Agenda Document Pack - Executive Committee - 12/03/2025
South Lanarkshire Council · 12 March 2025
Back to Executive Committee — 12 March 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 04 March 2025 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, 12 March 2025 Time: 10:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Joe Fagan (Chair/ex officio), Gerry Convery (Depute Chair), Alex Allison, John Anderson, Robert Brown, Andy Carmichael, Maureen Chalmers, Ross Clark, Margaret Cooper, Andrea Cowan, Maureen Devlin, Gladys Ferguson-Miller, Elise Frame, Lynsey Hamilton, Susan Kerr, Eileen Logan, Katy Loudon, Ian McAllan, Catherine McClymont, Kenny McCreary, Lesley McDonald, Davie McLachlan, Richard Nelson, Norman Rae, Mo Razzaq, Kirsten Robb, John Ross, David Shearer, Margaret B Walker Substitutes Walter Brogan, Poppy Corbett, Margaret Cowie, Celine Handibode, Graeme Horne, Martin Hose, Cal Johnston-Dempsey, Ross Lambie, Hugh Macdonald, Elaine McDougall, Mark McGeever, Graham Scott, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Executive Committee held on 12 February 2025 submitted for approval as a correct record. (Copy attached) 5 - 10 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 11 - 1 April 2024 to 24 January 2025 and Probable Outturn Report dated 12 February 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 11 - 16 4 Capital Budget 2024/2025 and Monitoring for Period 11 - 1 April 2024 to 24 January 2025 Report dated 12 February 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 17 - 22 5 Update to Funding Report dated 12 February 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 23 - 26 Item(s) for Decision 6 Response to Consultation on a Local Authority General Power of Competence Report dated 11 February 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 27 - 42 7 Response to Consultation on Dual Mandates in the Scottish Parliament Report dated 13 February 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 43 - 58 8 Land and Property Transfers and Disposals Report dated 12 February 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 59 - 64 9 Councillors’ Remuneration Report dated 10 February 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 65 - 68 Item(s) for Noting 10 Interim Update: 10-Year Estate Strategy Report dated 26 February 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 69 - 76 11 South Lanarkshire Leisure and Culture (SLLC) Commissioning Plan Progress Update Report dated 19 February 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 77 - 96 2
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Urgent Business 12 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 12 February 2025 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Robert Brown, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Andrea Cowan, Councillor Margaret Cowie (substitute for Councillor Mo Razzaq), Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Elise Frame, Councillor Lynsey Hamilton, Councillor Celine Handibode (substitute for Councillor Gerry Convery), Councillor Cal Johnston-Dempsey (substitute for Councillor Ross Clark), Councillor Susan Kerr, Councillor Eileen Logan, Councillor Katy Loudon, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Kenny McCreary, Councillor Lesley McDonald, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Norman Rae, Councillor Kirsten Robb, Councillor John Ross, Councillor David Shearer, Councillor Margaret B Walker Councillors' Apologies: Councillor Ross Clark, Councillor Gerry Convery (Depute), Councillor Margaret Cooper, Councillor Mo Razzaq Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy Community and Enterprise Resources D Booth, Executive Director Education Resources A Donaldson, Interim Executive Director Finance and Corporate Resources J Taylor, Executive Director; M Milne, Head of Personnel Services; K McLeod, Administration Assistant; T Slater, Administration Adviser; I Strachan, Head of Administration and Legal Services Housing and Technical Resources S Gibson, Executive Director; S Egan, Head of Housing Services Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 11 December 2024 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 10 - 1 April to 30 December 2024 and Probable Outturn A report dated 13 January 2025 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 30 December 2024 and the projection for the year to 31 March 2025. The report and associated appendices:- summarised the 2024/2025 probable outturn position for the Council’s General Fund Revenue Account to 31 March 2025, including details of proposed transfers to reserves detailed the various 2024/2025 revenue grant redeterminations included in the Local Government Finance Settlement 2025/2026 provided details of the position on the General Fund Account and the Housing Revenue Account respectively for the period 1 April to 30 December 2024 detailed anticipated spend for the current year proposed funds to be transferred to reserves for future commitments detailed the position, after all proposed transfers to reserves, for known commitments required in the next financial year provided the Housing Revenue Account position The outturn position, after transfers to reserves, resulted in an underspend of £13.727 million. This included proposed transfers to reserves totalling £4.963 million. The position for Adult and Older People Services within Social Work Resources included a £0.650 million commitment in respect of the element of the budget delegated to the Integration Joint Board (IJB). It was proposed that the IJB retain this non-recurring underspend within its reserves earmarked for future costs. If approved, those monies would be retained in the Council’s Balance Sheet and would be available for use by the IJB. It was also proposed that:- the anticipated £7.907 million underspend from the Loans Fund Review be transferred to reserves to support the Budget Strategy from 2027/2028 to 2029/2030 the £5.820 million underspend in Utilities (£2.000 million), Procurement Savings (£0.520 million) and Council Tax (£3.300 million) be transferred to Reserves to support the Budget Strategy which could include the 2025/2026 Revenue Budget The Local Government Finance Circular 10/2024, published on 12 December 2024, confirmed previously advised monies for 2024/2025 as well as additional earmarked funding for a number of Council services. Details of the new redetermination monies were provided in the report. Councillor Ross, seconded by Councillor Chalmers, proposed as an amendment that recommendation 5 of the report be re-worded to align with recommendation 6 with the wording being amended to read ‘that the proposed use of the £7.907 million underspend from the Loans Fund Review be transferred to Reserves to support the Budget Strategy which could include the 2025/2026 Revenue Budget’. Following clarification from the Executive Director (Finance and Corporate Resources) that this was acceptable, the proposal was agreed by Committee. The Executive Director (Finance and Corporate Resources) responded to a member’s question in relation to the impact of the change in National Insurance on the IJB. The Committee decided: (1) that previously approved transfers to Reserves totalling £26.890 million, as detailed in section 4.2 of the report, be noted; 6
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(2) that including Resources, Corporate Items and Council Tax, and the proposed transfer to Reserves, the Council’s outturn underspend of £13.727 million for 2024/2025, as detailed in section 4.2 of the report, be noted; (3) that the proposed transfers to Reserves totalling £4.963 million, as detailed in section 4.3 of the report, be approved; (4) that the non-recurring underspend of £0.650 million in the delegated budget to the Integration Joint Board be held in reserves for their use in future years, as detailed in section 4.9 of the report; (5) that the proposed use of the £7.907 million underspend from the Loans Fund Review be transferred to Reserves to support the Budget Strategy which could include the 2025/2026 Revenue Budget; (6) that the proposed use of the £5.820 million underspend in Utilities (£2.000 million), Procurement Savings (£0.520 million) and Council Tax (£3.300 million) be transferred to Reserves to support the Budget Strategy which could include the 2025/2026 Revenue Budget, as detailed in section 4.18 of the report; (7) that the redeterminations of 2024/2025 revenue grant funding, as included in the Local Government Finance Circular 10/2024 and outlined in section 6 of the report, be noted; and (8) that the projected breakeven position on the Housing Revenue Account for 2024/2025, as detailed in Appendix 4 of the report, be noted. [Reference: Minutes of 11 December 2024 (Paragraph 3)] 4 Capital Budget 2024/2025 and Monitoring for Period 10 - 1 April to 30 December 2024 A report dated 13 January 2025 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 30 December 2024. The revised programme for the General Fund for 2024/2025 was £69.832 million which included previous adjustments approved by this Committee. The revised budget was detailed in Appendix 1 to the report. Appendix 2 showed a forecast for the financial year of £59.024 million, an underspend of £10.808 million, which related to timings of spend across 2024/2025 and into the new financial year, and resulted in budget required in 2025/2026 rather than 2024/2025. Funding for projects remaining underspent at the financial year end would be carried forward to allow the projects to be completed in 2025/2026. Actual spend incurred as at 30 December 2024 totalled £33.568 million. Actual funding received up to 30 December 2024 was £52.509 million. Relevant officers would continue to monitor the generation of all income. The revised Housing Capital Programme for 2024/2025 amounted to £77.248 million. Programmed funding for the year also totalled £77.248 million. The funding sources were detailed in Appendix 3 to the report. Budget for the period amounted to £43.425 million and, as at 30 December 2024, £43.425 million had been spent. The Executive Director (Finance and Corporate Resources) highlighted an error in the report at paragraph 5.2 which should state that the estimated outturn for the Housing Capital Programme was £73.112 million and not £72.106 million. 7
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The position on the General Fund Capital Programme and the Housing Capital Programme would be monitored by the Financial Resources Scrutiny Forum. Members asked officers to convey their thanks to staff for the clear up work undertaken following the recent storm. The Committee decided: (1) that the position of the General Fund Capital Programme, as detailed in appendices 1 and 2 of the report and the Housing Capital Programme, as detailed in Appendix 3 of the report, as at 30 December 2024, be noted; and (2) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of 11 December 2024 (Paragraph 4)] 5 Update to Funding A report dated 13 January 2025 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £3.551 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 2024/2025 (£m) Finance and Corporate 1.243 Housing and Technical 0.218 Education 1.818 Total 3.279 Capital Funding Resource 2024/2025 (£m) Community and Enterprise 0.272 Total 0.272 Overall Total 3.551 The Committee decided: that the report be noted. [Reference: Minutes of 11 December 2024 (Paragraph 5)] 6 Recommendations Referred by Housing and Technical Resources Committee A report dated 22 January 2025 by the Chief Executive was submitted on recommendations referred to this Committee by the Housing and Technical Resources Committee at its special meeting held on 22 January 2025 in relation to the Housing Revenue and Capital Account Budget 2025/2026. 8
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The recommendations were as follows:- that the proposed rent increase of 6.50% to be applied in 2025/2026, with a further 6.50% increase in 2026/2027, subject to annual review and customer engagement, for all Council houses, Gypsy/Traveller sites, lock-ups and garage sites and the revenue estimate proposals for the HRA, as detailed in Appendix 1 of the report to the Housing and Technical Resources Committee, be endorsed and referred to the Council for approval that, based on the rent increase of 6.50%, the 2025/2026 Housing Capital Programme of £85.948 million, as detailed in Appendix 2 to the report to the Housing and Technical Resources Committee, be endorsed and referred to the Council for approval The Executive Director (Housing and Technical Resources) wished to record his thanks to the Budget Scrutiny Group and the Tenant Participation Co-ordination Group for their valued input to the process. Officers responded to members’ questions in relation to various aspect of the report. The Committee recommended to the Council: (1) that the proposed rent increase of 6.50% to be applied in 2025/2026, with a further 6.50% increase in 2026/2027, subject to annual review and customer engagement, for all Council houses, Gypsy/Traveller sites, lock-ups and garage sites and the revenue estimate proposals for the HRA, as detailed in Appendix 1 of the report to the Housing and Technical Resources Committee, be approved; and (2) that, based on the rent increase of 6.50%, the 2025/2026 Housing Capital Programme of £85.948 million, as detailed in Appendix 2 to the report to the Housing and Technical Resources Committee, be approved. [Reference: Minutes of the special meeting of the Housing and Technical Resources Committee of 22 January 2025 (Paragraph 2)] 7 2025/2026 Revenue Budget Gap and Savings - Local Government Settlement Update A report dated 29 January 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the budget position for 2025/2026, including the impact of the Local Government Finance Settlement. At its meeting on 13 November 2024, the Committee noted a revised estimated 3-year budget gap for the Council for 2025/2026 to 2027/2028 of £71.375 million and for 2025/2026 of £16.455 million. This position was before the use of savings or the impact of the Loans Fund Review and Service Concessions. The Council had now received its Local Government Finance Settlement which would impact on the Budget Strategy for 2025/2026 and information was provided on the updated position for the Council in relation to:- the revised 3-year budget gap of £39.317 million the impact of the Local Government Finance Settlement on the revenue Budget Strategy the position in relation to Council Tax the Local Government Finance Settlement in relation to the general capital grant position the timeline for approval for setting Council Tax and the 2025/2026 budgets for the Council 9
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The Committee decided: (1) that the update to the Budget Strategy, including the update on the Local Government Finance Settlement for the Council, resulting in a revised 3-year Budget Gap of £39.317 million, as detailed in section 6.3 of the report, be noted; (2) that the position in relation to Council Tax, as detailed in section 7 of the report, be noted; (3) that the update in relation to capital grant allocations for 2025/2026, as detailed in section 8 of the report, be noted; and (4) that the timeline for approval, as detailed in section 10 of the report, be noted. [Reference: Minutes of 13 November 2024 (Paragraph 8)] 8 National Care Service - Update A report dated 24 January 2025 by the Director, Health and Social Care was submitted providing an update on the National Care Service (Scotland) Bill. On 23 January 2025, the Minister for Social Care, Mental Wellbeing and Sport announced the Scottish Government’s intention to remove Part 1 from the Bill at Stage 2 and proceed with Parts 2 and 3 only. A letter from the Minister, attached as Appendix 1 to the report, was also released advising that, in place of legal structural reform, the Scottish Government was now intending to proceed with a non-legislative National Care Service Advisory Board to provide oversight to social care in Scotland. The Director, Health and Social Care responded to members’ questions in relation to:- the financial implications associated with the Bill and whether there would be a reallocation of funding how funding was allocated for services that were delivered by both social care and health care services The Committee decided: that the update on the National Care Service (Scotland) Bill be noted. [Reference: Minutes of 11 December 2024 (Paragraph 11)] 9 Urgent Business There were no items of urgent business. 10
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Report Agenda Item Report to: Executive Committee Date of Meeting: 12 March 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 11 - 1 April 2024 to 24 January 2025 and Probable Outturn 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of the forecast for the year to 31 March 2025 for the Council’s General Fund Revenue Account and Housing Revenue Account, and the actual spend position for the period 1 April 2024 to 24 January 2025 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council’s breakeven probable outturn position, after Transfers to Reserves (section 4), be noted; (2) that the current forecast on the General Fund Revenue Account for 2024/2025 (section 5.1), and the actual spend as at 24 January 2025 (section 5 and Appendices 1 and 2), be noted; and (3) that the projected break-even position on the Housing Revenue Account for 2024/2025, and the actual spend as at 24 January 2025 (section 6 and Appendix 3 of the report) be noted. 3. Background 3.1. This overview report will summarise the previously reported 2024/2025 Probable Outturn position for the Council’s General Revenue Account to 31 March 2025. An Executive Summary is provided in section 4 outlining the detail of the General Fund outturn position including details of proposed transfers to Reserves. An update on the projected outturn for 2024/2025 for both the Council’s General Fund (section 5) and for the Housing Revenue Account (section 6) is also provided. 4. Executive Summary – 2024/2025 General Services Probable Outturn 4.1. As reported previously, the 2024/2025 probable outturn position for the General Fund presented an underspend of £13.727 million. This underspend is after the previously identified / approved Corporate Transfers to Reserves (£26.890 million) and approved Resource Transfers to Reserves (£4.963 million). 4.2. The majority of the underspend had already been reported to Committee as part of the 2025/2026 Revenue Budget Gap and Savings paper in November 2024 (in relation to early outturn expectations for Loans Fund Review, Utilities and Council Tax). The position reflected marginal increases with an underspend in Loan Charges now being £7.907 million (an increase of £0.661 million). Utilities and Council Tax positions remained unchanged, and there was an additional underspend in procurement savings of £0.520 million. 3 11
