Agenda Document Pack - Executive Committee - 25/06/2025
South Lanarkshire Council · 25 June 2025
Back to Executive Committee — 25 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 17 June 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, 25 June 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, Gavin Keatt, Susan Kerr, Ross Lambie, Eileen Logan, Katy Loudon, Ian McAllan, Catherine McClymont, 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, Hugh Macdonald, Kenny McCreary, Elaine McDougall, Mark McGeever, Graham Scott, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Executive Committee held on 28 May 2025 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Revenue Budget Year-End 2024/2025 Report dated 3 June 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 13 - 26 4 Revenue Budget Monitoring for Period 2 - 1 April 2025 to 16 May 2025 Report dated 3 June 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 27 - 32 5 Capital Budget Monitoring Final Outturn – 2024/2025 Report dated 4 June 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 33 - 42 6 Capital Budget 2025/2026 and Monitoring for Period 2 - 1 April 2025 to 16 May 2025 Report dated 4 June 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 43 - 54 7 Employee Workforce Monitoring Information - 1 April 2024 to 31 March 2025 Yearly Summary Report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 55 - 76 Item(s) for Decision 8 2026/2027 to 2027/2028 Revenue Budget Strategy Report dated 6 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 77 - 94 9 Local Action Fund - Spend Proposals Report dated 17 June 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 95 - 100 10 Agile Working Guidance Report dated 4 June 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 101 - 124 11 Homelessness Temporary Accommodation Proposal Report dated 21 May 2025 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 125 - 130 12 Land and Property Transfers and Disposals Report Report dated 27 May 2025 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 131 - 140 2
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13 Health and Care (Staffing) (Scotland) Act 2019 Joint report dated 16 May 2025 by the Director, Health and Social Care, Executive Director (Finance and Corporate Resources) and Interim Executive Directors (Education Resources) and (Housing and Technical Resources). (Copy attached) 141 - 156 14 Commissioning Plan for Services Delivered by South Lanarkshire and Leisure and Culture (SLLC) Report dated 4 June 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 157 - 178 15 Marmot Place Programme for South Lanarkshire Report dated 5 June 2025 by the Chief Executive. (Copy attached) 179 - 186 Item(s) for Noting 16 Equalities Mainstreaming Report 2025 Report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 187 - 270 17 Interim Update 10-Year Estate Strategy Report dated 4 June 2025 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 271 - 276 18 Commercial Opportunities Update Report dated 4 June 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 277 - 282 19 Resource Plans and Connect Reporting 2025/2026 Report dated 27 May 2025 by the Chief Executive. (Copy attached) 283 - 286 Urgent Business 20 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 28 May 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 Ross Clark, Councillor Margaret Cooper, Councillor Poppy Corbett (substitute for Councillor Ross Lambie), Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Celine Handibode (substitute for Councillor Gerry Convery), Councillor Graeme Horne (substitute for Councillor Ian McAllan), Councillor Cal Johnston- Dempsey (substitute for Councillor Andrea Cowan), Councillor Gavin Keatt, Councillor Susan Kerr, Councillor Eileen Logan, Councillor Catherine McClymont, Councillor Lesley McDonald, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Norman Rae, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor John Ross, Councillor David Shearer, Councillor Margaret B Walker Councillors' Apologies: Councillor Gerry Convery (Depute), Councillor Andrea Cowan, Councillor Elise Frame, Councillor Ross Lambie, Councillor Katy Loudon, Councillor Ian McAllan Attending: Chief Executive’s Service P Manning, Chief Executive; J Davitt, Public Relations Team Leader Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Education Resources A Donaldson, Interim Executive Director; V Sinclair, Partnership Development Manager Finance and Corporate Resources J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); 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 Egan, Interim Executive Director Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 30 April 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Update to Funding A report dated 6 May 2025 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £13.592 million, which had been made available to the Council by the Scottish Government and other external sources. The funding had been allocated as follows:- Revenue Funding Resource 2025/2026 (£m) Community and Enterprise 4.925 Social Work 7.740 Total 12.665 Capital Funding Resource 2025/2026 (£m) Community and Enterprise 0.927 Total 0.927 Overall Total 13.592 The Executive Director (Finance and Corporate Resources) responded to a member’s question in relation to the ‘No One Left Behind’ (NOLB) employability funding and advised that officers could provide a breakdown of spend. The Committee decided: that the report be noted. [Reference: Minutes of 12 March 2025 (Paragraph 5)] Councillors Chalmers and Cooper joined the meeting during consideration of the above item of business 4 Update on the Expansion of Secondary Schools - Future Capacity Issues A report dated 9 May 2025 by the Interim Executive Director (Education Resources) was submitted:- outlining the progress on the secondary school programme for Holy Cross High School, Hamilton, St Andrew’s and St Bride’s High School, East Kilbride and Uddingston Grammar and recommending an implementation plan highlighting anticipated pupil growth, including new housing developments, in the identification of any other secondary schools potentially in need of building works The planning capacity and updated pupil roll projections at the following schools were provided in Table 1 at paragraph 4.3 of the report:- Calderside Academy, Blantyre Holy Cross High School St Andrew’s and St Bride’s High School Uddingston Grammar 6
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An update on each of the schools, in terms of addressing capacity issues, was provided at Section 5 of the report. Education Resources continued to monitor pupil numbers against capacity at the remainder of the Council’s secondary schools and a number of short-medium term emerging issues had been identified, details of which were provided in Section 6 of the report. The overall estimated cost for the works at Holy Cross High School, St Andrew’s and St Bride’s High School and Uddingston Grammar had been identified at £18.518 million. The funding package to support the 3 secondary schools projects was shown in Table 3 of the report and was made up of Developer Contributions from a range of new housing developments in the affected school catchment areas together with City Deal Grant, as part of the overall City Deal Programme. In terms of the City Deal funding, the submission of a City Deal Change Control Request was required to refine the funding across the schools. This included the realignment of City Deal funding from that outlined in the original Outline Business Case. