and future liabilities for the Council which require to be mitigated. Disposal and redevelopment must be actively considered which may incur some upfront expenditure which will be subject to future approvals. 14. Integrated Impact Assessment and Consultation Requirements 14.1. Integrated Impact Assessments will be undertaken as projects are developed. 14.2. Consultations have taken place with a number of Resources and will continue to do so as projects are developed. The town centre masterplan activity has also been subject to extensive community consultation. Kevin Carr Executive Director (Community and Enterprise Resources) 26 August 2026 Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Fair, open and sustainable Working towards a sustainable future in a sustainable environment Thriving business, fair jobs and vibrant town centres Previous References Commercial Opportunities Report, Executive Committee, 25 June 2025 Commercial Opportunities Report, Executive Committee, 13 November 2024 Commercial Opportunities Report, Executive Committee, 24 January 2024 Commercial Opportunities Report Executive Committee, 3 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 alison.brown@southlanarkshire.gov.uk 107
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Report Agenda Item Report to: Executive Committee Date of Meeting: 16 September 2026 Report by: Director, Health and Social Care Executive Director (Housing and Technical Resources) Subject: National Prison Population Pressures: Local Actions and Implications 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on national prison population pressures, the actions being taken locally in response, and the implications for Justice Social Work, Housing, and public protection services 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; and (2) that the response submitted to the Scottish Government Consultation on the National Strategy for Community Justice be noted. [1recs] 3. Background 3.1. The Scottish Prison Service is experiencing unprecedented population pressures, with the prison population reaching record levels and resulting in significant overcrowding and limited capacity to accommodate further admissions. In response, national multi-agency arrangements have been established to coordinate action across justice and partner agencies. South Lanarkshire Council, through Justice Social Work and Housing Services, is actively contributing to this work. 3.2. Alongside these operational measures, the Scottish Government has set out proposals for penal reform aimed at supporting a more sustainable prison population. These proposals include strengthening community justice, reducing unnecessary use of remand and reviewing the role of short custodial sentences. 3.3. The Community Justice (Scotland) Act 2016 provides the statutory framework for community justice in Scotland. Community justice activity includes supporting rehabilitation, reducing reoffending, facilitating reintegration following release from custody and delivering community-based alternatives to custody where these are assessed as safe and appropriate. The National Strategy for Community Justice, which sets the strategic direction for this activity, is currently under review by the Scottish Government. On 25 June 2026, the Scottish Government published the National Strategy for Community Justice Review Consultation to seek views on whether the current strategy remains fit for purpose and to inform any future revision of the strategy. 17 109
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3.4. These developments have implications for Justice Social Work, Housing, and wider public protection arrangements locally, reflecting the increasingly cross-cutting nature of the challenges. 4. Position 4.1. Local authority Justice Social Work Services have been asked to support the greater use of appropriate community-based alternatives to custody as part of wider national efforts to address prison population pressures. This requires robust assessment, effective risk management and strong partnership working to ensure public protection considerations remain central to decision-making. 4.2. South Lanarkshire Justice Social Work Services already deliver a range of established interventions that support community-based alternatives to remand and custody. These arrangements provide a strong foundation for responding to current pressures while recognising that increased use of community-based interventions may create additional demand across justice, housing and related services. 4.3. A dedicated Court Social Work team provides daily provision, including public holiday cover, ensuring timely assessment of individuals in custody. Bail supervision assessments are completed for all known bail-opposed cases, supported by access to relevant information to inform robust recommendations. During 2025/2026, the service completed 517 bail supervision assessments, resulting in 57 bail supervision cases commencing, demonstrating the significant level of assessment activity already undertaken to support community-based alternatives to custody where appropriate. 4.4. Community-based alternatives are well established, including a dedicated Diversion from Prosecution service delivering needs-based assessment and intervention across a range of offence types, including sexual harm and domestic-related offending. During 2025/2026, the service completed 216 diversion assessments, with 107 interventions commencing. Throughcare services supported 63 individuals leaving custody and maintained significant levels of custody and community supervision activity throughout the year. These figures demonstrate the scale of assessment, supervision and support already being delivered within the community and provide important context when considering the implications of further shifts from custody to community-based interventions. 4.5. While South Lanarkshire reflects national trends of increased short-term remand, many of the measures now being prioritised nationally are already in place locally, providing a strong platform for further improvement. Local remand figures throughout 2025/2026 remained consistently high, ranging between 116 and 135 individuals on remand each month, with a monthly average of approximately 123 individuals. This reflects continuing local pressure within the justice system and highlights the scope, where safe and appropriate, to reduce avoidable short-term remand through effective assessment, accommodation support and community-based alternatives. 110