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4.3. Transfers to reserves of £13.727 million were approved as outlined below: • that the £7.907 million underspend from the Loans Fund Review be transferred to Reserves to support the Budget Strategy which could include the 2025/2026 Revenue Budget, and • that the £2.000 million underspend in Utilities, the £0.520 million from Procurement Savings and the £3.300 million over recovery of Council Tax, totalling £5.820 million, be transferred to Reserves to support the Budget Strategy which could include the 2025/2026 Revenue Budget. 4.4. Full details of the approved Transfers to Reserves in relation to the Loans Fund Review (£7.907 million), Utilities (£2.000 million), Procurement savings (£0.520 million) and Council Tax (£3.300 million) were included in the report to Executive Committee on 12 February 2025. 5. General Services 2024/2025 Projected Outturn as at 24 January 2025 5.1. The forecast position before and after Transfers to Reserves is shown in appendices 1 and 2. The position presented in Appendix 2 reflects the probable outturn underspend of £13.727 million as a Transfer to Reserves resulting in a breakeven position for the Council’s 2024/2025 projected outturn (section 4.3). This is in line with the probable outturn reported to Executive Committee on 12 February 2025. 5.2. Redeterminations of 2024/2025 Revenue Grant Funding: Subsequent to drafting the paper to the Executive Committee (12 February 2025), the Scottish Government’s 2025/2026 Budget has been progressing through the Stages of the Parliamentary approval process. As part of this process, additional earmarked funding for 2024/2025 is anticipated. Further information has been received in relation to indicative funding for the 2023/2024 Local Government pay deal. The Council were required to use reserves as part of the funding package for the 2023/2024 pay deal. A one-off allocation of £1.239 million of indicative funding is anticipated to be provided to replenish those reserves used. There is therefore no impact on the 2024/2025 projected outturn position as this funding will be transferred to reserves when received. 6. Housing Revenue Account Position 6.1. Appendix 3 shows the forecast position for the financial year, being a break-even position for the Housing Revenue Account. 6.2. This break-even position includes a lower than budgeted Transfer from Reserves being required in the financial year. This is mainly a result of an over recovery in income due to greater than budgeted income from rent collection. 7. Employee Implications 7.1. None. 8. Financial Implications 8.1. As detailed in sections 4 to 6 of the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 12
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10. Other Implications 10.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 10.2. There are no implications for sustainability in terms of the information contained in this report. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 12 February 2025 Link(s) to Council Values/Ambitions/Objectives Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 24 January 2025 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 13
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Appendix 1 Note: While the Year to Date Actual at period 11 presents a net surplus position (£53.612m), this is timing only. The forecast outturn before transfers to reserves shows an underspend of £18.722 million. Before Transfers to Reserves Revised Projected Projected % Note Year to Date Annual Outturn Outturn Actual Budget Variance Resources: £m £m £m £m Community and Enterprise Resources 132.981 132.941 0.040 0.03% 102.800 Facilities Waste and Grounds 81.493 80.951 0.542 0.67% 60.877 Leisure and Culture 21.747 21.759 (0.012) (0.06%) 18.910 Planning and Regulatory Services 4.876 4.662 0.214 4.39% 3.345 Enterprise and Sustainable Development 6.917 6.551 0.366 5.29% 9.581 Roads, Transportation and Fleet 17.948 19.018 (1.070) (5.96%) 10.087 Education Resources 482.934 482.517 0.417 0.09% 396.910 Education 482.934 482.517 0.417 0.09% 396.910 Finance and Corporate Resources 41.785 40.929 0.856 2.05% 41.669 Finance Services - Strategy 2.014 2.027 (0.013) (0.65%) 2.697 Finance Services - Transactions 18.700 18.080 0.620 3.32% 14.098 Audit and Compliance Services 0.338 0.301 0.037 10.95% 0.367 Information Technology Services 7.534 7.439 0.095 1.26% 12.694 Communications and Strategy Services 2.710 2.546 0.164 6.05% 2.341 Administration and Licensing Services 4.164 4.006 0.158 3.79% 3.760 Personnel Services 6.325 6.530 (0.205) (3.24%) 5.712 Housing & Technical Resources 15.091 14.386 0.705 4.67% 17.849 Housing Services 9.182 8.678 0.504 5.49% 4.256 Property Services 5.909 5.708 0.201 3.40% 13.593 Social Work Resources 237.168 235.979 1.189 0.50% 181.212 Performance and Support Services 6.067 5.973 0.094 1.55% 4.542 Children and Families 49.098 48.768 0.330 0.67% 38.444 Adults and Older People 181.164 180.814 0.350 0.19% 137.526 Justice and Substance Misuse 0.839 0.424 0.415 49.46% 0.700 Joint Boards 1.902 1.902 0.000 0.00% 1.609 911.861 908.654 3.207 0.35% 742.049 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 911.861 908.654 3.207 0.35% 742.049 CFCR 0.000 0.000 0.000 0.00% 0.000 Loan Charges 39.589 31.682 7.907 19.97% 0.000 Corporate Items 6.857 2.581 4.276 62.36% (0.692) Employers Contribution - T/f to Reserves 22.965 22.965 0.000 0.00% 0.000 Investments - 23-24 T/f to Reserves 0.325 0.325 0.000 0.00% 0.000 Outturn Underspend - T/f to Reserves 0.000 0.000 0.000 0.00% 0.000 Total Expenditure 981.597 966.207 15.390 1.57% 741.357 Council Tax 181.587 184.992 3.405 1.88% 156.532 Less: Council Tax Reduction Scheme (23.544) (23.649) (0.105) 0.45% (20.011) 158.043 161.343 3.300 2.09% 136.521 General Revenue Grant 411.521 411.521 0.000 0.00% 348.210 Non Domestic Rates 364.911 364.911 0.000 0.00% 308.771 Transfer from Reserves 47.122 47.122 0.000 0.00% 0.000 Total Income 981.597 984.897 3.300 0.34% 793.502 Net Expenditure 0.000 (18.690) 18.690 0.00% (52.145) Period Ended 24 January 2025 (No.11) Revenue Budget Monitoring Report SOUTH LANARKSHIRE COUNCIL 14
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Appendix 2 Note: While the Year to Date Actual at period 11 presents a net surplus position (£53.612m), this is timing only. The forecast outturn after transfers to reserves shows a breakeven position. After Transfers to Reserves Revised Projected Projected % Note Year to Date Annual Outturn Outturn Actual Budget Variance Resources: £m £m £m £m Community and Enterprise Resources 132.981 132.981 0.000 0.00% 102.800 Facilities Waste and Grounds 81.493 80.951 0.542 0.67% 60.877 Leisure and Culture 21.747 21.759 (0.012) (0.06%) 18.910 Planning and Regulatory Services 4.876 4.662 0.214 4.39% 3.345 Enterprise and Sustainable Development 6.917 6.551 0.366 5.29% 9.581 Roads, Transportation and Fleet 17.948 19.058 (1.110) (6.18%) 10.087 Education Resources 482.934 482.934 0.000 0.00% 396.910 Education 482.934 482.934 0.000 0.00% 396.910 Finance and Corporate Resources 41.785 41.785 0.000 0.00% 41.669 Finance Services - Strategy 2.014 2.027 (0.013) (0.65%) 2.697 Finance Services - Transactions 18.700 18.830 (0.130) (0.70%) 14.098 Audit and Compliance Services 0.338 0.301 0.037 10.95% 0.367 Information Technology Services 7.534 7.439 0.095 1.26% 12.694 Communications and Strategy Services 2.710 2.546 0.164 6.05% 2.341 Administration and Licensing Services 4.164 4.112 0.052 1.25% 3.760 Personnel Services 6.325 6.530 (0.205) (3.24%) 5.712 Housing & Technical Resources 15.091 15.091 0.000 0.00% 17.849 Housing Services 9.182 9.133 0.049 0.53% 4.256 Property Services 5.909 5.958 (0.049) (0.83%) 13.593 Social Work Resources 237.168 237.168 0.000 0.00% 181.212 Performance and Support Services 6.067 5.973 0.094 1.55% 4.542 Children and Families 49.098 49.607 (0.509) (1.04%) 38.444 Adults and Older People 181.164 181.164 0.000 0.00% 137.526 Justice and Substance Misuse 0.839 0.424 0.415 49.46% 0.700 Joint Boards 1.902 1.902 0.000 0.00% 1.609 911.861 911.861 0.000 0.00% 742.049 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 911.861 911.861 0.000 0.00% 742.049 CFCR 0.000 0.000 0.000 0.00% 0.000 Loan Charges 39.589 31.682 7.907 19.97% 0.000 Corporate Items 6.857 4.337 2.520 36.75% (0.692) Employers Contribution - T/f to Reserves 22.965 22.965 0.000 0.00% 0.000 Investments - 23-24 T/f to Reserves 0.325 0.325 0.000 0.00% 0.000 Outturn Underspend - T/f to Reserves 0.000 13.727 (13.727) 0.00% 0.000 Total Expenditure 981.597 984.897 (3.300) (0.34%) 741.357 Council Tax 181.587 184.992 3.405 1.88% 156.532 Less: Council Tax Reduction Scheme (23.544) (23.649) (0.105) 0.45% (20.011) 158.043 161.343 3.300 2.09% 136.521 General Revenue Grant 411.521 411.521 0.000 0.00% 348.210 Non Domestic Rates 364.911 364.911 0.000 0.00% 308.771 Transfer from Reserves 47.122 47.122 0.000 0.00% 0.000 Total Income 981.597 984.897 3.300 0.34% 793.502 Net Expenditure 0.000 0.000 0.000 0.00% (52.145) Period Ended 24 January 2025 (No.11) SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report 15
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Variance Explanations 1. The underspend in property costs is due to the net effect of lower than forecast bad debt write offs and forecast expenditure on grounds maintenance charges partially offset by greater than forecast repairs and maintenance expenditure, electricity charges and fixtures and fittings due to increased demand. 2. The underspend is mainly due to lower than forecast expenditure on postage, printing and stationery and mobile phone costs. 3. The overspend in Payments to Other Bodies reflects additional support payments for current IT systems. 4. The over recovery in income is due to greater than budgeted income from rent collection offset in part by lower-than-expected income from laundry charges and reflects the severe weather insurance settlement being less than expected arising from ineligible expenditure. 5. The transfer to reserves is anticipated to be lower than budget due to the overall projected position. 6. The underspend is due to forecast loan charges being lower than budget along with interest on revenue balances being greater than anticipated. Appendix 3 Revised Projected Projected Year to Date Annual Outturn Outturn % Note Actual Budget Variance Budget Category £m £m £m £m Employee Costs 14.415 14.509 0.041 0.28% 11.674 Property Costs 60.703 60.258 0.445 0.73% 1 43.115 Supplies and Services 1.543 1.552 (0.010) (0.65%) 0.386 Transport and Plant 0.195 0.161 0.068 34.87% 0.151 Administration 5.594 5.469 0.125 2.23% 2 0.349 Payment to Other Bodies 2.975 3.354 (0.379) (12.74%) 3 2.322 Payment to Contractors 0.100 0.100 0.000 0.00% 0.378 Transfer Payments 0.000 0.000 0.000 0.00% 0.000 Financing Charges 33.573 33.573 0.002 0.01% 0.005 Total Controllable Exp. 119.098 118.976 0.292 0.25% 58.380 Total Controllable Inc. (123.397) (124.666) 1.268 1.03% 4 (92.278) Transfer to/(from) Balance Sheet (4.862) (3.310) (1.721) (35.40%) 5 0.000 Net Controllable Exp. (9.161) (9.000) (0.161) (1.76%) (33.898) Loan Charges 9.161 9.000 0.161 1.76% 6 0.000 Net Controllable Exp. 0.000 0.000 0.000 0.00% (33.898) SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 24 January 2025 (No.11) Housing Revenue Account 16
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Report Agenda Item Report to: Executive Committee Date of Meeting: 12 March 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2024/2025 and Monitoring for Period 11 - 1 April 2024 to 24 January 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Executive Committee of progress on the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2024 to 24 January 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [r (1) that the position of the General Fund Capital Programme (Appendices 1 to 2) and the Housing Capital Programme (Appendix 3) as at 24 January 2025, be noted; and (2) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. 3. Background 3.1. The attached statements to this report provide a summarised monitoring position as at 24 January 2025 (period 11). Spending has been split into two separate sections below: General Fund Capital Programme inc. Education, Social Work, Roads and General Services (Section 4) Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2024/2025 Budget: The revised programme for the General Fund is £69.832 million. 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 12 February 2025. 4.2. The revised budget is detailed across Resources in Appendix 1. 4.3. 2024/2025 Forecast: As noted in 4.1, the total capital programme for the year is £69.832 million (see Appendix 2). 4.4. Appendix 2 also shows a forecast for the financial year of £59.024 million. 4 17
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4.5. This forecast underspend reflects the timing of spend across this year and into the new financial year, and results in budget required in 2025/2026 rather than 2024/2025. Funding for projects remaining underspent at the financial year end will be carried forward to allow the projects to be completed in 2025/2026. As at 24 January 2025, work continues to clarify the predicted spend position for the General Services Capital Programme for the remainder of this financial year. Officers will continue to work to maximise spend in 2024/2025. 4.6. 2024/2025 Actual Position: Actual spend incurred to the 24 January 2025 totals £36.223 million. 4.7. This leaves expenditure of £22.801 million still to be incurred up to the end of the financial year and relates to the timing of expenditure on several high value projects including the Leisure and Culture Transformation Fund, Roads Investment Programme and Planned Asset Management Programme. The latest outturn information indicates that this level of expenditure will be incurred between now and the financial year end. 4.8. Indicative Funding: Actual funding received to 24 January 2025 is £49.077 million. This is shown in Appendix 3. The funding for the year includes an additional indicative £1.100m General Capital Grant in relation to Flooding Resilience Funding. This will be distributed to the Council in 2024/2025 but will be required to be returned in a future year when it is required for the remaining national flood protection schemes from the 2015 Flood Risk Management Plans. As this funding will be clawed back from the Council’s allocation at a future year (to be determined), it will be utilised in 2024/2025 in place of planned borrowing with the displaced funding set aside for when the General Capital Grant is required to be returned. There is therefore no increase in the overall funding package this financial year. 5. Housing Programme 5.1. 2024/25 Budget: Appendix 3 summarises the position on the Housing programme as at 24 January 2025. The revised capital programme for the year is £77.248 million, as approved by the Executive Committee on 12 February 2025. Programmed funding for the year also totals £77.248 million. The funding sources are also detailed in Appendix 3. 5.2. 2024/2024 Forecast: As noted in 5.1, the total capital spending programme for the year is £77.248 million. Current estimates from Housing and Technical Resources have identified an outturn of £73.112 million for the year. 5.3. The underspend of £4.136 million is a result of delays in site starts at Cairnswell Avenue, Cambuslang and Brackenhill Farm, Hamilton. In addition, the average purchase price for properties purchased through the Market Purchase Scheme has reduced reflecting the current size of properties. Any Council funding not utilised in year (borrowing) will carry forward into the next financial year. 5.4. 2024/2025 Actual Position: Spend to 24 January 2025 on the Housing Capital Programme amounts to £46.103 million. 5.5. As at 24 January 2025, £46.103 million of funding had been received. 5.6. Regular monitoring of both the General Fund Programme and the Housing Programme will be carried out in detail by the Financial Resources Scrutiny Forum and reported on a regular basis to the Executive Committee. 18
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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. 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) 12 February 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 12 February 2025 List of Background Papers Capital Ledger prints to 24 January 2025 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 19
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APPENDIX 1 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/25 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2024 TO 24 JANUARY 2025 £m Total Base Budget (including carry forward from 2023/2024) 69.832 Proposed Adjustments – Period 11 0.000 Total Revised Budget 69.832 2024/25 Budget Period 11 Proposed Adjustments Revised 2024/25 Budget Resource £m £m £m Community & Enterprise 47.364 - 47.364 Education 8.371 - 8.371 Finance & Corporate 3.086 - 3.086 Housing & Technical 9.984 - 9.984 Social Work 1.027 - 1.027 TOTAL CAPITAL PROGRAMME 69.832 - 69.832 20
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/25 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2024 TO 24 JANUARY 2025 2024/25 Original Estimate inc C/F 2024/25 Revised Budget 2024/25 Forecast Spend 2024/25 Forecast Variance 2024/25 Actual to 24/01/25 Expenditure £m £m £m £m £m General Fund Programme 73.850 69.832 59.024 10.808 36.223 Income 2024/25 Budget 2024/25 Revised Budget 2024/25 Actual To 24/01/25 £m £m £m Prudential Borrowing 32.564 16.460 16.460 Developers Contributions 8.800 7.474 3.830 Partners (Including Scotland’s Public Sector Heat Decarbonisaton Fund, Cycling Scotland, Transport Scotland and REF / Wind Farms) 0.958 4.814 1.485 Scottish Government: - Capital Grant 20.156 23.710 19.263 - Cycling, Walking and Safer Routes (now included in General Capital Grant) 1.440 0.000 0.000 - Road Safety Improvement 0.000 0.497 0.000 - Vacant and Derelict Land 1.793 1.343 1.343 - Regeneration Capital Grant 2.170 2.170 0.997 - Place Based Investment Programme 0.727 1.056 0.727 Shared Prosperity Fund 2.645 2.649 0.000 Levelling Up Fund 0.000 7.400 2.839 Capital Receipts 1.340 1.340 1.340 Specific Reserves 1.257 0.919 0.793 Revenue Contribution 0.000 0.000 0.000 TOTAL FUNDING 73.850 69.832 49.077 21
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/25 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2024 TO 24 JANUARY 2025 2024/25 Annual Budget 2024/25 Forecast Spend 2024/25 Forecast Variance 2024/25 Actual to 24/01/25 £m £m £m £m Expenditure 2024/25 Budget 77.248 73.112 4.136 46.103 2024/25 Annual Budget 2024/25 Actual to 24/01/25 £m £m Income Capital Receipts 0.000 0.265 Capital Receipts – Land Sales 0.000 0.000 Capital Funded from Current Revenue 33.506 33.506 Prudential Borrowing 23.363 0.000 Scottish Government Specific Grant: - New Build 17.259 11.691 - Open Market Purchase Scheme 3.000 0.000 - Mortgage to Rent 0.120 0.353 Other Income 0.000 0.288 77.248 46.103 22
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Report Agenda Item Report to: Executive Committee Date of Meeting: 12 March 2025 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 (12 February 2025) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional funding totalling £1.463 million, detailed in Appendix 1, 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 Appendix 1 of the report. The report details additional funding that has been reported by Resources as part of the additional resources’ notification process, as well as any additional funding that has increased the Council’s budget by more than £0.100 million. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Additional Revenue funding of £1.463 million has been identified for 2024/2025. This is detailed in Appendix 1. 5.2. The total additional funding is therefore, £1.463 million and Resource budgets will be updated to reflect this additional funding as required. Where appropriate, details of spending plans will be presented to Resource Committees for approval. 5 23