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the expansion proposals for Holy Cross High School, St Andrew’s and St Bride’s High School and Uddingston Grammar School to proceed to the detailed design and tender stage be approved; and (2) that a City Deal Change Control Request to refine the City Deal funding across the schools, as outlined at section 7.2 of the report, be approved. [Reference: Minutes of 21 September 2022 (Paragraph 7)] 5 Climate Emergency Fund 2025/2026 – Project List A report dated 8 May 2025 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the recently announced Scottish Government funded Climate Emergency Fund 2025/2026 seeking approval for the proposed spend profile for the fund within the Council The Council, as part of its budget settlement from the Scottish Government, had received £2.198 million for Climate Emergency Funding. The purpose of this funding was to scale up existing projects, such as renewable energy, public transport and active travel networks. Local authorities had also been encouraged to invest in new and innovative projects that would tackle the climate emergency, particularly opportunities that would also stimulate the economy and provide additional jobs. Details of the proposed projects were provided in Section 4 of the report. The budget would be managed throughout the year to ensure that the fund achieved full spend, with no overspend. Officers responded to a members’ questions on various aspects of the report. The Committee decided: that the spend profile, outlined in Section 4 of the report, for the Climate Emergency Fund 2025/2026 allocation for the Council be approved. Councillor Horne joined the meeting during consideration of the above item of business 7
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6 Delivering and Enabling Commercial Space - Programme of Activity A report dated 8 May 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the Glasgow City Region Delivering and Enabling Commercial Space Programme. In February 2024, the Glasgow City Region (GCR) Cabinet agreed that an allocation of £64.57 million from the City Deal Infrastructure Fund, previously allocated for improvements in connectivity to Glasgow Airport, should be allocated towards a new, regional project of significant scale. The GCR Cabinet also agreed that the Programme Prioritisation Framework (PPF) process be used to identify the new regional project, with the identification of projects coming through an Expression of Interest (EoI) process open to all member authorities. At the conclusion of the process, the ‘Enabling Commercial Space Programme’ EoI had ranked the highest. The proposal was to establish a programme of funding to support direct delivery of new, commercial space and through enabling land, new build construction and the refurbishment of existing stock. The Programme would enable member authorities to utilise funds to address market failure directly, create new commercial space for lease or enable development of commercial stock through remediating and/or servicing of sites. All member authorities had identified a long list of projects that met the criteria of the Programme. Each of those projects was submitted to GCR as an EoI. This long list allowed the Strategic Business Case to be developed and was approved by the GCR Cabinet in February 2025. The Council’s long list of projects was set out in Appendix 1 to the report. Approval had now been given by the GCR Cabinet to move forward and, as a result, the Council had been allocated £11,075,919 from the overall programme. The allocation was to be supported by a further assessment process, as set out in Section 6 of the report, and individual Full Business Cases were to be approved in due course by both the Council and the GCR Cabinet. The allocation to the Council, although significant, was not sufficient to deliver all the projects listed in the appendix. A rigorous assessment had, therefore, been undertaken for each project so that a priority list of projects could be identified. Due to an external grant award, the priority projects now included a new project, Industrial Unit Upgrade and Retrofit, which had not been included in the long listing process. The proposed priority projects were set out in Table 1 of the report. The Industrial Unit Upgrade and Retrofit project would require to be approved by the GCR Cabinet via the standard change control process. Projects which had met the minimum scoring criteria would continue to be developed as far as possible to ensure that they were ‘shovel ready’ for any additional GCR funding or external funding opportunities. The Head of Enterprise and Sustainable Development responded to a member’s question on the Industrial Unit Upgrade and Retrofit project. The Committee decided: that the Council’s identified priority projects, as set out in Table 1, be taken forward, along with any actions required, to ensure the delivery of the investment within the timescales and other criteria set out in the Programme. 8
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7 Council Workforce Strategy and Plan 2025 to 2027 A report dated 2 May 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Council Workforce Strategy and the Council and Resource Workforce Plans. The Council’s Workforce Strategy and Plans were aligned to current and future Council service needs and detailed the approach by the Council to ensure that the workforce required was in place to meet those needs. A copy of the Council’s Workforce Strategy, which reflected the recommendations from the Audit Scotland – Best Value thematic work in February 2024, was attached as Appendix 1 to the report. Across the Council, recruitment challenges and absence levels continued to impact on workforce availability and service delivery and the workforce planning process identified specific actions in relation to those. The Council Workforce Strategy detailed the key workforce planning themes that the Council would progress during 2025 to 2027 and those were reflected in the Council Workforce Plan, attached as Appendix 2 to the report. Resource Plans would be remitted to Resource Committees for approval in August and September 2025. Officers responded to members’ questions on various aspects of the report. Following a request by Councillor Robb, it was agreed that Biodiversity training be incorporated within Workforce Plans. The Committee decided: (1) that the Council Workforce Strategy and Workforce Plan be approved; (2) that the update on Resource Workforce Plans be noted; and (3) that Biodiversity Training be incorporated within Workforce Plans. 8 Council’s Youth Champion and Representative on Regen:fx Youth Trust A report dated 7 May 2025 by the Executive Director (Finance and Corporate Resources) was submitted proposing that Councillor Mathew Buchanan replace Councillor Keatt as the Council’s Youth Champion and representative on the Board of Regen:fx Youth Trust. Councillor Fagan, seconded by Councillor Devlin, moved the recommendations in the report. Councillor Ross, seconded by Councillor Shearer, moved as an amendment that Councillor Clark be appointed to replace Councillor Keatt as the Council’s Youth Champion and representative on the Board of Regen:fx Youth Trust. On a vote being taken using the electronic voting system, 17 members voted for the motion, 9 for the amendment and 1 abstained. The motion was declared carried. The Committee decided: that Councillor Mathew Buchanan replace Councillor Keatt as the Council’s Youth Champion and representative on the Board of Regen:fx Youth Trust. [Reference: Minutes of South Lanarkshire Council of 18 May 2022 (Paragraph 7)] 9