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4.6. The level of activity outlined above demonstrates that South Lanarkshire already delivers a substantial volume of court, diversion, throughcare and community justice interventions. National efforts to reduce the prison population are likely to result in increased demand within community-based services before any corresponding reduction in pressures elsewhere in the system is realised. This may result in demand transferring from custodial settings to local services, including Justice Social Work, Housing and public protection arrangements. While South Lanarkshire has a strong baseline of provision, sustaining timely assessments, effective supervision, robust risk management and public protection arrangements will remain dependent on workforce capacity, service availability and appropriate funding arrangements. 4.7. Key risks associated with current pressures and proposed actions include: workforce capacity and sustainability, particularly if increased use of community-based alternatives results in additional assessment, supervision and throughcare activity; financial implications where additional service activity is not matched by recurring funding or where Section 27 grant assumptions do not fully reflect future demand; housing and homelessness capacity, particularly where access to suitable accommodation is a determining factor in bail decisions and community-based alternatives; public protection, including the requirement to balance timely decision-making with robust assessment, risk management and multi-agency oversight arrangements; information sharing, legal and operational dependencies across partner organisations, including access to individuals within custody settings and effective information exchange; and capacity to undertake Environmental Risk Assessments, bail address checks and associated MAPPA-related activity where required. 4.8. Given the increasing national focus on reducing remand and the use of short custodial sentences, there is a growing emphasis on ensuring that practical barriers to community-based alternatives are addressed wherever this can be achieved safely and appropriately. Accommodation is one such factor. Housing and Justice Social Work Services are, therefore, working collaboratively to strengthen existing arrangements and improve responsiveness where accommodation is identified as a barrier to bail, while maintaining a proportionate, risk-informed approach that supports public protection and judicial decision-making. Activity is currently focused on three key areas: Addressing accommodation-related barriers to bail and community-based alternatives. Improving multi-agency communication, information sharing and coordination; and Reviewing operational arrangements to support timely assessment and decision-making. 111
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4.9. South Lanarkshire Council will continue to work with justice, housing, health and community planning partners to support safe and appropriate community-based interventions where these are assessed as suitable. While local services are well placed to contribute to national objectives, successful implementation will remain dependent upon workforce capacity, housing availability, sustainable funding and effective partnership working. Public protection and community safety will continue to underpin all activity. 4.10. This is reflected in the appended response to the consultation on the National Strategy for Community Justice which was submitted with the agreement of the Chair and Vice Chair of the Social Work Resources Committee prior to the deadline of 20 August 2026. 5. Employee Implications 5.1. There are no immediate staffing changes proposed at this stage. However, national efforts to reduce remand and the use of short custodial sentences may result in increased demand for community-based assessment, supervision, throughcare, housing and public protection activity. The associated workforce implications will require ongoing monitoring and, where necessary, consideration through existing service planning, governance and budget-setting arrangements. 6. Financial Implications 6.1. Current Justice Social Work services are already operating from a substantial baseline of activity, including 517 bail supervision assessments, 216 diversion assessments and significant throughcare caseloads during 2025/26. There are no immediate financial implications arising from this report. 6.2. National efforts to reduce remand and the use of short custodial sentences may result in increased demand for community-based services across Justice Social Work, Housing (including Homelessness) and associated public protection arrangements. While the scale of any additional demand remains uncertain, the capacity to absorb sustained increases in activity is constrained by existing staffing and financial resources. 6.3. Any significant increase in community-based assessment, supervision, throughcare, accommodation or public protection activity may require consideration through future service planning and funding arrangements to ensure that resources remain aligned to demand and statutory responsibilities. Any sustained increase in activity arising from national prison population reforms would be expected to require appropriate long-term funding arrangements in line with the additional responsibilities being delivered through local services. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no known implications relating to climate change, sustainability or environmental factors that require to be considered at this time. 112
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8. Risk and Other Implications 8.1. National prison population reforms are intended to shift activity from custodial settings into community-based services through increased use of alternatives to remand and custody. This will require sufficient capacity across Justice Social Work, Housing and public protection arrangements to support safe and effective implementation. This is occurring within a wider context of sustained financial, workforce and demand pressures across local government, as highlighted in the 2024/2025 Local Government Benchmarking Framework Overview Report, and at a time when councils and their partners continue to respond to the national housing emergency. Realising the intended benefits of national prison population reform will therefore require continued partnership between national and local government to ensure that community-based services have the capacity and resources necessary to deliver these objectives safely and sustainably. 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 integrated impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care Stephen Gibson Executive Director (Housing and Technical Resources) 16 August 2026 Link(s) to Council Values/Priorities/Outcomes accountable, effective, efficient and transparent Previous References None List of Background Papers https://www.gov.scot/publications/national-strategy-community-justice-review- consultation-2/documents/ Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Aine McCrea - Head of Children & Justice Services and Chief Social Work Officer Telephone: 01698 454887 Email: aine.mccrea@southlanarkshire.gov.uk Sharon Egan - Head of Housing Services Telephone: 01698 454595 E-mail: sharon.egan@southlanarkshire.gov.uk 113