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. There are no other implications in terms of the information contained in this report. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 12 February 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 12 February 2025 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 24
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Appendix 1 Additional Revenue Funding Resource Description 2024/2025 £m Total £m Method Community and Enterprise School Meal Debt Fund Funding of £0.224m from the School Meal Debt fund to clear school meal debt by the end of 2024/2025 financial year in adherence to the COSLA Good Practice Principles for School Meal Debt Management 0.224 0.224 Scottish Government Finance and Corporate 2023/2024 Local Government pay deal A one-off allocation of £1.239 million in relation to the 2023/2024 Local Government pay deal. The Council were required to use reserves as part of the funding package for the 2023/2024 pay deal. This funding is being provided to replenish those reserves used. 1.239 1.239 Scottish Government TOTAL REVENUE FUNDING 1.463 1.463 25
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Report Agenda Item Report to: Executive Committee Date of Meeting: 12 March 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Response to Consultation on a Local Authority General Power of Competence 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of a consultation by the Scottish Government on a Local Authority General Power of Competence seek approval to a proposed response by the Council to the consultation [1purpose] 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; and (2) that the submission of the response by the Council to the consultation, as attached as Appendix 1 to this report, be approved. [1recs] 3. Background 3.1. On 6 January 2025, the Scottish Government opened a consultation on a Local Authority General Power of Competence. The consultation closes on 31 March 2025. 3.2. The consultation paper advises that the Government is taking this forward as part of its commitment to joint partnership working with COSLA and Local Government and is seeking views and perspectives on potential legislative changes to enable local authorities to more effectively deliver public services. 3.3. Currently, local authorities may do only those things which statute empowers them to do. Anything else is unlawful, since it would be beyond their power. This creates an issue for local authorities, as they may not feel able to progress with a particular project or initiative without a clear statutory power to do so, given the risk that it might be later found to be unlawful. 3.4. A General Power of Competence is commonly defined as a statutory power to do “anything that individuals may generally do”, enabling local authorities to “do things that are unlike anything they, or any other public body, have done before” and is currently available to local authorities in England, Wales, and Northern Ireland. In essence, such a general power provides authorities with the ability to act even where there is not a specific statutory power in respect of the matter in question. 6 27
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3.5. The consultation document provides a summary of the current legislative framework in Scotland, compared to that elsewhere in the UK. In particular, the consultation notes the powers already available to Scottish local authorities in terms of the Local Authorities (Goods and Services) Act 1970, the Local Government (Scotland) Act 1973, the Local Government in Scotland Act 2003, the Local Authority (Capital Finance and Accounting) (Scotland) Regulations 2016 and the The consultation does, however, note that, as referenced above, “some local authorities may be reluctant to rely upon these provisions in the absence of specific statutory powers or duties to perform the action in question, due to concern as to legal challenge and the interpretation of the extent of the powers conferred by these legislative provisions”. 3.6. The Local Government in Scotland Act 2003, in particular, is notable for having introduced the Power to Advance Wellbeing. This gives a local authority a power to “do anything which it considers is likely to promote or improve the well-being of its area and/or persons within that area”. It does, though, have limitations, and has also been narrowly interpreted by the Court of Session. More information on this is likewise included in the consultation document. 3.7. The consultation seeks to establish what functions, beyond those already conferred by statute, local authorities in Scotland may wish to pursue and whether new legislation or amendments to existing legislation would be required to deliver those additional functions. The consultation also seeks to explore how best to deliver a level of confidence and assurance to local authorities to ensure that any further powers are utilised effectively. Responses are sought, in relation to both existing legislative powers in Scotland and the wider legislative powers in England, Wales and Northern Ireland, on the barriers to using such power, the concerns and perceived risks, and potential conflict with other legislative provisions. Views are also sought on how best to ensure that legislation contains the right balance of flexibility and control to mitigate risks arising from any greater statutory freedoms. 3.8. By its nature, the consultation is quite technical, in terms of the current legal framework. The consultation document provides an overview of that, which might assist the Committee’s review of the proposed response. 4. Proposal 4.1. A proposed response to the consultation is attached as Appendix 1 to this report. 4.2. From an officer perspective, the response has been drafted on the basis that the powers currently available to local authorities are not broad enough to enable local government to take the action that it now needs to take. In particular, at a time when it is more important than ever that local authorities are able to explore new and innovative ways in which to deliver services, and explore new ways of generating income, the current legislative framework is too restrictive. What local government needs is a clear and unambiguous power that enables it to take forward the activities, commercial or otherwise, that a local authority believes are in the best interests of its citizens and communities. 28
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4.3 The Council’s Executive Committee considered a report on Commercial Opportunities at its meeting on 11 December 2024. That report provides example of opportunities through town centre regeneration, inward investment, film and tv and renewable energy. It is likely that it is areas such as this that the Council would look to explore further and utilise a broader legal framework for, where that was required. As ever, any such opportunities would be subject to the Council being content that they represented Best Value and were supported by a robust business case. 4.4. It is recognised that there are examples of local authorities elsewhere in the UK that have encountered financial difficulties, and in respect of some their problems might have been caused or exacerbated by poor investment decisions. However, the introduction of new powers does not mean they will be exercised inappropriately, and it would be for each authority to ensure this did not happen. As ever, local authorities would still be required to comply with their legal duties, including to secure Best Value. 4.5. It is unclear the timescale for the Government to take forward this proposal, assuming there is support for it. However, if there was support, then normal legislative processes would be followed, and the Council would have the ability to feed into that consultation process, including on any draft Bill that might come forward. 4.6. Committee will note Question 4 of the consultation, which seeks views on “any further existing legislative barriers to the delivery of public services and to a broader range of activity that local authorities would wish to undertake”. In respect of that, officers have proposed an easing of restrictions to enable the Council to grant Mid Market Rent leases and greater flexibility in the public procurement regulations to support more use of local SMEs/third sector providers. By way by way of explanation, Mid-Market Rent is a housing tenure which can assist people on limited incomes to access housing at a rent level that is set between those that apply in the social and private rented sectors. However, currently local authorities are not able to directly offer Mid-Markert Rent tenancies. 4.6. Subject to the decision of the Committee, officers will finalise the response and have it submitted before the consultation closes. 5. Employee Implications 5.1. There are no employee implications arising directly from this report. 6. Financial Implications 6.1. There are no financial implications arising directly from this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications arising directly from this report. 8. Other Implications 8.1. There are no other implications arising directly from this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. There is no requirement for an integrated impact assessment in respect of this report. There is neither a requirement for the Council to undertake a consultation in respect of this proposal from the Scottish Government. 29
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Jackie Taylor Executive Director (Finance and Corporate Resources) 11 February 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Strachan Ext: 4516 (Tel: 01698 454658) E-mail: iain.strachan@southlanarkshire.gov.uk@southlanarkshire.gov.uk 30
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Appendix 1 Local Authority General Power of Competence Respondent Information Form Please Note this form must be completed and returned with your response. To find out how we handle your personal data, please see our privacy policy: https://www.gov.scot/privacy/ Are you responding as an individual or an organisation? Individual Organisation Full name or organisation’s name Phone number Address Postcode Email Address The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: X Publish response with name Publish response only (without name) Do not publish response We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise? X Yes No South Lanarkshire Council Almada Street Hamilton 01698 454658 ML3 0AA Iain.strachan@southlanarkshire.gov.uk Information for organisations: The option 'Publish response only (without name)’ is available for individual respondents only. If this option is selected, the organisation name will still be published. If you choose the option 'Do not publish response', your organisation name may still be listed as having responded to the consultation in, for example, the analysis report. 31
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Questionnaire Power to Advance Wellbeing Question 1 What are the perceived barriers and risks to fully exploring the scope of the ‘Power to Advance Wellbeing’ contained in section 20 of the Local Government in Scotland Act 2003? Note: Section 20 of the Local Government in Scotland Act 2003 provides a broad power for a local authority to “do anything which it considers is likely to promote or improve the well-being of its area and/or persons within that area”. As noted in the consultation document, in the absence of specific statutory powers or duties, the Council believes that the Power to Advance Wellbeing is too restrictive to be used as it is understood was intended, i.e. to undertake activity that was not otherwise expressly permitted under statute. In particular, as noted in the consultation document, the 2003 Act states that the power cannot be used to do something that the local authority is explicitly prohibited or prevented from doing under another enactment. It also cannot be used to unreasonably duplicate the functions of another person (unless the person concerned consents). The general power for a local authority to ‘do anything to advance well-being’ is also restricted to its local area and/or persons living within that area. In addition, the Act expressly states that the power under section 20 does not enable a local authority to do anything for the purposes of raising money, whether by levying or imposing any form of tax or charge, by borrowing or otherwise. Again, as noted in the consultation document, the Court of Session decision in Portobello Park Action Group Association v City of Edinburgh Council indicates an inclination to interpret the Power in a narrow way. This is also consistent with the LAML decision. Local authorities which are considering proposals that are innovative or transformative will likely already be considering risks or challenges to delivering the same. If the legal framework that permits the activity is not itself sufficiently robust to be able to be relied upon then that is more likely to mean the proposal is not one that can be progressed. Simply put, the Power to Advance Wellbeing is not broad enough, and in the absence of there being sufficient confidence that a proposed activity is lawful, there will be too much legal risk for the Council to do so, i.e. that the Council might later be the subject of court action challenging that activity. The challenging environment that local government now operates in also cannot be ignored. There is a need, and a desire, for local government to challenge traditional methods of service delivery and income generation. It is understood that across local government in Scotland there is an accepted opinion that the Power to Advance Wellbeing cannot be relied upon, and this is at the time when local authorities need wider reaching powers. Local government needs a legal framework that enables it to meet this challenge. The current framework also places Scottish local authorities at an operational and commercial disadvantage to those elsewhere in the United Kingdom. 32
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Question 2 What are the limitations of the Power to Advance Wellbeing and how do these limitations restrict the aspirations of local authorities, for example, to explore new and innovative ways of delivering public services? The limitations include that the power cannot be used to do something that it is otherwise prevented from doing under statute or to unreasonably duplicate the functions of others. In addition, its stated purpose is “to advance well-being” which as a concept is not suitably clear, and it is also restricted to the well-being of its local area and/or people living within it. It also cannot be used to raise money. These restrictions arguably could be said to preclude local authorities from entering into commercial agreements or to provide additional non statutory services, where they could be provided by others. This restrictive interpretation is supported by the decision of the Court of Session in Portobello Park Action Group -v- City if Edinburgh Council. The Power to Advance Wellbeing has not fulfilled the role that was hoped for it, and in the absence of a general power of competence that is suitable drafted, local government does not have the confidence that this existing power can be used to take forward the innovative actions that it wants to. Question 3 Would the removal of the restriction imposed by paragraph 7 of section 22 of the Local Government in Scotland Act 2003 (see note below) facilitate the aspirations of local authorities to increase local revenue generating powers. Please provide examples. Note: Paragraph 7 of section 22 of the Local Government in Scotland Act 2003 says expressly that the power under section 20 of the Act does not enable a local authority to do anything for the purposes of raising money, whether by levying or imposing any form of tax or charge, by borrowing or otherwise. Only the specific power in the 1970 Act can be relied upon to generate revenue through the supply of goods and services. Yes, it would assist. However, the Council does not believe that alone would go far enough. Taken as a whole, the current legal framework, as summarised in the consultation, is too restrictive. What local government needs is a clear and unambiguous power that enables it to take forward activities, commercial or otherwise, that would enable it to implement alternative service delivery models and new and innovative proposals to raise additional revenue. In respect of paragraph 7 of section 22 of the Local Government in Scotland Act 2003 there is also a need to review the limitations in the 1970 Act, as covered elsewhere in the consultation. The Council has not been actively considering new local revenue generating powers, outside of those already permitted by statute and currently has no reason to, given the existing legal restrictions. As such, the Council is unable to provide specific examples. 33
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Question 4 Are there any further existing legislative barriers to the delivery of public services and to a broader range of activity that local authorities would wish to undertake? The Council would make these observations. Mid-Market Rent (MMR) Mid-Market Rent is a housing tenure which can assist people on limited incomes to access housing at a rent level that is set between those that apply in the social and private rented sectors. Currently, local authorities are not able to directly offer tenancies for mid-market rent. It is understood that the process for doing so would involve establishing or working through an arms-length company or trust, which has proven protracted and resource intensive, resulting in very few local authorities providing properties through MMR. Given the Housing Emergency that the Council declared in South Lanarkshire, it would help the Council and others if the current legislative restrictions could be eased, to enable local authority landlords to provide such tenancies should it wish. Procurement The benefits of the public procurement regime are well known. However, there are occasion when it would assist local authorities to have more flexibility to enter into contracts with local SMEs/third sector, as part of a strategic approach to Community Wealth Building, where that was felt to be in the best interests of the local authority and without having to go through a regulated procurement exercise, even for above threshold contracts. Section 57 of the Local Government in Scotland Act 2003 This entitles the Scottish Ministers by order to repeal, amend, revoke or disapply any enactment which prevents local authorities from discharging the Best Value duty. Whilst not of itself a legislative barrier, it would however be helpful to clarify the arrangements for use of this power, with a view to helping fast track its application, should suitable opportunities be identified. Question 5 Expansion of wellbeing powers Would a broadening of the scope and meaning of ‘wellbeing’ contained in the 2003 Act (see note below) provide an effective alternative to a General Power of Competence? Note: The Local Government in Scotland Act 2003 contains a provision that allows the Scottish Ministers to widen the definition of wellbeing and therefore the scope of the power of local authorities to advance wellbeing, under section 20 of the 2003 Act. Given the continued reluctance in England, Wales and Northern Ireland to rely on the general power due to concerns over legal challenge, it may be more effective to either broaden the scope and meaning of ‘wellbeing’ within the 2003 Act or to create further specific statutory powers within the 2003 Act to explicitly permit the greater freedoms local authorities wish to have. It would assist. However, as above, the Council does not believe that alone would go far enough. 34