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9 Community Wealth Building Legislation – Call for Views A report dated 25 April 2025 by the Chief Executive was submitted providing a draft of the Council’s response to the Scottish Parliament’s call for views on the Community Wealth Building (Scotland) Bill. The Community Wealth Building (Scotland) Bill was introduced on 20 March 2025 and sought to advance the implementation of the Community Wealth Building (CWB) model of economic development in Scotland by promoting investment in communities. The Scottish Parliament’s Economy and Fair Work Committee was conducting stage 1 scrutiny of the Bill and had issued a call for views, with a deadline for submission of 23 May 2025. The Council had obtained agreement to submit its written response on 28 May 2025, to allow it to be considered and approved by the Executive Committee. The Council’s draft response was attached at Appendix 1 to the report. Following a member’s proposal, it was agreed that the following be incorporated into the Council’s response to the call for views in relation to the Finance and Land Pillars:- request guidance on community wealth building and community benefit payments for onshore wind to start at between £8k and £10k per megawatt per year request guidance on community benefits from other forms of renewables, including solar farms and battery farms, as soon as possible request guidance (or indeed a requirement) for new renewable energy projects to provide a 10-20% public and/or community shares in renewable energy The Committee decided: that the response to the Scottish Parliament’s call for views on the Community Wealth Building (Scotland) Bill, as attached as Appendix 1 to the report, be approved subject to the inclusion of the suggested changes outlined above. 10 Strategic Environmental Assessment Progress 2024/2025 A report dated 8 May 2025 by the Executive Director (Community and Enterprise Resources) was submitted on progress in carrying out Strategic Environmental Assessments (SEA) on the Council’s policies, plans, programmes and strategies. The Environmental Assessment (Scotland) Act 2005 required the Council, as a ‘Responsible Authority’, to carry out an SEA of all its policies, plans, programmes and strategies. The Executive Director (Community and Enterprise Resources) advised that there was a typographical error at Tables 1 and 2 of the report where it referred to 2023/2024 rather than 2024/2025. Progress in carrying out SEAs in 2025/2025 was detailed in Section 4 of the report. The Committee decided: (1) that the statutory requirement for SEA to inform the development of Council led policies, plans, programmes and strategies be noted; and (2) that progress in conducting SEAs be noted. 10
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11 Urgent Business There were no items of urgent business. 11
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Report Agenda Item To: Executive Committee Date of Meeting: 25 June 2025 Prepared By: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Year-End 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the overall financial position of the Council’s General Fund Revenue Account and Housing Revenue Account for the period 1 April 2024 to 31 March 2025 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that across Resources, Corporate Items, Loan Charges and Council Tax, the Council is showing a year-end underspend of £0.548 million after proposed Transfers to Reserves (Section 4 and Appendix 1), be noted; (2) that the Probable Outturn transfers approved by Members has now been revised to £47.409 million (previously £45.580 million) (Appendix 3), be approved; (3) that the additional year-end transfers to reserves totalling £9.023 million (Appendix 4), be approved; (4) that the underspend of £0.700 million in relation to South Lanarkshire Leisure and Culture (SLLC) utilities costs be returned to SLLC for use in future years’ (Section 4.5), be approved; (5) that the additional non-recurring underspend of £0.170 million in the delegated budget to the Integration Joint Board (IJB) be held in reserves for their use in future years (sections 4.6 and 4.7), be approved; (6) that the monies previously set aside for Empty Property Relief no longer required (£0.700 million), be transferred to support the cost of Insurance (section 4.16), be approved; (7) that the £0.548 million underspend after proposed Transfers to Reserves, be allocated £0.040 million to Winter Wishes and £0.508 million to support the Pay Award (section 4.20), be approved; (8) that this results in a break-even position for the Council for 2024/2025 (section 4.21), be noted; and (9) that the break-even position on the Housing Revenue Account (Section 5), be noted. 3. Background 3.1. This overview report will summarise the 2024/2025 year-end position for the Council’s General Fund Revenue Account and Housing Revenue Account. 3 13
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3.2. Section 4 details the final position for the financial year, as well as the movement from the previously reported Probable Outturn position for the Council. The Housing Revenue position is shown in Section 5. 3.3. Appendix 1 to the report details the overall spend position for the current year. This position includes all Transfers to Reserves. The Transfers to Reserves approved at Probable Outturn totalling £45.580 million (Executive Committee, 12 February 2025) are shown in Appendix 3 for reference. There are some changes to these transfers to reflect spend achieved during the year. 3.4. There are also some new Transfers to Reserves proposed at the end of the year, and these are shown in Appendix 4. 4. General Services – 2024/2025 Year-End Position 4.1. For reference, the Council’s overall Probable Outturn (including approved Transfers to Reserves totalling £45.580 million (Executive Committee, 12 February 2025) was a forecast break-even. 4.2. The year-end outturn position is showing an underspend of £0.548 million. This is after proposed Transfers to Reserves at year-end. Table 1 shows the movement from the Probable Outturn break-even position to the improved underspend position of £0.548 million at financial year-end. Table 1 – General Service Year-End 2024/2025 (After Transfers to Reserves) Probable Outturn £m Year-End £m Movement from Probable to Outturn £m Resource Position (sections 4.4 to 4.7) 0.000 0.042 0.042 Loan Charges (section 4.8) 0.000 0.193 0.193 Corporate Items (section 4.9) 0.000 0.360 0.360 Council Tax (section 4.17) 0.000 (0.047) (0.047) General Services Underspend 2024/2025 0.000 0.548 0.548 4.3. This report and appendices provide a detailed analysis of the Council’s financial position at the end of financial year 2024/2025. Appendix 1 shows the position in full, including the outturn before and after transfers to reserves. A summary is included in sections 4.4 to 4.21 with the detail across spend areas included in Appendix 2. 4.4. Resources – Underspend of £0.042 million: The minor underspend position is after taking into account Transfers to Reserves totalling £7.269 million. This is made up of £3.207 million of Transfers agreed at the Probable Outturn, adjusted for an additional £1.754 million to reflect the final spend position on these areas at the end of the year. This adjustment to the Transfers mainly reflects a greater underspend in Children and Families in relation to the Scottish Welfare Fund grant income which would be carried forward into the new financial year. The Total Transfers to Reserves for Resources also includes new transfers of £2.308 million being proposed by the Resources as part of their year-end position. Further detail on the Resource position is noted in Appendix 2 (sections 1 to 8). The adjusted Probable Outturn Transfers are detailed in Appendix 3 with the new transfers shown in Appendix 4. 14