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Appendix 1: National Strategy for Community Justice Review - Consultation Response South Lanarkshire Council welcomes the opportunity to contribute to the review of the National Strategy for Community Justice. The review takes place at a point of significant pressure across Scotland's justice system and wider public services. Community Justice Scotland has highlighted the links between offending behaviour and wider issues including homelessness, substance use and family violence, reinforcing the extent to which community justice outcomes are influenced by factors that extend beyond the justice system itself. As such, the review provides an opportunity to consider how community justice can deliver the greatest benefit for victims, communities and public services. Experience of delivering community justice in South Lanarkshire suggests that three related issues are particularly important: the outcomes community justice is expected to achieve; the conditions required for those outcomes to be realised; and the support needed from national and local partners to enable successful delivery. This response focuses on each of these areas in turn. 1. Improving Outcomes for Victims and Communities The starting point for any refreshed strategy should be public protection, victim safety and safer communities. Community justice should be judged first and foremost by the extent to which it reduces harm, supports victims, manages risk effectively and contributes to safer communities. Communities are more likely to have confidence in community justice when they understand how decisions are made, how risk is assessed, what safeguards are in place and what outcomes are being achieved. The refreshed strategy should therefore place greater emphasis on demonstrating outcomes for victims and communities, including how interventions contribute to reduced harm, improved safety and lower levels of reoffending. An emphasis on a victim-first approach is particularly important in relation to domestic abuse. Preventing harm to victims and reducing the risk of escalation should remain the primary consideration. Scottish Government should use the refreshed strategy to strengthen alignment between community justice and wider national approaches to victim safety, public protection and prevention. Equally Safe demonstrates how coordinated action across Government can contribute to outcomes that community justice seeks to achieve through its focus on preventing violence, improving victim safety and tackling perpetrator behaviour. The Scottish Government should therefore ensure that refreshed strategy build more explicitly on these wider national commitments and set out how community justice contributes to their delivery. 2. Creating the Conditions for Success Experience in South Lanarkshire suggests that successful community justice depends as much on the wider conditions that support prevention, rehabilitation and reintegration as it does on the justice interventions themselves. Consistent with evidence highlighted by Community Justice Scotland, local experience demonstrates the extent to which offending behaviour often sits alongside wider challenges including poverty, homelessness, poor health, trauma, substance use and social exclusion. These factors can contribute both to involvement in the justice system and to difficulties in moving away from offending behaviour. 114
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For that reason, community justice is likely to achieve greatest impact where the wider conditions that support stability and recovery are in place. Stable accommodation, access to treatment and recovery services, responsive social work support, employability opportunities and effective partnership working all influence whether people can address underlying needs, sustain progress and successfully reintegrate into their communities. The refreshed strategy should recognise that community justice outcomes are influenced by a wider policy and legislative landscape. The Housing (Scotland) Act 2025, for example, has introduced powers enabling social landlords to seek the removal of perpetrators of domestic abuse from joint tenancies, strengthening victim safety while reducing the risk of homelessness for victims and their families. This demonstrates how action taken outside the justice system can make a direct contribution to public protection, prevention and safer communities. Housing also underpins many of the longer-term outcomes community justice seeks to achieve. Scotland's housing emergency affects the ability of people to engage with support, comply with community-based interventions and rebuild stability in their lives. Scottish Government's Housing Emergency Action Plan recognises the significant pressures facing housing and homelessness services, while local experience demonstrates that stable accommodation is often a foundation for rehabilitation, recovery and longer-term progress. The refreshed strategy should therefore take greater account of the wider policy, legislative and service environment within which community justice operates. Progress is likely to be greatest where Scottish Government strengthens the wider conditions that support prevention, recovery, rehabilitation and community safety alongside justice interventions. 3. Supporting Effective Delivery The effectiveness of community justice ultimately depends on the ability of local services to translate national ambitions into practical change. Community-based responses require infrastructure, expertise, partnership working and sustained support if they are to protect the public and deliver improved outcomes. They also require national expectations to be accompanied by realistic consideration of demand, workforce capacity and the practical requirements associated with implementation. Scottish Government should place greater emphasis on providing resources required for successful delivery. This includes ensuring that local partners have access to evidence, improvement support and opportunities to share learning about what is achieving the greatest impact. A stronger focus on robust evaluation and evidence-based action would also help ensure that future effort is directed towards approaches that can demonstrate meaningful improvements in outcomes. Sustainable Housing on Release for Everyone provides a positive example of how coordinated national action can strengthen local delivery by creating clearer expectations across housing, prisons and local services. Scottish Government should therefore ensure that the refreshed strategy reflects a wider commitment to greater national coordination, to better enable local delivery and improve outcomes for individuals, victims and communities. 115
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