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Taken as a whole, the current legal framework, as summarised in the consultation, is too restrictive. What local government needs is a clear and unambiguous power that enables it to take forward activities, commercial or otherwise, that would enable it to implement alternative service delivery models and new and innovative proposals to raise additional revenue. It is understood that the equivalent power, that used to exist in England prior to being repealed, was likewise used only occasionally by local authorities. Question 6 Expansion of wellbeing powers Would the provision of specific greater powers within the 2003 Act (see note below) provide an effective alternative to a General Power of Competence? If so, please provide examples of such specific powers and how they may be used. Note: The Local Government in Scotland Act 2003 contains a provision that allows the Scottish Ministers to widen the definition of wellbeing and therefore the scope of the power of local authorities to advance wellbeing, under section 20 of the 2003 Act. Given the continued reluctance in England, Wales and Northern Ireland to rely on the general power due to concerns over legal challenge, it may be more effective to either broaden the scope and meaning of ‘wellbeing’ within the 2003 Act or to create further specific statutory powers within the 2003 Act to explicitly permit the greater freedoms local authorities wish to have. It would assist. However, as above, the Council does not believe that alone would go far enough. Taken as a whole, the current legal framework, as summarised in the consultation, is too restrictive. What local government needs is a clear and unambiguous power that enables it to take forward activities, commercial or otherwise, that would enable it to implement alternative service delivery models and new and innovative proposals to raise additional revenue. Whilst the principle of “wellbeing” is understood as concept, it is not one that lends itself to practical application. The Council considers that reform would be better taken forward through a wider review of the legal framework, rather than focusing on this one aspect. Duplication of Functions Question 7 Does the provision within the 2003 Act, which states that the Power to Advance Wellbeing cannot be used to unreasonably duplicate the functions of another person, restrict a local authority’s pursuit of service transformation, other income generating activity or any other activity? Please provide examples. 35
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Note: Paragraph 4 of section 22 of the Local Government in Scotland Act 2003 prevents local authorities from unreasonably duplicating the functions of other bodies or people. The subsection states that local authorities must consider whether any proposed action is reasonable. The subsection also makes it clear that the exercise of power would not be considered unreasonable if the other person had consented. Yes. As noted above, these restrictions arguably could be said to preclude local authorities from entering into commercial agreements or to provide additional non statutory services, where they could be provided by others. As noted above, this restrictive interpretation is supported by the decision of the Court of Session in Portobello Park Action Group -v- City if Edinburgh Council. The Council has not been actively considering activity that might be said to be duplicating the functions of another, and currently has no reason to, given the existing legal restrictions. As such, the Council is unable to provide specific examples. Question 8 Would the removal of the restriction on duplication of functions, contained within section 22 of the Local Government in Scotland Act, provide an effective alternative to a General Power of Competence? If so, please explain. Yes, it would assist. However, as above, the Council does not believe that alone would go far enough. Again, taken as a whole, the current legal framework, as summarised in the consultation, is too restrictive. What local government needs is a clear and unambiguous power that enables it to take forward activities, commercial or otherwise, that would enable it to implement alternative service delivery models and new and innovative proposals to raise additional revenue. Powers to Trade Question 9 What trading activity would local authorities wish to pursue beyond the current power to provide goods and services, contained in the Local Authorities (Goods and Services) Act 1970? The Council has not been actively considering trading activity that might be said to be beyond the scope of the Local Authorities (Goods and Services) Act 1970, and currently has no reason to, given the existing legal restrictions. As such, the Council is unable to provide specific examples. 36
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Question 10 Would the removal of the requirement to gain Ministerial consent to pursue income through the supply of goods and services deliver the aspirations of local authorities? Please provide examples of how the removal of this limitation would be utilised and the benefit that would be envisaged such as value for money, better allocation of resources, transformation of public services, better local outcomes etc Note: The provisions contained within section 1A of the Local Authorities (Goods and Services) Act 1970 requires that a local authority must gain Ministerial consent to pursue income through the supply of goods and services. However, this restriction does not apply in respect of an agreement entered into by a local authority with either another local authority, a public body; or with a person providing functions of a public nature. Yes, it would assist. However, as above, there would still be a question of the legal power of the local authority to undertake such activity. This is why we need that wider reform. The Council has not been actively considering the supply of goods and services and currently has no reason to, given the existing legal restrictions. As such, the Council is unable to provide specific examples. However, the Council would use such income in the manner that it felt was most appropriate for the local authority area. Goods and Services Question 11 What further activity would local authorities wish to undertake, beyond providing goods and services to the local area and/or persons within that area? Question 12 Should the introduction of greater local authority legislative powers continue to constrain the types of goods and services a local authority can provide? If so, please provide examples. No. It should be for each local authority to determine what goods and services it can provide, provided that in doing so it is content that is in the best interests of its local authority area, it is able to secure Best Value and comply with its legal duties. As above, the Council has not been actively considering additional goods and services it can provide, and currently has no reason to, given the existing legal restrictions. As such, the Council is unable to provide specific examples. As above, the Council has not been actively considering such further activity and currently has no reason to, given the existing legal restrictions. As such, the Council is unable to provide specific examples. 37
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Commercial Ventures Question 13 What type of commercial activity would local authorities wish to pursue, utilising a General Power of Competence? Please provide examples. The Council’s Executive Committee considered a report on Commercial Opportunities at its meeting on 11 December 2024. This provides example of opportunities through town centre regeneration, inward investment, film and tv and renewable energy. The report does, however, note the restrictions in the current legal framework. As above, the Council has not been actively considering types of commercial activity that it would wish to pursue, and currently has no reason to, given the existing legal restrictions. As such, the Council is unable to provide specific examples. Question 14 Should greater legislative powers continue to constrain the types of commercial activity that a local authority can undertake? Please provide reasons. No. As above, it should be for each local authority to determine what commercial activity it can undertake, provided that in doing so it is content it is able to secure Best Value and comply with its legal duties. This will still provide suitable safeguards for the tax payer, including through the Council meeting its duties in respect of Best value, public procurement and subsidy control. Question 15 Should greater legislative powers continue to constrain a local authority from engaging in commercial activity or any other activity beyond the local area. Please provide reasons. No. As above, it should be for each local authority to determine whether it should engage in commercial activity or any other activity beyond the local area, provided that in doing so it is content it is able to secure Best Value and comply with its legal duties. It can be understood why it might be felt such activity should be limited to its local authority area, but such a restriction might make such a proposal unviable, or even be impractical, for instance activity undertaken via the internet or on a regional basis with other public/private partners, such as part of a City Region Deal proposal or shared service approach. In addition, where an authority wishes to take forward a particular project/activity for the purposes of generating additional income, then there is no obvious reason why it should be limited to its local authority area. It is, however, accepted that it should be restricted to Scotland. In addition, as noted later at Question 17, there would be a need to ensure compliance with relevant financial regulations, including the Prudential Code. 38
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Borrowing and Investment Powers Question 16 What greater financial controls or limitations, particularly in relation to borrowing and investments, should accompany a General Power of Competence in Scotland to ensure such actions cannot be repeated or their impact limited to protect core services? Question 17 What further investment powers do local authorities envisage requiring beyond those already conferred by statute and statutory guidance? Please provide examples of how such powers would be utilised to benefit the local area and people living within the local area. Question 18 Should there be greater reporting/disclosure requirements to ensure transparency in the use of public funds for borrowing and investment purposes and how these activities directly benefit the local area? Please explain. General Power of Competence Question 19 How would a General Power of Competence be used to improve the delivery of public services, ensure greater efficiency in the use of available resources and maximise outcomes for the local area and persons within the local area. Please provide examples. It is unclear from the consultation document what “such actions” this question refers to. However, generally borrowing and investment by local authorities is already well regulated by both legislation and guidance. No further controls or limitations are required. No. Local authorities borrowing and investment powers are already limited, with borrowing limited on the whole to fund capital investment plans. Local authorities also routinely produce reports on Treasury Management, including borrowing and investments and are required to set out Prudential Indicators a Treasury Management Strategy and an Annual Investment Strategy, all of which are in the public domain. The investment powers as they stand are sufficient. It is recognised that The Prudential Code, and guidance from HM Treasury, is intended to prevent local authorities from investing in assets purely for financial return. This restriction is necessary to prevent speculative investment rather than investment in delivering services to local communities. It is noted that the Scottish Government does not itself have the authority to amend the Prudential Code and HM Treasury guidance. 39
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Question 20 How could we better articulate a General Power of Competence in Scotland to mitigate concerns and provide greater assurance both for local authorities and those they engage with? Please explain. Question 21 Since the General Power was introduced in England, Wales and Northern Ireland how has this been used to benefit the local area? Please provide examples of use of the power and the resulting benefits. A report from the Local Government Association, from 2013, states that “Councils generally share the view that the GPC [i.e. the General Power of Competence] does give greater confidence to work in new ways, and develop new services and partnerships. It is also a symbolic statement which promotes innovation and frees up thinking, whether or not the power is used to provide the specific legal basis for the actions taken”. This report goes on to summarise what it considers the key benefits of the GPC to councils to have been, namely:- • Extending services and support into new areas; • Regeneration and supporting the local economy in difficult times; • Delivering greater value for money; and • Building on existing innovation. The report gave a number of examples, including:- • Oxford City undertook a school improvement support programme which was otherwise within the control of an upper tier Council; • Energy switching schemes whereby Councils secure better energy deals for domestic users through working with specialist energy switching companies. Estimates suggest that savings of over £150 per household a year were possible; The Council believes that existing legislative restrictions, as referenced in the consultation, should be repealed, and replaced with a single new General Power of Competence that a local authority may undertake any activity that an individual may generally do, anywhere in the UK or elsewhere, for a commercial purpose or otherwise, for a charge or without a charge, and without the need to demonstrate that it will benefit the authority, its area or persons resident or present in its area. This should be accompanied by statutory guidance, and a roll out by Scottish Government/COSLA which encourages its use as a power of first resort, Local authorities could also be asked to submit an annual report to Scottish Government on its use of the Power, and Scottish Government could produce an overall report on the same, and its use across Scotland. The Council would use such a Power in the manner that it felt was most appropriate for the local authority area. Since such a Power is not currently available, the Council has not considered exactly how it might be used. So cannot provide actual examples. 40
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• Hertfordshire County Council used it as the basis for its participation in the Local Authority Mortgage Scheme; • Stoke-on-Trent used it to take forward the Green Energy Agenda through a Council owned holding company to promote regeneration, and access sustainable energy at predictable prices. The Council is not otherwise in a position to comment on the use of the power and the resulting benefits in England, Wales and Northern Ireland. Note: This question specifically relates to the general powers in operation in England, Wales and Northern Ireland. You may wish to refer to Annex B of the consultation document which sets out the relevant legislative provisions for England, Wales and Northern Ireland in detail. Question 22 What are the perceived barriers and/or limitations of the General Power of Competence in place in England, Wales and Northern Ireland? Please explain. The LGA report described above identified a number of constraints on the wider use of the General Power of Competence (GPC). Firstly, there was the need to use company structures. This meant that community interest company structures could not be used, and presumably SCIOs would not be usable in Scotland were the same approach to be take. On this basis, there would appear no need to replicate this restriction in any Scottish legislation. Charging is only permitted for a discretionary service and on a cost recovery basis. In addition, the potential service user must be able to decline this service and so avoid the charge. The GPC is also subject to a duty that, taking one year with another, charges do not exceed the cost of provision. In other words, any charges should be set at a level which does not generate a profit or surplus, although it is recognised that more than one financial year may need to be taken into account. In light of the financial challenges and the increasing demands facing local authorities this again appears an unnecessary restriction. The Council is not otherwise in a position to comment on the perceived barriers and/or limitations of the GPC in England, Wales and Northern Ireland. Note: This question specifically relates to the general powers in operation in England, Wales and Northern Ireland. You may wish to refer to Annex B of the consultation document which sets out the relevant legislative provisions for England, Wales and Northern Ireland in detail. 41