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4.5. Within Community and Enterprise Resources, the year-end position includes a new £0.700 million commitment in relation to an underspend on South Lanarkshire Leisure and Culture (SLLC) property utilities, that are paid for by the Council. It is proposed that this underspend is returned to SLLC for use in future years’ Budget Strategies. 4.6. Within Social Work Resources, the year-end position for Adult and Older People includes a £0.650 million commitment in relation to the element of the budget delegated to the Integration Joint Board (IJB). This is in line with the Probable Outturn position. This commitment reflects the agreed position at Probable Outturn where the Council allows the IJB to retain this non-recurring underspend within their reserves, earmarked for future care costs, in line with the approach to integrating health and social care budgets. 4.7. In addition, within Housing and Technical Resources, the year-end position for Property Services also includes a £0.170 million commitment in relation to the element of the budget delegated to the IJB for Scheme of Assistance. It is proposed that the Council allows the IJB to retain these monies within their reserves, for future use by the IJB. This would take the total underspend retained by the IJB to £0.820 million. 4.8. Loan Charges: There is an underspend of £0.193 million after the Transfers to Reserves approved at Probable Outturn (Appendix 3) and Transfers to Reserves proposed at year-end (Appendix 4). The transfers to reserves at the year-end are due to the additional Interest on Revenue Balances (IORB) achieved, and it is proposed that they are earmarked to assist in funding the pay award risk moving forward. The remaining underspend is an improved position of £0.193 million from the breakeven position reported at Probable Outturn and reflects the benefit of interest costs being less than anticipated. 4.9. Corporate Items: There is a net underspend of £0.360 million after taking into account the adjusted Transfers to Reserves agreed at the Probable Outturn (Appendix 3), as well as the additional transfers being proposed as part of the year- end position (Appendix 4). This is an improvement of £0.360 million (from the break- even at Probable Outturn) and reflects two notable movements shown in Table 2. Table 2: Movements in Corporate Items Since Probable Outturn £m Bad Debt Provision Movements in specific provisions across Resources has had a favourable impact on the Corporate Bad Debt Provision budget in 2024/2025. 0.546 Council Tax Second Homes – New Policy (100% Surcharge) £0.200 million of Council Tax income (included in the Council Tax Outturn, section 4.17) relates to the second homes policy introduced in April 2024. This cost to Corporate Items reflects the transfer of these monies to the Housing Revenue Account, in line with the policy agreed. (0.200) Other Minor Movements 0.014 Revised Position 0.360 15
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4.10. Service Concessions: The change in the accounting treatment for the Council’s Service Concessions (Public Private Partnership (PPP) scheme) has resulted in an underspend of £4.409 million at the end of the year. 4.11. Since the last report to Committee on the implementation of IFRS16 (Executive Committee, November 2024), further work has been undertaken by the Council’s Treasury Advisers on the Council’s PPP arrangements, and the impact of the change in accounting treatment for IFRS16. At the end of the year, the change in interest rates and indexation since the initial calculations were undertaken, has meant that the estimated savings available in the earlier years are higher than originally anticipated and therefore higher than had been assumed as part of the Council’s 2026/2027 and 2027/2028 Revenue Budget Strategy. 4.12. It is proposed that the underspend of £4.4 million for 2024/2025 be set aside to assist in managing the risk of the Pay Award being higher than the assumption included in the Council’s Budget Strategy. This is covered further in a separate paper to this Committee the Council’s on the 2026/2027 and 2027/2028 Budget Strategy. This proposed transfer is included in the additional Transfers to Reserves outlined in Appendix 4. 4.13. Insurance Fund: The Revenue Budget Strategy included £1.1 million as a budgeted transfer to the Insurance Fund in 2024/2025 (Appendix 3). 4.14. During 2024/2025, the Council has endured the impact of Storm Eowyn. This is one in a line of significant storm events experienced across recent years and this is having an impact on the annual costs being faced by the Fund both in terms of the claims and the premiums charged. There are also future costs anticipated in relation to liabilities which pre-date the Council and which cannot be covered by the Insurance policies held by the Council. While the Budget Strategy includes an annual increase in the allocation to the Fund, it is now not sufficient to meet the anticipated costs, and a number of additional transfers are proposed to support the Fund moving forward. 4.15. Included within the Finance and Corporate Transfers to Reserves is a further proposed contribution to the Fund of £0.803 million (Appendix 4). This proposed transfer can be met from an underspend on the Empty Property Relief (EPR) budget. 4.16. The Council also had £0.700 million set aside in the Council’s earmarked reserves for the anticipated costs of Empty Property Relief in 2024/2025. This has not been required, and it is recommended that this is also transferred to the Insurance Fund. This takes the total additional amount from the General Fund to £1.503 million. 4.17. In addition, given the level of property damage costs incurred on the Council’s Housing Stock, the Housing Revenue Account year-end position includes an additional contribution of £0.500 million to the Insurance Fund in 2024/2025. This is included in the HRA year-end position outlined in Section 5. 4.18. Council Tax: The over recovery for the year is £3.253 million, representing a minor adverse movement of £0.047 million since the Probable Outturn. 16
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4.19. Transfers to Reserves: The year-end underspend of £0.548 million includes total Transfers to Reserves of £56.432 million. This includes the Transfers to Reserves approved as part of the Probable Outturn (£45.580 million) adjusted for movements totalling £1.829 million to reflect the final spend position at the end of the year (Appendix 3). 4.20. Additional Transfers to Reserves proposed at year-end total £9.023 million. This reflects the requested carry forward of funding in Reserves to allow committed areas of spend to be incurred in 2025/2026. Details of these additional proposed transfers are provided in Appendix 4. This takes the total Transfers to Reserves at year-end to £56.432 million. 4.21. Final Underspend: Taking the above year-end transfers into account leaves a final underspend of £0.548 million. 4.22. Given the ongoing success of the programme, it proposed that £0.040 million of the Council underspend be set aside to support the continuation of the Winter Wishes Strategy in 2025/2026, which will help care experienced young people by providing additional support, including financial support. It is also proposed that the remaining £0.508 million is set aside to assist in managing the risk that the Pay Award is greater than the amount assumed in the Council’s Budget Strategy. This is detailed in a separate report to this Committee on the 20206/2027 and 2027/2028 Budget Strategy. 4.23. If this proposal is agreed, then these monies will be transferred to Reserves and will result in the Council returning a break-even position for financial year 2024/2025. 4.24. Year-end Accounting Adjustments: As part of the year-end process, expenditure is reviewed to identify whether it is Revenue or Capital spend. Any spend that should be classed as Capital has been removed from these monitoring figures. This has no impact on the bottom-line position of the Resources. 5. Housing Revenue Account Year-End 2024/2025 5.1. As at 31 March 2025, the Housing Revenue Account (HRA) is a showing a break- even position. 5.2. This break-even position is after a transfer from the HRA Reserve of £2.974 million. This Transfer from Reserves is £0.430 million higher than the latest probable outturn position which was a Transfer from Reserves of £2.544 million. The reason for this increase is the net impact of an overspend on Loan Charges due to interest charges being greater than anticipated and an overspend in repairs and maintenance costs which are partially offset by an over recovery of rental income and a reduction in bad debt written off. 5.3. The details of the variances across the HRA are shown in Appendix 5. 6. Employee Implications 6.1. None. 7. Financial Implications 7.1. As detailed in sections 4 and 5 of the report. 17