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Question 23 Should a local authority’s use of a General Power of Competence be required to align to local regeneration or other demonstrable local area well-being enhancement? Islands (Scotland) Act 2018 - Devolution of functions/additional powers Question 24 Would similar provisions for mainland authorities to those provided for island councils by the Island (Scotland) Act 2018 provide sufficient or greater scope for local authorities to explore further envisaged activity? Please explain. You may wish to refer to Annex A of the consultation document which sets out the relevant legislative provisions in detail. As matters stand, the Council does not see a requirement for it to be able to formally request that additional functions, duties or responsibilities are transferred to the authority, and that the Scottish Minsters are required to consider what action, if any , should be taken. The Council does, however, not consider that a similar such provision for mainland councils would be sufficient, in place of a general power of competence. In addition, as noted above, the Council does not believe that the potential financial risks of a general power of competence, or potential conflict with the statutory purpose of a local authority, are valid reasons why councils should not have such a power It should be for each authority to determine whether or not, and how, such powers are exercised, where it believes that is in its best interests. In the usual way, and in line with its other duties and responsibilities, each authority would be expected to ensure the exercise of such a power was appropriate and exercised responsibly and lawfully. No. It can be understood why it might be felt there should be such an alignment, but it would provide a potential restriction, and a potential doubt over the availability of the power, albeit that would depend upon the nature of the required alignment and how that was to be satisfied. As above, it should be for each local authority to determine what use of the Power is appropriate, provided that in doing so it is content it is able to secure Best Value and comply with its legal duties. 42
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Report Agenda Item Report to: Executive Committee Date of Meeting: 12 March 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Response to Consultation on Dual Mandates in the Scottish Parliament 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of a consultation by the Scottish Government on dual mandates in the Scottish Parliament seek approval to a proposed response by the Council to the consultation [1purpose] 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; and (2) that the submission of the response by the Council to the consultation, as attached as Appendix 1 to the report, be approved. [1recs] 3. Background 3.1. On 20 January 2025, the Scottish Government opened a consultation on dual mandates in the Scottish Parliament. 3.2. The consultation closes on 23 March 2025. 3.3. The consultation paper advises that the Scottish Elections (Representation & Reform) Bill was passed unanimously on 17 December by the Scottish Parliament. It places a duty on Scottish Ministers to bring forward regulations which: must have the effect of prohibiting Members of the Scottish Parliament (MSPs) from holding dual mandates in the House of Commons or the House of Lords; and may make provision prohibiting MSPs from holding dual mandates as Councillors This consultation seeks views on the principles and practical issues of ending dual mandates. 7 43
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3.4. Dual mandates is the term used to describe the scenario of MSPs also holding a seat in the House of Commons, House of Lords or representing a ward in their local council, in addition to their seat in the Scottish Parliament. The consultation notes that “there are varying views as to whether dual mandates should be permitted. On one hand, some believe that dual mandates can strengthen links between different legislatures or allow a stronger connection to be built between local constituents and their representative. On the other hand, dual mandates have also been described by some as unfair on constituents, who may not receive full time representation from an elected representative undertaking dual roles”. 3.5. The Committee on Standards in Public Life's 2009 report on "MPs' Expenses and Allowances: Supporting Parliament, safeguarding the taxpayer", examined the issue of dual mandates and recommended that the practice of holding dual mandates in both the House of Commons and the devolved legislatures should be brought to an end as soon as possible. 3.6. The consultation goes on to note that at present, there is no legislation which prohibits an MSP from also undertaking another role as an MP, Peer or councillor. There are also currently no MSPs also sitting as an MP or councillor. In the current Scottish Parliament, one Peer is sitting as an MSP. 3.7. The Scottish Government has committed to laying regulations in autumn 2025 to prohibit dual mandates for MSPs who are also MPs or Peers in time for the next scheduled Scottish Parliament election in May 2026. As noted above, the Bill also gives Scottish Ministers the power to lay draft regulations including provision prohibiting dual mandates between the Scottish Parliament and local authorities. This power is optional and whether Ministers choose to use it will depend on the outcome of this consultation. 3.8. The consultation provides more detail on this matter, and the positions in Wales and Northern Ireland. The consultation also notes that the Government’s consideration of this issue does not supersede decisions which individual political parties can take when determining criteria for and expectations of candidates from their own parties. 3.9. As the consultation notes, and covered in the consultation questions, consideration also needs to be given to a number of practical and technical aspects, including the following:- grace periods - the length of any grace period which should be afforded to each category of person (MP, Peer and Councillor) to allow them time to consider their options and make arrangements to leave their existing role once elected as an MSP salary limitations - whether and what sort of salary limitations should be put in place, if any, for the duration of the grace period for each category. At present, an individual serving as an MSP and MP has their MSP salary reduced to one- third of an MSP salary participation and removal of rights and privileges - Whether there should be any limitations to any individual’s ability to participate in parliamentary proceedings for the duration of their grace period and whether such limitations would have a detrimental impact on the usual business of parliament progressing must also be considered, and linked to this whether any of their rights and privileges should be withdrawn 44
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3.10. The most recent Council by-election took place in July 2023 for Ward 9 – East Kilbride West. The cost to the Council of running this by-election was approximately £60,000. 4. Proposal 4.1. A proposed response to the consultation is attached as Appendix 1 to this report. As regards questions 1 and 6, the Ministers are required to lay draft regulations before the Scottish Parliament on both of these matters regardless on the views expressed in the consultation. The Government has, however, stated that views expressed in response to these questions will help inform the Scottish Parliament before they vote on the draft regulations. 4.2. From an officer perspective, the response has been drafted on the basis that questions on dual mandates of MSPs as MPs/Peers are not for the Council to respond to, i.e. questions 1 – 11 (inclusive). It is noted that the Committee may have an alternative view on this and wish to respond. 4.3. Questions 12 – 16 (inclusive) concern MSP/Councillor dual mandates. It is proposed that the Council responds to these questions as follows:- Question 12. Should the law be changed to prohibit an MSP from being a Councillor at the same time? Yes – it is in the interests of constituents that an elected representative is fully engaged in only one such role at any given time, subject to appropriate grace periods, and prohibiting such dual mandates will enable more people to take on the role of being an elected representative. Question 13. What grace period, if any, do you think there should be for sitting Councillors to vacate their role once elected as an MSP? 6 months should provide sufficient time for a Councillor to resign and a by-election to take place. However, it is also proposed that where a scheduled local government election is due to take place within 1 year of the individual being returned as an MSP then the grace period should be until that election occurs. Question 14. Please provide any views you have on limiting salaries of an MSP holding a dual mandate as a Councillor, for the duration of any grace period. From an officer perspective, the response has been drafted on the basis that during any grace period there should be no such limitations, this period being a temporary concession pending the MSP vacating their role as a Councillor. Question 15. Please provide any views you have on participation in parliamentary proceedings when an MSP holds a dual mandate as a Councillor, for the duration of any grace period. From an officer perspective, the response has been drafted on the basis that during any grace period there should be no restrictions on such participation, this period being a temporary concession pending the MSP vacating their role as a Councillor. 45
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Question 16. Please provide any views on the withdrawal of rights and privileges or any other technical aspects relating to an MSP holding a dual mandate as a Councillor, for the duration of any grace period. From an officer perspective, the response has been drafted on the basis that during any grace period there should be no such withdrawal of rights and privileges or any other technical aspects, this period being a temporary concession pending the MSP vacating their role as a Councillor. 4.4. Subject to the decision of the Committee, officers will finalise the response and have it submitted before the consultation closes. 5. Employee Implications 5.1. There are no employee implications arising directly from this report. 6. Financial Implications 6.1. There are no financial implications arising directly from this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications arising directly from this report. 8. Other Implications 8.1. There are no other implications arising directly from this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. There is no requirement for an integrated impact assessment in respect of this report. There is neither a requirement for the Council to undertake a consultation in respect of this proposal from the Scottish Government. Jackie Taylor Executive Director (Finance and Corporate Resources) 13 February 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Strachan Ext: 4516 (Tel: 01698 454658) E-mail: iain.strachan@southlanarkshire.gov.uk@southlanarkshire.gov.uk 46
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Appendix 1 Consultation on dual mandates in the Scottish Parliament Respondent Information Form Please Note this form must be completed and returned with your response. To find out how we handle your personal data, please see our privacy policy: https://www.gov.scot/privacy/ Are you responding as an individual or an organisation? Individual Organisation Full name or organisation’s name Phone number Address Postcode Email Address The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: X Publish response with name Publish response only (without name) Do not publish response We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise? X Yes No South Lanarkshire Council Almada Street Hamilton 01698 454658 ML3 0AA Iain.strachan@southlanarkshire.gov.uk Information for organisations: The option 'Publish response only (without name)’ is available for individual respondents only. If this option is selected, the organisation name will still be published. If you choose the option 'Do not publish response', your organisation name may still be listed as having responded to the consultation in, for example, the analysis report. 47
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Questionnaire We are inviting responses to this consultation by midnight on Sunday 23 March 2025. When responding to questions 1 and 6, please note that Ministers are required to lay draft regulations before the Scottish Parliament on both of these matters regardless on the views expressed in this consultation. The views expressed in response to these questions will instead help inform the Scottish Parliament before they vote on the draft regulations. MSP and MP dual mandates Question 1 Do you agree or disagree that Members of the House of Commons (MPs) should be disqualified from being Members of the Scottish Parliament (MSPs) at the same time? Agree Disagree X Don’t know Please give reasons for your answer The Council does not consider that this is a matter for it to provide a response on. 48
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Question 2 When answering question 2, you may wish to be aware that it is not possible for an MP to directly resign. Further information on the process is available at: https://commonslibrary.parliament.uk/research-briefings/sn06395/. What grace period, if any, do you think there should be for sitting MPs to vacate their role once elected as an MSP? Question 3 Please provide any views you have on limiting salaries of an MSP holding a dual mandate as an MP, for the duration of any grace period. The Council does not consider that this is a matter for it to provide a response on. The Council does not consider that this is a matter for it to provide a response on. 49
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Question 4 Please provide any views you have on participation in parliamentary proceedings when an MSP holds a dual mandate as an MP, for the duration of any grace period. Question 5 Please provide any views on the withdrawal of rights and privileges or any other technical aspects relating to an MSP holding a dual mandate as an MP, for the duration of any grace period. The Council does not consider that this is a matter for it to provide a response on. The Council does not consider that this is a matter for it to provide a response on. 50
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MSP and Peer dual mandates Question 6 Do you agree or disagree that sitting Members of the House of Lords should be disqualified from being Members of the Scottish Parliament (MSPs) at the same time? Agree Disagree X Don’t know Please give reasons for your answer Question 7 A member of the House of Lords is appointed for their entire life. However, it is possible to take a leave of absence from the House of Lords if a member has another role. A member on a leave of absence cannot participate in any of the work of the House of Lords during their leave of absence. At the end of their leave of absence they may return to their seat in the House of Lords and participate in the normal way. Should a member of the House of Lords who is on a leave of absence be permitted to be an MSP? Yes No X Don’t know The Council does not consider that this is a matter for it to provide a response on. 51
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Question 8 What grace period, if any, do you think there should be for Members of the House of Lords to request a leave of absence or resign from the House of Lords once elected as an MSP? Question 9 Please provide any views you have on limiting salaries of an MSP holding a dual mandate as a Peer, for the duration of any grace period. The Council does not consider that this is a matter for it to provide a response on. The Council does not consider that this is a matter for it to provide a response on. 52
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Question 10 Please provide any views you have on participation in parliamentary proceedings when an MSP holds a dual mandate as a Peer, for the duration of any grace period. Question 11 Please provide any views on the withdrawal of rights and privileges or any other technical aspects relating to an MSP holding a dual mandate as a Peer, for the duration of any grace period. The Council does not consider that this is a matter for it to provide a response on. The Council does not consider that this is a matter for it to provide a response on. 53
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MSP and Councillor dual mandates Question 12 Should the law be changed to prohibit an MSP from being a Councillor at the same time? x Yes No Don’t know Please give reasons for your answer It is in the interests of constituents that an elected representative is fully engaged in only one such role at any given time, subject to appropriate grace periods. In addition, prohibiting such dual mandates will enable more people to take on the role of being an elected representative. 54
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Question 13 What grace period, if any, do you think there should be for sitting Councillors to vacate their role once elected as an MSP? Under question 13, we would welcome views on whether you believe any grace period should take account of any scheduled local government election which is due to take place around 12 months after the Scottish Parliament election in which the individual was returned as an MSP, as is the case in Wales until 2026. Question 14 Please provide any views you have on limiting salaries of an MSP holding a dual mandate as a Councillor, for the duration of any grace period. 6 months would be a suitable grace period, and should provide sufficient time for a Councillor to resign and a by-election to take place. This period is likely longer than should be necessary, but recognises that there may be other practical considerations in arranging a by-election, including a requirement for electronic counting equipment to be available. However, to ensure a suitable use of Council resources and maximise the interest of potential candidates, the Council believes that where a scheduled local government election is due to take place within 1 year of the individual being returned as an MSP then the grace period should be until that election occurs. The most recent Council by-election took place in July 2023, for Ward 9 – East Kilbride West. The cost to the Council of running this by-election was approximately £60,000. The Council considers that during any grace period there should be no such limitations, this period being a temporary concession pending the MSP vacating their role as a Councillor. 55
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Question 15 Please provide any views you have on participation in parliamentary proceedings when an MSP holds a dual mandate as a Councillor, for the duration of any grace period. Question 16 Please provide any views on the withdrawal of rights and privileges or any other technical aspects relating to an MSP holding a dual mandate as a Councillor, for the duration of any grace period. The Council considers that during any grace period there should be no restrictions on such participation, this period being a temporary concession pending the MSP vacating their role as a Councillor. The Council considers that during any grace period there should be no such withdrawal of rights and privileges or any other technical aspects, this period being a temporary concession pending the MSP vacating their role as a Councillor. 56
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Question 17 Are you currently or have you ever been an elected representative? X Yes No Question 18 If you have any further views on the topics covered in this consultation, which are not already covered by your responses to previous questions, please provide them here. This response is issued on behalf of South Lanarkshire Council, and was approved by its Executive Committee on 12 March 2025. The Council has no further views on the topics covered in this consultation, which are not already covered by its responses to previous questions. 57
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Report Agenda Item Report to: Executive Committee Date of Meeting: 12 March 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Land and Property Transfers and Disposals 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Executive Committee of the actions required in respect of land and property transactions 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that land and property identified in Appendix A be reallocated as detailed; and (2) that the land detailed in Appendix B, be declared surplus to Council requirements and transferred to the Corporate Land Bank for disposal. [1recs] 3. Background 3.1. Details of land and property, which is potentially suitable for redevelopment or disposal, are circulated to all Resources and Community Planning Partners to establish if they are suitable for alternative operational use. 3.2. Recommendations are made following the consideration of planning, title and other legal constraints. Any assets with competing interests are judged against Council priorities, including the need for capital receipts, prior to a recommendation being made. 3.3. Transactions outwith the Property Bulletin process, where there is a requirement to reallocate or declare property surplus as part of minor/adjoining sales, or to facilitate a Council project, are not circulated through the Property Bulletin, however the details are included in this report. Transactions are only included in the report after successful consultation with the holding Resource(s) and Planning. 4. Property Transactions 4.1. Housing Services have undertaken an initial development assessment on the Westwoodhill Recreation area, Westwoodhill, East Kilbride and have requested that this site, detailed in Appendix A be transferred from the Community and Enterprise Account to the Housing Revenue Account (HRA) for inclusion in the Council’s newbuild Housing Programme. The site is in the current Social Housing Investment Plan as high priority over 2 phases with the first phase provisionally programmed for delivery by 2027. 8 59
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4.2. Appendix B details the situation with the former Hareleeshill Sports Barn. At the meeting held on 7 February 2024, the Housing and Technical Resources Committee approved a concessionary lease to Rivals School of Martial Arts. The lease commenced on 1 March 2024 and is due to expire on 28 May 2025. However, shortly after the lease term commences, a fire occurred at the Sports Barn. The fire was started as a result of a wilful fire-raising attack and the building suffered extensive damage because of the fire. As a result, following discussions with the tenants a Notice to Quit has been served and authority is now sought to declare the property surplus to enable it to be marketed for redevelopment in its current state. 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. Capital receipts for both General Services and Housing Revenue Accounts will be secured through the disposals identified in this report. 7. Other Implications 7.1. There is a low risk that the capital receipts anticipated, as a result of declaring these properties surplus, may not be realised if, for reasons outwith the Council’s control, there is no achievable demand, or the purchasers choose not to proceed with the transactions. However, the procedures and consultations described in Sections 3 and 8 of this report have been implemented to minimise this risk. 7.2. There are no significant issues in terms of sustainability arising from this report. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. Consultation was undertaken with all Resources through the Property Bulletin. In addition, Planning, Roads, Legal, and Housing Services were consulted through the Area Property Groups. Stephen Gibson Executive Director (Housing and Technical Resources) 12 February 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent List of Background Papers Plans of the land and property referred to in this report 60
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Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gerry McParland, Property Services Manager (Assets and Estates) Ext: 5177 (Tel: 01698 455177) E-mail: gerry.mcparland@southlanarkshire.gov.uk 61
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APPENDIX A BULLETIN TRANSFERS Area Description Previous Account New Holding Account Transfer Value Band 3.71 hectares (gross) Westwoodhill Recreation area, Westwoodhill, East Kilbride Community & Enterprise Housing Revenue Immediate 1 62
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APPENDIX B BULLETIN DISPOSALS Area Description Holding Account Proposal Value Band 1,427 sq m Former Sports Barn, Donaldson Road, Larkhall Community & Enterprise Disposal 4 Value Bands 1 – over £1 million 2 – £500,000 to £999,999 3 – £100,000 to £499,999 4 – less than £100,000 63
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Report Agenda Item Report to: Executive Committee Date of Meeting: 12 March 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Councillors’ Remuneration 1. Purpose of report 1.1. The purpose of the report is to:- provide the Executive Committee with an update on Councillors’ remuneration levels following review by the Scottish Local Authorities Remuneration Committee (SLARC) and the proposal for remuneration levels for the posts of Provost and Senior Councillor payable from 1 April 2025 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that the remuneration levels payable from 1 April 2025 for the posts of Leader and Councillor, as set by the 2025 Statutory Instrument, are noted; (2) that the proposed remuneration levels payable from 1 April 2025 for the post of Provost and Senior Councillors, as set out in section 5, are approved; and (3) that the automatic uprating of remuneration levels each year in line with the increase, detailed in the relevant annual Statutory Instrument, for Leader, Provost, Councillor and Senior Councillor (as detailed at 5.6), be approved. 3. Background 3.1. Local Government remuneration levels are set by the Local Government (Scotland) Act 2004 (Remuneration) Regulations 2007(as amended, the 2007 Regulations), as updated annually by Statutory Instrument (SI). 3.2. There are currently 19 Senior Councillor roles (the maximum number specified in the SI based on the size of the Council), this and the associated salary levels having been set by the Council at its statutory meeting on 18 May 2022. In accordance with established practice, the salary levels have been uprated by the percentage increase set out in the SI annually. 4. SLARC Review 4.1. In a joint statement, published in February 2022, the Scottish Government and Convention of Scottish Local Authorities (COSLA) recognised, “the need for a review of Councillor pay to ensure that terms and conditions truly reflect the responsibilities of a modern-day Councillor, and that remuneration does not act as a barrier to encouraging a diverse range of people to stand for elected office”. 9 65
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4.2. The SLARC was reconvened by Scottish Government in April 2023 to undertake an independent review of councillor remuneration, having last reported in 2011. 4.3. The final report was published in February 2024 with the recommendations accepted in principle by COSLA Leaders. 4.4. The report recommendations included salary levels across the positions of Leader, Civic Head and Councillors. Increases in salaries were to take effect from 1 April 2025. 5. Salary Levels 5.1. The 2025 SI sets the remuneration levels for the Leader of the Council and Councillors, and a maximum level for the post of Civic Head (being the Provost). Setting of other remuneration levels for Senior Councillors is subject to a maximum level, individually and within an overall total which is set out in the Regulations. The maximum levels vary depending upon the size of the authority, the Council being within Band C. 5.2. Based on the position set out in the 2025 SI, the salary for the position of Leader is £60,791 (from £49,810) with the salary for Councillor set at £25,982 (from £21,345). 5.3. The proposed new salary level for the post of Provost (Civic Head) is recommended at the level of £45,594 (the maximum allowable under the 2025 SI) and remains at 75% of the salary paid for the Leader’s post (as has been the case under previous SIs). 5.4. The increase proposed for Senior Councillors reflects the percentage increase applied to the salary of Councillor reflected in the 2025 SI. 5.5. The current number of Senior Councillors and positions are not affected by this proposal. The estimated cost for 2025/2026 for Senior Councillors is within the maximum budget of £679,965 permitted by the 2007 Regulations. 5.6. Going forward, in accordance with established practice, it is proposed that annual uplifts will be applied each year to the Senior Councillor posts in line with the increase detailed in the annual Statutory Instrument for Councillors. 6. Financial Implications 6.1. The increase in costs resulting for the proposals has been accounted for in the 2025/2026 budget. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 8. Integrated Impact Assessment and Consultation Requirements 8.1. There is no requirement to undertake an integrated equality impact assess on the content of this report or perform consultation. 66
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Jackie Taylor Executive Director (Finance and Corporate Resources) 10 February 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 67
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Report Agenda Item Report to: Executive Committee Date of Meeting: 12 March 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Interim Update: 10-Year Estate Strategy 1. Purpose of Report 1.1. The purpose of the report is to:- provide an interim update to members on the development and implementation of a cross-cutting review of the Council’s property asset base, which is linked to an intention to seek approval for a 10-Year Estate Strategy provide a summary of tasks undertaken to-date and confirm the timescales for the subsequent phase of this exercise 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that the progress made to date, and the next steps, as set out in Section 8 of this report, be noted; (2) that the proposed approach and timescales for public and stakeholder consultation, as set out in section 7 of this report, be noted; and (3) to note that a further update report will be presented to the Executive Committee on 25 June 2025. 3. Background 3.1. The South Lanarkshire Community Planning vision "to improve the quality of life for all in South Lanarkshire, by ensuring equal access to opportunities and to services that meet people's needs” will require new ways of working, transforming how services are delivered supporting new relationships with communities. 3.2. The geography and changing communities of South Lanarkshire are diverse, with a range of needs requiring a variety of responses. Responding to strategic change requires a balance of South Lanarkshire wide strategic approaches, and place-based collaborations to maximise public value. A clear focus on local service need through change will help drive more partner collaboration, greater adoption of technology and more co-production with communities. 10 69
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3.3. The Scottish Government declared a climate emergency in 2019 and set a legal target for Scotland to achieve Net Zero greenhouse gas emissions by 2045. In addition, there are interim targets for all Public Sector Buildings to be net zero by 2038 via the Heat in Buildings Strategy, due to become a statutory duty in the upcoming Heat in Buildings Bill. Over several years, the Council has taken action to decarbonise a limited proportion of its property Estate through a series of low carbon/retrofit approaches. At the same time, budgetary pressures have necessitated an increased focus on efficiency, savings and value for money across the public sector to ensure that essential services can be delivered within increasingly constrained financial resources. 3.4. The combination of changing population and service need, the delivery of the net zero agenda and ongoing financial challenges are shaping the approach to realising a smaller, but higher quality, more energy efficient core estate in South Lanarkshire that balances people, place, and financial considerations. To this end, the Council has progressed work on a review that will promote a strategic and outcome focussed methodology to Asset Management. 3.5. The key aim is to secure approval for a 10-year Estate Strategy that will inform and guide future land/property decisions on the investment, rationalisation, co-location, and disposal of assets, taking account of community, financial and service considerations. It should be stressed that the process of estates assessment will be ongoing and iterative over the lifetime of the Strategy. Subject to approval, the assessment tool will continue to be developed and updated as new data inputs are incorporated and the Council’s asset management maturity increases. 4. Development of the Estate Strategy 4.1. The Estate Strategy to inform decisions on the most sustainable estate to serve the needs of communities and partners across South Lanarkshire’s places. The Strategy will build on national best practice, including the Scottish Government’s Investment Hierarchy, and Scottish Futures Trust Guide to Property Asset Strategy in the Scottish Public Sector. It will aim to:- effectively support public service delivery in the future and helps us to deliver people and place-based objectives explore opportunities to work collaboratively with other public sector bodies inform and guide future land/property decisions on the investment, rationalisation, co-location, and disposal of assets direct investment into a reduced, but higher quality and energy efficient core estate facilitate the transition to net zero for our smaller, higher quality estate promote community asset transfer where this is appropriate contribute to financial pressures facing the Council and South Lanarkshire Leisure and Culture (SLLC) 4.2. As reported to the Performance Review and Scrutiny Forum (PRSF) in August 2024 and the members’ awareness session on 12 December 2024, the Strategy development is split into three inter-related phases, which are described in sections 4.3 – 4.7 below. 70
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4.3. Phase One comprises an initial data review of assets and properties within the Council’s public building estate. In this phase, the Council will:- undertake a review of future service needs and demand across South Lanarkshire’s communities develop an initial scoring of all properties within the public estate, based on quantitative data and supported by stakeholder engagement using this information, identify and invest in/retain properties that meet our long- term strategic needs, are accessible and compliant, are well utilised and/or could support service consolidation 4.4. This quantitative work will be supported by more detailed interviews with Service leads to understand the range of space requirements to deliver different service futures, supported by more technology and collaboration. The aim of this work is to confirm examples of different ways of working to support place-based opportunities which meet local need building on the Place Principle. These joined up opportunities will be progressed on a phased basis as part of the 10-year Estate Strategy. 4.5. Phase Two utilises the data gathered in phase one to:- explore and identify potential service transformation initiatives make the case for investment in new service models identifying funding sources that could finance aspects of delivering the Estate Strategy, alongside alignment with internal capital budgets create a potential list of prioritised real estate/project pipeline against each potential funding source, based on availability and achievability 4.6. This work will inform the way community engagement is phased, with clear communication on planned change and opportunities. One of the aims of this Phase Two is to provide the Council with a strategic and competitive edge when applying to national bodies and/or UK/Scottish governments for funding. 4.7. Phase Three comprises the development of the Estate Strategy and an associated 10-year Delivery plan, setting out a mix of joined up place-based service integration opportunities and specific estate proposals to address the requirements discussed above. 4.8. It is recognised that the process of managing change needs careful communication and engagement. We need to build a clear sense of what life will look and feel like, and how local needs will be achieved through different ways of service delivery in the changed estate. To this end, a key priority in this phase is to inform and engage with local communities and other audiences. An engagement plan has been developed as summarised in section 7 of this report. 5. Assessment Criteria 5.1. To ensure that the proposed Strategy is informed by robust evidence-based data, service ambitions and place-based priorities, it is important to evaluate the performance of our assets against a consistent and structured set of criteria. The suite of criteria was noted by the PRSF in August 2024. It was also highlighted in the members’ awareness session on the “Vision for the Future Relationship between the Council and South Lanarkshire Leisure and Culture” on 12 December 2024. By applying these objective criteria to each property asset, it is possible to determine alignment with the Council’s future property requirements and inform future decision making. 71