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8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the Probable Outturn exercise ensures early warning for corrective action to be taken where appropriate. 9.2. There are no implications for sustainability in terms of the information contained in this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 3 June 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 31 March 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 18
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Appendix 1 Revised Forecast Forecast Annual Actual Variance Actual Variance Annual Before After Forecast 31/03/2025 31/03/2025 31/03/2025 31/03/2025 Budget Transfers Transfers Variance Before Before After After (After Transfers Transfers Transfers Transfers Transfers) Resources: £m £m £m £m £m £m £m £m Community and Enterprise Resources 129.318 129.278 129.318 0.000 128.701 0.617 129.318 0.000 Facilities Waste and Grounds 81.139 80.726 80.726 0.413 80.568 0.571 80.963 0.176 Leisure and Culture 21.747 21.759 21.759 (0.012) 21.713 0.034 21.765 (0.018) Planning and Regulatory Services 4.903 4.363 4.363 0.540 4.365 0.538 4.365 0.538 Enterprise and Sustainable Development 3.901 3.534 3.534 0.367 3.629 0.272 3.629 0.272 Roads, Transportation and Fleet 17.628 18.896 18.936 (1.308) 18.426 (0.798) 18.596 (0.968) Education Resources 483.338 482.921 483.338 0.000 482.703 0.635 483.334 0.004 Education 483.338 482.921 483.338 0.000 482.703 0.635 483.334 0.004 Finance and Corporate Resources 41.242 40.386 41.242 0.000 39.150 2.092 41.242 0.000 Finance Services - Strategy 2.254 2.266 2.266 (0.012) 2.312 (0.058) 2.312 (0.058) Finance Services - Transactions 18.136 17.403 18.153 (0.017) 16.295 1.841 18.251 (0.115) Audit and Compliance Services 0.358 0.320 0.320 0.038 0.315 0.043 0.315 0.043 Information Technology Services 7.112 7.244 7.244 (0.132) 7.242 (0.130) 7.242 (0.130) Communications and Strategy Services 2.803 2.614 2.614 0.189 2.516 0.287 2.546 0.257 Administration and Licensing Services 4.265 4.113 4.219 0.046 4.025 0.240 4.131 0.134 Personnel Services 6.314 6.426 6.426 (0.112) 6.445 (0.131) 6.445 (0.131) Housing & Technical Resources 17.692 16.987 17.692 0.000 15.971 1.721 17.692 0.000 Housing Services 9.196 8.629 9.084 0.112 8.468 0.728 9.041 0.155 Property Services 8.496 8.358 8.608 (0.112) 7.503 0.993 8.651 (0.155) Social Work Resources 237.517 236.328 237.517 0.000 235.309 2.208 237.517 0.000 Performance and Support Services 6.099 6.005 6.005 0.094 5.847 0.252 5.847 0.252 Children and Families 49.218 48.888 49.727 (0.509) 48.173 1.045 50.031 (0.813) Adults and Older People 181.344 180.994 181.344 0.000 180.984 0.360 181.334 0.010 Justice and Substance Misuse 0.856 0.441 0.441 0.415 0.305 0.551 0.305 0.551 Joint Boards 1.902 1.902 1.902 0.000 1.864 0.038 1.864 0.038 911.009 907.802 911.009 0.000 903.698 7.311 910.967 0.042 Revised Forecast Forecast Annual Actual Variance Actual Variance Annual Before After Forecast 31/03/2025 31/03/2025 31/03/2025 31/03/2025 Budget Transfers Transfers Variance Before Before After After (After Transfers Transfers Transfers Transfers Transfers) Summary: £m £m £m £m £m £m Resources Total 911.009 907.802 911.009 0.000 903.698 7.311 910.967 0.042 CFCR 1.289 1.289 1.289 0.000 1.289 0.000 1.289 0.000 Loan Charges 39.589 31.682 31.682 7.907 30.622 8.967 31.489 8.100 Corporate Items 5.526 1.250 3.006 2.520 (5.033) 10.559 2.646 2.880 Employers Contribution - T/f to Reserves 22.965 22.965 22.965 0.000 22.965 0.000 22.965 0.000 Investments - 23-24 T/f to Reserves 0.325 0.325 0.325 0.000 0.325 0.000 0.325 0.000 Outturn Underspend - T/f to Reserves 0.000 0.000 13.727 (13.727) 0.000 0.000 13.727 (13.727) Total Expenditure 980.703 965.313 984.003 (3.300) 953.866 26.837 983.408 (2.705) Council Tax 181.587 184.992 184.992 3.405 184.774 3.187 184.774 3.187 Less: Council Tax Reduction Scheme (23.544) (23.649) (23.649) (0.105) (23.478) 0.066 (23.478) 0.066 158.043 161.343 161.343 3.300 161.296 3.253 161.296 3.253 General Revenue Grant 411.592 411.592 411.592 0.000 411.592 0.000 411.592 0.000 Non Domestic Rates 366.018 366.018 366.018 0.000 366.018 0.000 366.018 0.000 Transfer from Reserves 45.050 45.050 45.050 0.000 45.050 0.000 45.050 0.000 Total Income 980.703 984.003 984.003 3.300 983.956 3.253 983.956 3.253 Net Expenditure 0.000 (18.690) 0.000 0.000 (30.090) 30.090 (0.548) 0.548 SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 31 March 2025 19
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Appendix 2 Detail of Year-End Position Across Resources and Centrally Held Budgets 1. Total Revenue Outturn – Movement from Last Reported Position: The previously reported Probable Outturn position for General Services was a break-even position after corporate Transfers to Reserves of £13.727 million. At financial year-end, the position is an additional underspend of £0.548 million. This is made up of an improvement in the Resources and centrally held budgets of Corporate Items and Loan Charges (£0.595 million) and a decrease in the over-recovery of Council Tax / Council Tax Reduction Scheme (£0.047 million). Each of the individual areas of the Council’s General Services budgets are detailed in the remainder of this Appendix. 2. Resources and Centrally Held Budgets: Details of the Resource positions, including any assumptions are detailed below. These figures include the Transfers to Reserves approved at Probable, including some changes, (Appendix 3) as well as those proposed as part of the year-end position (Appendix 4). 3. Community and Enterprise Resources: At year-end, after Transfers to Reserves, the Resource is showing a break-even position. This position includes a £0.700 million commitment in relation to an underspend on South Lanarkshire Leisure and Culture (SLLC) utilities. This commitment reflects the underspend being returned to SLLC for use in future years’ Budget Strategies. The position also includes further year-end Transfers to Reserves of £0.577 million (Appendix 4). 4. Education Resources: The year-end position is an underspend of £0.004 million which is a minor improvement of £0.004 from the position reported at Probable Outturn. This is after an increase to Transfers to Reserves included in the Probable Outturn of £0.214 million (Appendix 3). 5. Finance and Corporate Resources: The year-end position is breakeven which is in line with the position reported at Probable Outturn. This is after an increase in the Transfers to Reserves included in the Probable Outturn (£0.403 million) (Appendix 3) and further year-end Transfers to Reserves of £0.833 million (Appendix 4). 6. Housing and Technical Resources: At year-end, after Transfers to Reserves, the Resource is showing a break-even position. This position includes an amount of specific funding received in relation to the IJB that will be retained in the Council’s Balance Sheet and will be available for use by the IJB (£0.170 million). This is after an increase Transfers to Reserves included in the Probable Outturn of £0.118 million (Appendix 3) and further year-end Transfers to Reserves of £0.898 million (Appendix 4). 7. Social Work Resources: The year-end position is break-even, in line with the Probable Outturn. This position includes an amount of specific funding received in relation to the IJB that will be retained in the Council’s Balance Sheet and will be available for use by the IJB (£0.650 million). The position is also after an increase Transfers to Reserves included in the Probable Outturn of £1.019 million (Appendix 3) reflecting underspends in Performance and Support and Justice and Misuse being transferred to support future Children and Families pressures. 8. Joint Boards: There is an underspend of £0.038 million within Joint Boards in relation to the requisition for LVJB. The Probable Outturn position was break-even. 20