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The selected criterion are as follows:- No. Criterion Definition 1 Cost Effectiveness Measures the relationship between the cost of an asset and the value it delivers to the Council. This includes cost to operate, maintain and any recent investments. 2 Sustainability Measures the operational carbon efficiency of an asset and its potential for increased efficiency with a view for a net zero estate. This includes assessing the property’s energy use, its carbon footprint, the requirements for the asset to become net zero, any scope for renewable generation and its adherence to green building standards and certifications. 3 Service Delivery Building on a clear sense of service futures and the vision for a different way of working, this work will assess a property asset’s ability to support the Council's or partners service delivery objectives and the increasing focus on prevention and early intervention through collaboration. This includes evaluating the property's accessibility for both staff and the public and its suitability for future services that are required by the local community. 4 Placemaking Assesses a property's contribution to the wider community. This includes its location within the community, it’s support anchor collaborations and community wealth building, its proximity to similar assets, and its role in providing essential services or amenities for residents and supporting community groups. 5 Use and Utilisation Assesses the extent and function of an asset’s occupation. This category assesses the efficiency of space usage within the property, including factors such as occupancy rates and the suitability of the space for its current function. Additionally, it considers the property's flexibility, and availability, to accommodate different uses or occupiers in the future. 5.2. Using this methodology, we will calculate a cumulative (weighted) score for each asset. This will promote a strategic and outcome focussed objective methodology to Asset Management that will inform and guide future land/property decisions on the investment, rationalisation, co-location, and disposal of assets. 6. Asset Scoring 6.1. By bringing together the output of service need conversations, with a clear sense of what different could look like in different places and assets, applying the assessment criteria to each property and calculating a cumulative score, we can categorise properties into three distinct groups:- Core: Properties scoring highly across multiple criteria will be classified as 'Core' assets. These properties are considered essential to the Council's operations and are expected to be retained on a long-term basis supporting joined up service and anchoring place-based change. Flex: Properties with moderate scores, or those with potential for improvement, will be categorised as 'Flex' assets. These properties may require further intervention to determine their long-term future. Over time, the goal is to move flex assets to core or tail to strengthen service futures and/or place based needs. 72
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Tail: Properties with consistently low scores across multiple criteria will be classified as 'Tail' assets. These properties will typically be considered suitable for disposal, demolition or repurposing and will subsequently be maintained to a minimum standard until the future use is agreed, taking account of the wider needs and opportunities of the place. 6.2. To ensure the approach is robust, each category will be tested against local service needs to ensure outcomes are maximised from both an asset and services perspective as part of project development in the delivery phase of the Estate Strategy. 7. Consultation 7.1. An engagement plan has been developed that will inform residents and others about the Council’s work to create a 10-year Estate Strategy and engage all audiences, and especially users of our properties/assets, in the development of that strategy. It will aim to:- inform stakeholders, by providing details about the review seek views on future requirements be transparent about what we recommend and why be realistic about the challenges give confidence about the future 7.2. The approach will consider key audiences. Whilst not exhaustive, this will include:- residents, and especially regular users of our properties/assets community groups elected members local businesses partners 7.3. At the implementation stage, communications will begin as soon as possible, with all the Council’s communications channels used to inform and engage. This will include:- direct communications with people who actively use properties, using emails/letters, posters and flyers to tell people how they can give their opinions at least one online survey, though in reality several may be required to cover different types of property/assets community events to be led by Property Services with Communications and Strategy support and input from key services as required 7.4. The success of the campaign will be measured by the levels of engagement it helps generate, and through the benefits it brings to the Council in terms of how it informs the development of the Estate Strategy. 7.5. Additional consultation with all the audiences identified above will take place at key stages of the review, to continue informing and engaging people regarding the process and outcomes. 7.6. As set out in the table below the consultation process will commence in March 2025 and will inform a further update report to Executive Committee in June 2025. 73
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8. Next Steps 8.1. This section outlines the steps which will progress this exercise to the final output. The Steps are described below:- Step Overview Service delivery mapping We will engage with departments and stakeholders across the Council to clarify future service plans and accommodation needs, creating a visual representation of current and future service delivery across the estate. This map will include service and collaboration models, locations of key facilities, service catchment areas, wider place-based collaboration opportunities, foot traffic patterns, accessibility considerations, and the impact of digitisation. By analysing this map alongside the estate baseline and stakeholder feedback, we will identify opportunities to optimise service accessibility, such as co-locating services, redistributing resources, or enhancing remote service delivery Operational Decarbonisation A costed implementation plan will be developed to manage carbon emissions across the Council. This involves analysing potential reductions in operational carbon, developing a costed decarbonisation pathway to net zero, and matching sites to funding opportunities. The plan will prioritise no regrets and low regrets measures, providing clear plans and funding routes for larger investments, enabling informed decisions about the council’s pathway to net zero. Development of options Taking account of our people, place and sustainability objectives, this phase will explore options for investment and rationalisation, such as consolidating underutilised buildings, repurposing facilities, or strategic disposals. Environmental considerations will be integrated, exploring energy-efficient renovations, renewable energy sources, and green spaces. Each option will include a financial model considering capital expenditure, operational costs, revenue streams, and long-term sustainability. Draft Estate Strategy The draft strategy will outline a detailed action plan with SMART objectives, timelines, responsible parties, and risk mitigation strategies. It will include updated financial projections and provide a comprehensive roadmap for the future of the estate, addressing challenges and incorporating stakeholder feedback. We will adopt the structure of three key sections; ‘Where are we now?’, ‘Where do we want to be?’, ‘How do we get there?’. Draft Delivery Plan To meet the strategic vision, a detailed Delivery Plan will be developed for each real estate asset, including recommended interventions, responsible parties, timelines, and KPIs. The plan will explore potential funding opportunities and set out a prioritised list of investment interventions required to realise the asset management plan. Presentation of Final Report to Executive Committee A further update report will be presented to Executive Committee in June 2025 with a date for the final report to be confirmed. Consultation Shaping new futures in existing places requires a mix of engagement methods. We will commence public and stakeholder consultation in March 2025 to seek view and opinions on the rationale and approach proposed to drive the future Estate Strategy. The feedback of engagement will be included in the update report to Executive Committee in June 2025. 74
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9. Employee Implications 9.1. There are no immediate employee implications at this stage. 10. Financial Implications 10.1. At this stage, the financial implications of this exercise remain unknown. As the strategy evolves, the impact on future capital and revenue assumptions will be identified and built into our financial planning. Ultimately, the full impact will reflect the Council’s ambition to realise net zero targets, and within the confines of the available funding/finance, improve service deliver/quality through the proposed smaller, but higher quality, more energy efficient core estate. 11. Climate Change, Sustainability and Environmental Implications 11.1. Public bodies are expected to contribute to national targets outlined in the Climate Change (Scotland) Act 2009. This states that a public body must, in exercising its functions, act in a way that:- best calculated to contribute to the delivery of Scotland’s national emissions reduction targets best calculated to help deliver Scotland’s statutory climate change adaptation programme it considers is most sustainable 11.2. To achieve the Council’s climate change commitments, significant action and investment is required to reduce the operational estate emissions as soon as is practically possible. This includes progressing measures to reduce, and/or mitigate carbon emissions to meet the statutory targets. 11.3. The Estate Strategy will also help the Council in delivering actions outlined in the Sustainable Development and Climate Change Strategy Action Plan 2022 to 2027, including:- reducing South Lanarkshire Council’s carbon emissions developing a detailed action plan for how the Council will meet the national target being proposed in the Heat in Buildings Bill, that all buildings owned by a Scottish public authority must be using clean heating systems by the end of 2038 12. Other Implications 12.1. It is essential to note that the digital transformation programme underway within the Council will need to align with the Estate Strategy both during the defined phases and beyond. This alignment will ensure that digital initiatives support the strategic goals of the Estate Strategy, enhance service delivery, and improve operational efficiency. 12.2. The digital transformation programme will focus on integrating digital technologies, such as data analytics, IoT (Internet of Things) devices, and smart building solutions, to optimise asset management and service delivery. 75
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13. Integrated Impact Assessment and Consultation Requirements 13.1. An Integrated Impact Assessment will be carried out as part of the development work. Briefing sessions will be arranged with elected members and the SLLC Board. Stephen Gibson Executive Director (Housing and Technical Resources) 26 February 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Caring, connected, sustainable communities. Previous References None List of Background Papers None Contact for Further Information If you would like further information, please contact: - Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 76
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Report Agenda Item Report to: Executive Committee Date of Meeting: 12 March 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: South Lanarkshire Leisure and Culture (SLLC) Commissioning Plan Progress Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the initial draft South Lanarkshire Leisure and Culture (SLLC) Commissioning Plan 2025 to 2027 for member consideration and comment [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) the draft Commissioning Plan for South Lanarkshire Leisure and Culture (2025 to 2027), attached as Appendix 1, be noted; and (2) to note that a further report on the South Lanarkshire Leisure and Culture Commissioning Plan 2025 to 2027 will be presented to the Executive Committee on 25 June 2025. [1recs] 3. Background 3.1. On 27 August 2024, a report was presented to the Performance and Review Scrutiny Forum outlining the approach for the future commissioning of leisure, culture and library services between South Lanarkshire Council (SLC) and SLLC. 3.2. The report identified three key workstreams which will help to ensure a successful and impactful leisure, culture and library service that meets the aims and objectives of the Council, that is more financially sustainable and that works towards the ambitions of net-zero. These three key workstreams are: a Commissioning Plan a long-term estate strategy for SLC an agreed financial relationship between SLC and SLLC 3.3. The development of the Commissioning Plan is envisaged to be an iterative process. This initial draft Plan is for noting only at this stage to provide members with an opportunity to comment and influence the development of the final Plan and a further report will be presented to the Executive Committee in June 2025. 11 77
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4. Development of the Commissioning Plan 4.1. There is a recognised need for clarity in terms of the relationship between the Council and SLLC, and its role as a provider of services to the Council. This need for clarity has been further exacerbated in recent years given the financial challenges faced by both the Council and SLLC, and it is therefore vital that we consider a longer-term, more sustainable approach to how the Council and SLLC work together. Purpose and Scope of the Plan 4.2. This first plan is intended to cover the period 2025 to 2027, with future iterations spanning a five-year period to align with each new Council Plan. 4.3. The plan holds SLLC as the strategic lead and sole provider of all leisure and culture services on behalf of the Council. 4.4. The Commissioning Plan defines the strategic ‘ask’ of SLLC over the medium to long term, in support of the Council’s own priorities and outcomes. 4.5. Although not a legal document itself, future iterations of the Plan will help to define the legal relationship between the Council and SLLC by aligning the full suite of legal documents which govern the relationship between both partners, and clarifying the requirements of each organisation. An exercise to review, update and streamline the legal documentation will commence upon approval of the Commissioning Plan. 4.6. In response to each new Commissioning Plan, SLLC will develop its own 5-year strategy to ensure the resources available to the Scottish Charitable Incorporated Organisation (SCIO) are directed in the best way and at the right time to successfully deliver on the Councils’ priorities and outcomes. Monitoring, Evaluation and Reporting 4.7. A performance management framework will sit alongside the Commissioning Plan to monitor how our ask of SLLC is making a difference to the people and communities of South Lanarkshire. Information will be gathered over three levels to inform, support and influence future decision making: Level 1 - The South Lanarkshire Context will be updated as new data becomes available and will be used to inform the development of the new Commissioning Plan every five years. Level 2 - An annual and interim performance report focused on improving outcomes will be developed and reported to the Council for monitoring. Level 3 - Operational performance will continue to be monitored by the SLLC Board, with progress against the Local Government Benchmarking Framework monitored annually by the Council. 5. Employee Implications 5.1. There are no immediate employee implications. 6. Financial Implications 6.1. The development of a Commissioning Plan will help facilitate longer term financial planning and result in a more financially sustainable relationship between the Council and SLLC. 78
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within this report. 8. Other Implications 8.1. There are no other implications or risks in terms of the information contained within this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report forms part of the ongoing consultation process towards the development of the final Commissioning Plan. A previous elected member awareness session was held on 12 December 2024. The SLLC Board has also had to opportunity to review and comment on the draft Plan. David Booth Executive Director (Community and Enterprise Resources) 19 February 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References South Lanarkshire Council / South Lanarkshire Leisure and Culture – Vision for a Future Relationship, Performance and Review Scrutiny Forum, 27 August 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gillian Simpson Partner Liaison Manager E-mail: gillian.simpson@southlanarkshire.gov.uk 79
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SLLC Commissioning Plan 2025-27 (Draft) South Lanarkshire Council 11 81
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Contents 1. Introduction ...................................................................................................... 2 2. Purpose of the Plan ........................................................................................... 3 3. About SLLC ....................................................................................................... 5 4. Partnership Foundations ................................................................................... 6 5. Enabling Our Plan ............................................................................................. 9 6. Implementation and Monitoring ....................................................................... 11 Appendix 1. The Commissioning Plan Process Appendix 2. Example Performance Management Framework 82
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1. Introduction Welcome to the first strategic Commissioning Plan for South Lanarkshire Leisure and Culture which sets out our ambitions for a successful and impactful leisure and culture service that contributes to improving the health and wellbeing of communities across South Lanarkshire. The plan describes the commissioning arrangements between South Lanarkshire Council (SLC) and South Lanarkshire Leisure and Culture (SLLC), and defines the Council’s ‘ask’ of SLLC, including the services provided, the funding arrangements and the performance management approach. In developing this plan, the Council fully recognises SLLC as a strategic player and not just a service provider. SLLC delivers a range of programmes, projects and initiatives which benefit the population of South Lanarkshire in general whilst also targeting inequalities and providing opportunities to improve the life chances of the most disadvantaged. In doing so, SLLC supports the Council’s vision of improving the lives and prospects of everyone in South Lanarkshire and contributes to a wide range of national and local priorities related to improving health, wellbeing and learning. SLLC will be a key player in the Marmott Place pilot to improve health and reduce health inequalities. The Commissioning Plan will be set in line with each new Council Plan, allowing the Council to periodically consider its requirements of SLLC in line with its own ambitions and priorities. This first iteration of the plan will therefore align with the remaining term of the current Council Plan (2025-27), with future iterations spanning a longer five-year period to coincide with each new Council Plan. 83