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9. Loan Charges: There is an underspend of £0.193 million after the Transfers to Reserves approved at Probable Outturn (Appendix 3) and Transfers to Reserves proposed at year-end (Appendix 4). The transfers to reserves at the year-end are due to the additional Interest on Revenue Balances (IORB) achieved, and it is proposed that they are earmarked to assist in funding the pay award risk moving forward. The remaining underspend is an improved position of £0.193 million from the breakeven position reported at Probable Outturn and reflects the benefit of interest costs being less than anticipated. 10. Corporate Items: The year-end position is a net underspend of £0.360 million, after Transfers to Reserves. This is after an increase Transfers to Reserves included in the Probable Outturn of £0.075 million (Appendix 3) and further year-end Transfers to Reserves of £5.848 million (Appendix 4). The position is an improvement of £0.360 million compared to Probable Outturn and includes two notable movements since the Probable Outturn: an underspend in the Corporate Bad Debt Provision offset by a charge to reflect the Council Tax Second Homes Income to be transferred to the HRA (refer section 11). 11. Council Tax including Council Tax Reduction Scheme (CTRS): Council Tax is showing an over recovery of £3.253 million, comprising an over recovery of Council Tax of £3.187 million and an underspend on CTRS of £0.066 million. This is a minor net decrease of (£0.047 million) on the position reported as part of the Probable Outturn and includes the income from Second Homes which should be transferred to the HRA in line with the approved policy (see section 10.). 21
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Appendix 3 Transfers to Reserves – Included in the Probable Outturn Purpose / Description Resource Value £m Resources Fleet Sinking Fund These monies reflect an annual contribution to the Fleet sinking fund to maintain the asset replacement programme. Community and Enterprise 0.025 Electric Bus Payback This is ring-fenced reserves used to manage purchase of electric vehicles in short term which be repaid. Community and Enterprise 0.015 Total Community and Enterprise Resources 0.040 PEF The funding received from the Government can be used up to the end of the school term (June 2025). The underspend reflects the element of the funding that will be utilised in April to June 2025. Education 0.417 Total Education Resources Transfers at Probable Outturn 0.417 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 0.214 Total Education Resources Transfers at Year End 0.631 Scottish Welfare Fund This funding forms part of the 2024/2025 revenue grant redeterminations and will be carried forward for use in 2025/2026. Finance and Corporate 0.750 Grants to Voluntary Organisations An underspend on the Grants budget has been set aside to support the use of reserves as part of the 2025/2026 saving proposal. Finance and Corporate 0.106 Total Finance and Corporate Resources at Probable Outturn 0.856 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 0.403 Total Finance and Corporate Resources Transfers at Year End 1.259 Homelessness There is an underspend in the current year forecast, and it is proposed to transfer this to reserves to fund future investment in the Homelessness service to meet demand (as detailed in the Homelessness Temporary Accommodation Proposal being presented to this Committee). Housing and Technical 0.237 Ukraine Resettlement Funding This funding forms part of the 2024/2025 revenue grant redeterminations and will be carried forward for use in 2025/2026. Housing and Technical 0.218 Office Accommodation Underspend from property rationalisation to be used to support future property requirements. Housing and Technical 0.250 Total Housing and Technical Resources 0.705 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 0.118 Total Housing and Technical Resources Transfers at Year End 0.823 Children and Families Pressures Underspend will be carried forward to support the pressures in Children and Families into 2025/2026. Social Work 0.839 Property Maintenance Underspend will be carried forward to support capital and property maintenance works across Social Work properties. Social Work 0.350 Total Social Work Resources Transfers at Probable Outturn 1.189 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 1.019 Total Social Work Resources Transfers at Year End 2.208 Total Resource Transfers to Reserves at Probable Outturn 3.207 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 1.754 Total Resource Transfers to Reserves at Year End 4.961 Corporate Items Insurance Fund This is a budgeted Transfer to Reserves in line with the Revenue Budget Strategy. Corporate Items 1.100 Central Energy Efficiency Fund (CEEF) Resources are allocated funding from the CEEF Reserve to pay for spend to save projects which they repay over future years from the revenue savings generated by the project. This transfer represents the payback of savings from Resources, and the additional contribution approved as part of the 2024/2025 budget setting process and allows the Reserve to be regenerated for use on future projects. Corporate Items 0.456 Scotland Excel Contract In year procurement savings achieved has allowed for £0.200 million to be transferred to reserves to contribute towards future years contract costs associated with support for the delivery of further procurement savings. Corporate Items 0.200 Total Corporate Items Transfers at Probable Outturn 1.756 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 0.075 Total Corporate Items Transfers at Year End 1.831 Total Resource/Corporate Items Transfers at Probable Outturn 4.963 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 1.829 Total Resource/Corporate Items Transfers at Year End 6.792 22
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Appendix 3 (cont) Previously Approved Transfers to Reserves Employers Pension Contribution The underspend in Resource budgets (£22.965 million) has been transferred to the Employer Contribution – Transfers to Reserves line, for use in line with the Strategy (approved, Executive Committee, November 2023). Employers Pension Contribution (T/f to Reserves) 22.965 Investments – CEEF Budget of £0.250 million for the Central Energy Efficiency Fund has been moved to the budget line 2024/2025 Investments – Transfers to Reserves (detailed in the Executive Committee, June 2024). Investments 2024/25 (T/f to Reserves) 0.250 Investments – Net Zero Innovation Fund Budget of £0.075 million for the Net Zero Innovation Fund has been moved to the budget line 2024/2025 Investments – Transfers to Reserves (detailed in the Executive Committee, June 2024). Investments 2024/25 (T/f to Reserves) 0.075 Future Years Pay Award Underspend in 2024/2025 Pay Award funding (£3.600 million) to be set aside to contribute to future years Pay Award costs (approved, Executive Committee, June 2024). Use of Outturn Underspend 3.600 Total Approved Transfers to Reserves at Probable Outturn 26.890 Transfers to Reserves – Use of Outturn Underspend Budget Strategy 2027/2028 to 2029/2030 Use of the Loans Fund Review (£7.907 million) underspend to support the budget strategy from 2027/2028 to 2029/2030 (noted in the Executive Committee Budget Strategy report, November 2024). Use of Outturn Underspend 7.907 Budget Strategy Use of Utilities (£2.000 million), Procurement Savings (£0.520 million) and Council Tax (£3.300 million) underspends to support the budget strategy from 2025/2026 to 2027/2028 (Utilities and Council Tax noted in the Executive Committee Budget Strategy report, November 2024). Use of Outturn Underspend 5.820 Transfers to Reserves – Use of Outturn Underspend 13.727 Total Transfers to Reserves at Year End: Total Transfers to Reserves Approved at Probable Outturn 45.580 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 1.829 Total Transfers to Reserves at Year End 47.409 The increase in transfers to reflect changes in spend since Probable Outturn is shown below: Purpose / Description Resource Value £m Resources PEF The funding received from the Government can be used up to the end of the school term (June 2025). The further underspend reflects the element of the funding that will be utilised in April to June 2025. Education 0.214 Total Education Resources 0.214 Scottish Welfare Fund This funding forms part of the 2024/2025 revenue grant redeterminations and the additional underspend will be carried forward for use in 2025/2026. Finance and Corporate 0.403 Total Finance and Corporate Resources 0.403 Homelessness It is proposed that the additional underspend be transferred to reserves to fund future investment in the Homelessness service to meet future demands. Housing and Technical 0.118 Total Housing and Technical Resources 0.118 Children and Families Pressures Additional underspend will be carried forward to support the pressures in Children and Families into 2025/2026. Social Work 1.019 Total Social Work Resources 1.019 Total Resource Proposed Transfers to Reserves at Year-End 1.754 Corporate Items Investments – Net Zero Innovation Fund Underspend for the Net Zero Innovation Fund 2024/2025 allocation to be carried forward and utilised alongside 2025/2026 funding. Investments 2024/25 0.075 Total Corporate Items Transfers to Reserves at Year-End 0.075 Total Proposed Transfers to Reserves at Year-End 1.829 23
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Appendix 4 Transfers to Reserves – Additional Proposed Transfers at Year-End Purpose / Description Resource Value £m Resources Play Equipment Due to timing, this project will complete in 2025/2026 and will augment the overall play area strategy. Community and Enterprise 0.130 Storm Costs Underspends within Grounds and Roads services will be carried forward to support costs associated with damage caused by storm Eowyn. These include the removal of trees and other infrastructure, additional inspection works to assess damage to road signs, and repair costs to these signs to support health and safety and traffic regulations. These works will be completed during 2025/2026. Community and Enterprise 0.395 Community Fightback Fund / Future Libraries Fund The underspend is required for commitments next financial year in relation to supporting the Community Assets Transfers. Community and Enterprise 0.052 Total Community and Enterprise Resources 0.577 Sanitary Products The underspend is required to be carried forward to fulfil orders placed before the end of the financial year. Due to timing, these will be received in 2025/2026. Finance and Corporate 0.030 Insurance Fund A contribution to reflect additional costs to the Fund due to significant storm events over recent financial years, including storm Eowyn (detailed in sections 4.13 to 4.16). Finance and Corporate 0.803 Total Finance and Corporate Resources 0.833 Hamilton Town Centre Income relating to Estates portfolio in Hamilton is better than budgeted, and it is proposed that this be transferred to reserves for future costs associated with the Hamilton Town Centre Masterplan. Housing and Technical 0.898 Total Housing and Technical Resources 0.898 Total Resource Proposed Transfers to Reserves at Year End 2.308 Loan Charges Benefit from Interest on Revenue Balances transferred to support the risk that the Pay Award could be settled at a higher level than included in the Council’s Budget Strategy. Loan Charges 0.867 Total Loan Charges Proposed Transfers to Reserves 0.867 Corporate Items Pay Award 2023/2024 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 funding was provided to replenish those reserves (detailed in the Executive Committee, March 2025). Pay Award 1.239 Service Concessions Underspend in 2024/2025 from the change in accounting treatment for the Council’s Service Concessions (PPP scheme) to be transferred to reserves to support the risk that the Pay Award could be settled at a higher level than include in the Council’s Budget Strategy. Service Concessions 4.409 Council Tax Second Homes – New Policy (100% Surcharge) Income of £0.200m should be transferred to the Housing Revenue Account in line with the Council’s second homes policy introduced in April 2024. HRA 0.200 Total Corporate Items Transfers to Reserves at Year-End 5.848 Total Proposed Transfers to Reserves at Year End 9.023 Final Transfers resulting in a Break-Even (section 4.22) Winter Wishes Proposed transfer to extend the Winter Wishes programme into 2025/2026. General 0.040 Pay Risk Proposed transfer to support the Pay Risk. General 0.500 Final Transfer 0.548 24
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Appendix 5 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 reflecting increased demand. 2. The overspend in Payments to Other Bodies reflects additional support payments for current IT systems. 3. The over recovery in income is due to greater than budgeted income from rent collection and income from previous year insurance settlements being better at the end of the year. These are offset in part by lower than expected income from laundry charges. 4. The transfer to reserves is lower than budgeted due to the net effect of the overall position. 5. The overspend is due to interest charges on revenue balances being greater than anticipated. Revised Projected Projected Actual Variance Under / % Note Annual Outturn Outturn 31/03/25 31/03/25 (Over) Variance Budget Variance Budget Category £m £m £m £m £m Employee Costs 14.415 14.543 (0.128) 14.458 (0.043) Over -0.30% Property Costs 59.211 58.766 0.445 58.171 1.040 Under 1.76% 1 Supplies and Services 0.777 0.787 (0.010) 0.923 (0.146) Over -18.79% Transport and Plant 0.195 0.160 0.035 0.242 (0.047) Over -24.10% Administration 5.594 5.469 0.125 5.591 0.003 Under 0.05% Payment to Other Bodies 3.125 3.504 (0.379) 3.576 (0.451) Over -14.43% 2 Payment to Contractors 0.100 0.100 0.000 0.117 (0.017) Over -17.00% Transfer Payments 0.000 0.000 0.000 0.000 0.000 Under 0.00% Financing Charges 32.006 32.006 0.000 31.830 0.176 Under 0.55% Total Controllable Exp. 115.423 115.335 0.088 114.908 0.515 Under 0.45% Total Controllable Inc. (122.055) (123.358) 1.303 (124.402) 2.347 Over Recovered 1.92% 3 Transfer to/(from) Balance Sheet (4.096) (2.544) (1.552) (2.974) (1.122) Under Recovered -27.39% 4 Net Controllable Exp. (10.728) (10.567) (0.161) (12.468) 1.740 Under 16.22% Loan Charges 10.728 10.567 0.161 12.468 (1.740) Over -16.22% 5 Net Controllable Exp. 0.000 0.000 0.000 0.000 0.000 - 0.00% SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 31 March 2025 Housing Revenue Account 25
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 2 - 1 April 2025 to 16 May 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the forecast for the year to 31 March 2025 for the Council’s General Fund Revenue Account and Housing Revenue Account, and the actual spend position for the period 1 April 2025 to 16 May 2025 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the projected break-even position on the General Fund Revenue Account for 2025/2026 (section 4.1) and the actual spend as at 16 May 2025 (Appendix 1), be noted; (2) that the proposed Transfers to Reserves (sections 4.3 and 4.4), be approved; and (3) that the projected break-even position on the Housing Revenue Account for 2025/2026, and the actual spend as at 16 May 2025 (section 5 and Appendix 2), be noted. 3. Background 3.1. This overview report will summarise the projected outturn for 2025/2026 for both the Council’s General Fund (section 4) and for the Housing Revenue Account (section 5). It will also provide the actual spend as at 16 May 2025. 4. General Services 2024/2025 Projected Outturn as at 16 May 2026 4.1. As at 16 May 2025, the projected outturn position for 2025/2026 on the General Services budget is break-even (Appendix 1). The actual spend to date is shown in Appendix 1. 4.2. Section 4.3 onwards provides detail on a number of key budget areas. 4.3. 2025/2026 Investments - Transfer to Reserves: As part of the Budget setting process, an amendment was approved which allocated investment monies of £55.500 million (Council, 26 February 2025). £18.750 million of these investments are funded by one-off revenue funding and £36.750 million is funded by borrowing and is in the Council’s capital programme and funded by a loan charges budget. 4 27