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2. Purpose of the Plan Why do we need a commissioning plan and what will it achieve? The Council and SLLC have operated a successful partnership for many years, however recent financial challenges have required SLLC to consider which services can be sustained in order to balance the budget in an environment of reduced funding, significant inflationary pressures, a cost-of-living crisis, and a deteriorating estate. It is right that we consider a longer-term, more sustainable approach to how the Council and SLLC work together, how we commission services from SLLC, how the Council and SLLC approach the use of property and how the financial relationship interlinks. This plan is therefore inextricably linked to: 1) the long-term estates strategy for South Lanarkshire Council, and 2) the financial management arrangements between SLC and SLLC Together, these plans and strategies will ensure that leisure and culture services support the aims and objectives of the Council, are more financially sustainable and work towards the ambitions of net zero. The process of developing, implementing, reviewing and updating the Commissioning Plan will enable the Council to periodically reflect on its own priorities and identify at a strategic level which services should be prioritised to successfully deliver on those outcomes. This in turn provides strategic direction for SLLC to ensure that the resources available to them are directed in the right way and at the right time to best meet the needs of the Council and the people of South Lanarkshire. 84
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The Commissioning Plan is an agreement between the two parties which defines the Councils’ ‘ask’ of SLLC over the medium to long term, in support of the Council’s own priorities and outcomes. Although not a legal document itself, future iterations of this plan will also help to define the legal relationship between the Council and SLLC by aligning the full suite of operational and management agreements which govern the relationship between SLC and SLLC, clarifying the requirements of each organisation. An exercise to review, update and streamline the legal agreements will commence following approval of this Plan. The ‘ask’ of the Council must be aligned to the funding that is allocated for the delivery of the outcomes and services. Ultimately, the Commissioning Plan aims to ensure future sustainability of SLLC, whilst recognising the significant challenges for both partners. The Commissioning Plan process is detailed within Appendix 1. 85
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3. About SLLC Who are SLLC and what do they do for South Lanarkshire Council? South Lanarkshire Leisure and Culture is a separate legal entity from the Council, delivering leisure and cultural services on behalf of the Council to promote the health and wellbeing of South Lanarkshire residents through libraries, cultural venues, museum, arts centres, indoor and outdoor sports and leisure centres, community halls and country parks. SLLC is a Scottish Charitable Incorporated Organisation (SCIO). The SCIO’s purposes are: • To advance the arts, heritage, culture and science; • To advance public participation in sport; • To provide recreational facilities and organise recreational activities with such facilities/activities being made available to members of the public at large with the object of improving their conditions of life; • To advance education; • To advance health; • To advance citizenship and/or community development (which may include the promotion of civic responsibility, volunteering, the voluntary sector and/or the effectiveness or efficiency of charities); • To relieve those in need by reason of age, ill health, disability, financial hardship or other disadvantage; • To promote, establish, operate and/or support other similar schemes and projects which further charitable purposes; through the provision of services (including those entrusted to it by South Lanarkshire Council), which contribute to advancing well-being (primarily the wellbeing of residents of South Lanarkshire) including (i) the operation, management and development of galleries, museums and other facilities which provide public access to collections of works of art, antiquities and objects of scientific interest; (ii) the development and delivery of arts and cultural activities and events, artistic programmes, and educational projects; (iii) the operation, management and development of libraries and provision of library and archive services; (iv) the operation, management and development of indoor and outdoor sports facilities (including arrangements to facilitate access to such facilities by those on lower incomes or having special needs and to encourage wider participation in healthy exercise); (v) the development and delivery of sports activities and events directed towards wider participation in sport; (vi) the development and delivery of community learning and adult learning initiatives; and (vii) the delivery of services focused on social renewal and the needs of young people. (extract from Constitution of South Lanarkshire Leisure and Culture, agreed by SLLC Board on 23 February 2022 and South Lanarkshire Council on 15 June 2022) 86
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4. Partnership Foundations What is the Council’s ‘ask’ of SLLC? SLLC will continue to be the sole provider of all Leisure & Culture Services on behalf of the Council. SLLC will support the Council to deliver against its key priorities and outcomes (below) whilst continuing to deliver against its’ own charitable objectives. Support Our Priorities • People: Together, we will take a people first approach to reducing inequality and improving lives and life prospects • Planet: We will work together to develop local solutions to protect nature and take action on climate change • Progress: Together, we will make progress on the things that matter for South Lanarkshire and continuously improve how we do things Work with us to deliver our Outcomes, particularly around Health and Wellbeing • Health and wellbeing – People live the healthiest lives possible • Communities and environment – Caring, sustainable communities • Edication and learning – Inspiring learners, transforming learning, strangthening partnerships • Children and young people – Our children and young people thrive • Housing and Land – Good quality, suitable and sustainable places to live • Our Economy – Thriving business, fair jobs and vibrant town centres (extract from Council Plan 2022-2027) 87
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There is a shared understanding of the need to: 1. Ensure that those services which are essential to our communities are as accessible and affordable as possible, in line with financial constraints. 2. Recognise that the current level and variety of general service provision may need to be reduced over time in line with available resources, while focus on targeted services aimed at priority groups may need to increase (including in areas of deprivation, those experiencing rural isolation, people with disabilities, and partnerships with social work, health and education). 3. Consider different delivery models where appropriate. This plan therefore provides a framework for future decisions by SLLC in relation to the variety and level of services being delivered and the mechanisms for effective and efficient service delivery. In response to each new Strategic Commissioning Plan, SLLC will develop a 5-year strategy to ensure the resources available to the SCIO are directed in the best way and at the right time to successfully support the Council in the delivery of its key priorities and outcomes. This strategic alignment can be evidenced throughout the current South Lanarkshire Leisure and Culture Strategy 2022-27, as evidenced below. 88
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Council Outcomes 2022-27 SLLC Objectives 2022-27 SLLC Priorities Health and wellbeing People live the healthiest lives possible Health and Wellbeing We will help the people of South Lanarkshire to live healthier, happier lives with a focus on physical and mental wellbeing • Participate in whole system approach to health and wellbeing • Encourage and support the inactive to be active • Support positive mental health • Provide early intervention and prevention initiatives Communities and environment Caring, sustainable communities Connected and Engaged We will enable people to connect with each other and with their community through the services we provide • Reach out to people where they are • Support communities to develop and build their capacity • Develop alternative delivery methods • Help tackle isolation Education and learning Inspiring learners, transforming learning, strangthening partnerships Equality and Inclusion We will provide accessible wellbeing and learning services through targeted interventions • Ensure equality of opportunity by making sure that our services are accessible to all • Target our programmes and interventions to ensure we reach those most in need • Enable access to learning and information • Provide welcoming and inviting spaces 89
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5. Enabling Our Plan What do we need to have in place for this plan to be successful? A long-term estates strategy for South Lanarkshire Council SLLC’s ability to deliver on this ask is inextricably linked to the Council’s long-term estates strategy and the need for the SLC to create an affordable, efficient, fit-for- purpose and sustainable core estate that enables SLLC to deliver services that are accessible and affordable, support people to be more engaged, meet current and future needs and can target the most disadvantaged. Community and Enterprise Resources will assist SLLC in the provision of these services by continuing to oversee capital investment in the council’s leisure and culture facilities: the new build of Larkhall Leisure Centre over the next two years will be a major project, as will be the implementation of the council’s £13m Leisure and Culture Transformation Fund which will help modernise the leisure and culture estate, optimise use of the leisure and culture assets and assist in the transition towards net zero. Medium term financial plan Since the establishment of the original leisure trust in 2002, SLLC’s income has comprised the annual management fee it receives from the Council, and the income it generates from the paying customers. This combined income provides the means to pay all expenditure and to enable a ‘break-even’ position each year. In recent years, income has reduced due to a range of external factors, and annual savings exercises have resulted in short notice proposals to withdraw from service provision. This is not the preferred approach for leisure and culture services, and it is recognised that longer-term sustainability for SLLC and service delivery is needed. Aligned to the development of this Commissioning Plan, a more sustainable business model has been developed that will move away from year-by-year financial planning cycles to a new rolling three-year financial plan linked to three-year Management Fee modelling. SLLC will maintain existing autonomy overpricing as part of their financial business planning. Strong partnership working It is vital that both parties create the right conditions for strong partnership working to enable strong communication and mutual understanding of the opportunities and challenges facing each organisation, whist recognising their respective independent status. As a minimum, quarterly meetings between the Council Leader and SLLC Chair; the Council Chief Executive and SLLC Chief Executive should be used to promote these discussions. Where appropriate a representative from SLLC will also attend, ex officio, Community and Enterprise Resources CMT meetings where there is impact. Similarly, the Executive Director of Community and Enterprise Resources is invited to attend SLLC Board meetings. 90
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The Chief Executive of SLLC should continue as a member of the Community Planning Partnership Board to promote alignment between SLLC priorities and the priorities of the Council and the Community Planning Partnership, for example through the Marmot Place pilot: Marmot Places South Lanarkshire Council, in partnership with NHS Lanarkshire and the Community Planning Partnership, is one of three Scottish local authorities that will particate in the Scottish Marmot Place pilot. A Marmot Place recognises that health and health inequalities are mostly shaped by the conditions in which people are born, grow, live, work and age. It takes action to improve health and reduce health inequalities. SLLC will continue to be a key player in developing and delivering interventions to improve health equity, embedding health equity approaches in local systems and taking a long- term, whole-system approach to improving health equity. 91
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6. Implementation and Monitoring How will we know if the plan is being implemented successfully? A performance management framework will underpin the Commissioning Plan to monitor how our ask of SLLC is impacting on the people and communities of South Lanarkshire. Information will be gathered across three levels to inform, support and influence future decision making: 1. The South Lanarkshire Context This will include a suite of external indicators that collectively provide the South Lanarkshire context around health and wellbeing, acting as a high-level impact assessment of the work of the Council and SLLC. These ‘health check’ indicators will be reviewed and updated as new data becomes available and/or as each new Commissioning Plan and Council Plan is developed. 2. Improving Outcomes This will include a series of indicators and case study information that will allow the Council to assess how well SLLC are responding to the ‘ask’ within the Commissioning Plan. Progress reports focused on improving outcomes will be presented to the Council for monitoring. 3. SLLC Operational Performance It is the role of the SLLC Board to monitor the operational performance of SLLC, however the Council will continue to monitor the outcomes from the Culture and Leisure Services indicators contained within the Local Government Benchmarking Framework (LGBF). The results from the LGBF are presented annually to the Performance and Review Scrutiny Forum and uploaded onto the performance pages on Council’s website. An example Performance Management Framework is included within Appendix 2. 92
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Appendix 1 - The Commissioning Plan Process Every 5 Years – Developing the Strategic Ask 93
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Appendix 2 - Performance Management Framework General Health 47.5% of people in South Lanarkshire have very good health, compared to 48.0% Scottish Average 6.5% of people in South Lanarkshire have bad or very bad health, compared to 5.6% Scottish Average Long –Term Health Condition – 22.1% of people in South Lanarkshire have a long-term illness, disease or condition which may be managed with treatment or medication, compared to 21.4% Scottish Average Mental Health – 11.1% of people in South Lanarkshire have a mental health condition, compared to 11.3% Scottish Average. This has increased significantly since the 2011 census (4.5% and 4.4% respectively) Ageing Population – 20.3% of the South Lanarkshire population are aged 65 and over, which is higher than the Scottish Average of 20.1% (Source: Scotland’s Census 2022) Life Expectancy - Life expectancy in South Lanarkshire is lower than the Scottish Average • Female South Lanarkshire (80.3) / Female Scottish Average (80.8) • Male South Lanarkshire (76.3) / Male Scottish Average (76.8) (Source: National Records of Scotland) Deprivation - there are 431 areas (Datazones) within South Lanarkshire. Of these, just over one fifth of South Lanarkshire sits within the most deprived 20% of all areas in Scotland South Lanarkshire has the ninth highest Health Deprivation rate in Scotland (Source: Scottish Index of Multiple Deprivation (SIMD)) The South Lanarkshire Context 94
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Example Outcomes for Council performance monitoring are detailed below. These will be further developed in conjunction with SLLC and will continue to evolve as new health and health inequalities data and measures are established. Outcome 1 - How will we know if SLLC are helping the people of South Lanarkshire to live healthier, happier lives? • SLLC will actively participate in a whole system approach to health and wellbeing along with partners, including the NHS and the Health and Social Care Partnership, and provide examples of successful partnership working in this area (including Marmot Places) • SLLC will provide information on programmes, events and activities which encourage and support the inactive to be active • SLLC will provide information on programmes, events and activities which support positive mental health Outcome 2 - How will we know if those services which are essential to our communities are accessible and affordable? • SLLC will provide information on attendance levels across the various culture and leisure service areas • SLLC will provide information on the number of concessionary memberships • SLLC will provide information on the number of Activeage memberships • Key performance indicators around service accessibility will be developed for SLLC to report on Outcome 3 - How will we know if SLLC are providing accessible, targeted interventions? • SLLC will provide information on targeted programmes, events and initiatives delivered throughout our communities • SLLC will support the Council’s contextual safeguarding response in the Cam/Glen area Outcome 4 - How will we know if SLLC are helping our children and young people thrive? • SLLC will provide information on programmes, events and initiatives which increase engagement with young people (i.e. Active Schools) Outcome 5 - How will we know if SLLC are inspiring learners? • SLLC will actively participate in the Community Learning and Development Partnership and provide information on the various learning opportunities being delivered for the South Lanarkshire community Outcome 6 - How will we know if SLLC are supporting caring and connected communities? • SLLC will provide information on initiatives which bring people together to help tackle isolation • SLLC will provide information on volunteering within our community Improving Outcomes 95
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The Council will continue to monitor outcomes from the Local Government Benchmarking Framework (LGBF) • The core purpose of the LGBF is to make comparisons on spend/cost, performance and customer satisfaction results over several years and also between similar councils • The LGBF comprises a suite of performance indicators, including culture and leisure services manged by SLLC, as follows: C&L01 Cost per attendance at sports facilities C&L02 Cost per library visit C&L03 Cost of museums per visit C&L05a Percentage of adults satisfied with libraries C&L05c Percentage of adults satisfied with museums and galleries C&L05d Percentage of adults satisfied with leisure facilities • The latest set of results (2022/23) were presented to the Performance and Review Scrutiny Forum on 19 November 2024 • Publication of the LGBF results is a statutory requirement set out by the Accounts Commission and is seen as a key part of Councils’ commitment to Best Value, public performance reporting (PPR) and continuous improvement SLLC Operational Performance 96