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4.4. Officers across the Council have considered the budget profiling of the £18.750 million of Revenue investment monies, and it is anticipated that £8.487 million will be spent in 2025/2026. It is proposed that this is funded by the one-off Revenue budget available, meaning that one-off funding of £10.263 million has, therefore, been moved to the budget line 2025/2026 Investments – Transfers to Reserves (leaving £8.487 million available in line with the spend profile). In addition, as no borrowing will be incurred this year, the £3.596 million Revenue budget for Loan Charges has also been moved to this budget line, as it is not required and will be set aside to assist in funding the risk that the Pay Award will be greater than the Budget Strategy assumptions. The total budget line 2025/2026 Investments – Transfers to Reserves is £13.859 million (Appendix 1) (£10.263 million one-off Revenue investments not required this year and the underspend in Loan Charges of £3.596 million). It is proposed that these two amounts (£10.263 million and £3.596 million) be transferred to Reserves at the end of the year. 4.5. Loans Fund Review – Transfer to Reserves: As part of the Budget setting process on 26 February 2025, the Council agreed to a further extension to the Loans Fund Review. An underspend of £13.349 million is anticipated in the Loans Fund Budget in 2025/2026. This budget underspend of £13.349 million will be set aside and used against the Budget Gap in 2027/2028 as planned and the £13.349 million has been moved from the Loan Charges budget line to the budget line called Loans Fund Review – Transfers to Reserves (shown in Appendix 1) and will be transferred to reserves at the end of the year. 4.6. Employers’ National Insurance Contributions: In line with the Council’s budget assumptions, it has now been confirmed that the Council will receive £8.5 million through General Revenue Grant for the impact of the increase in Employers’ National Insurance Contributions in 2025/2026. This will be added to the £7 million already set aside within the 2025/2026 budget giving a total of £15.5 million available in line with the anticipated costs for the Council. This will be allocated across Resource budgets as required in period 3. 4.7. Children and Families: As reported through Social Work Resources Committee, budget pressures within Children and Families are continuing into 2025/2026 in relation to statutory duties of continuing care and increased costs and requirements for residential placements, fostering and kinship care. 4.8. As an interim solution, while further options are being progressed to bring spend in line with budget, it was noted in the 2025/2026 Budget report to Council (26 February 2025) that £7.7 million of unrequired budget as a result of reduced pension contributions has been re-directed to Children and Family Services from the delegated Integration Joint Board (IJB) budget (Adult and Older People Services). This is the same as the treatment employed in 2024/2025. In addition, a total of £4.2 million held in reserves is also available to support these residual pressures in 2025/2026. 4.9. The Social Work Resources position as at 16 May 2025 assumes the funding is available and will be drawn down later in the financial year, as required. 28
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4.10. Teacher Numbers: The Scottish Government have recently written to the Council to suggest that the mitigations proposed by the Council, (the reasons why our teacher number have dropped between 2023 and 2024), have not yet been accepted as reasons for a reduction in teacher numbers. This is still being discussed with the Scottish Government, and they have requested further information. If the mitigations are not accepted, and the Council had to restore teacher numbers to 2023 levels, this would cost the Council up to £4.200 million. 4.11. Additional Support for Learning: The Settlement also allocated a national amount of £28 million to “develop” the Additional Support for Learning (ASL) workforce. The Council’s share is £1.8 million. Work is ongoing to confirm the requirement for these monies and how we might use the funds. 4.12. Pay Award Assumptions: The Council’s budget for 2025/2026 includes an initial pay award assumption for non-teachers from 1 April 2025 and for teachers from mid- August 2025. Council Leaders have mandated COSLA to continue pay negotiations, including the potential for a multi-year offer (starting 2025/2026) and whether there will be additional funding from the Scottish Government. Further detail is included in the report on the Council’s Budget Strategy 2026/2027 and 2027/2028, a separate paper to this Committee. Updates will be provided as discussions between COSLA and the Scottish Government progress. 5. Housing Revenue Account Position 5.1. As at 16 May 2025, Appendix 2 of the report shows a break-even position on the Housing Revenue Account. 6. Employee Implications 6.1. None. 7. Financial Implications 7.1. As detailed in sections 4 to 5 of the report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 9.2. There are no implications for sustainability in terms of the information contained in this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 29
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10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 3 June 2025 Link(s) to Council Values/Priorities/Outcomes ▪ Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 16 May 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 30
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Note: While the Year to Date Actual at period 2 presents a net surplus position (£32.200m), this is timing only. The forecast outturn shows a breakeven position (sections 4.1). Appendix 1 Revised Projected Projected % Note Year to Date Annual Outturn Outturn Actual Budget Variance Resources: £m £m £m £m Community and Enterprise Resources 127.681 127.681 0.000 0.00% 9.835 Facilities Waste and Grounds 79.114 79.061 0.053 0.07% 5.063 Leisure and Culture 19.788 19.788 0.000 0.00% 0.028 Planning and Regulatory Services 4.786 4.839 (0.053) (1.11%) 0.463 Enterprise and Sustainable Development 5.824 5.824 0.000 0.00% 0.705 Roads, Transportation and Fleet 18.169 18.169 0.000 0.00% 3.576 Education Resources 486.777 486.777 0.000 0.00% 50.783 Education 486.777 486.777 0.000 0.00% 50.783 Finance and Corporate Resources 39.797 39.797 0.000 0.00% 12.634 Finance Services - Strategy 2.018 2.018 0.000 0.00% 0.324 Finance Services - Transactions 17.271 17.271 0.000 0.00% 5.960 Audit and Compliance Services 0.339 0.339 0.000 0.00% 0.062 Information Technology Services 7.775 7.775 0.000 0.00% 4.837 Communications and Strategy Services 2.257 2.257 0.000 0.00% 0.143 Administration and Licensing Services 3.798 3.798 0.000 0.00% 0.574 Personnel Services 6.339 6.339 0.000 0.00% 0.734 Housing & Technical Resources 12.182 12.182 0.000 0.00% 7.612 Housing Services 8.510 8.510 0.000 0.00% 0.194 Property Services 3.672 3.672 0.000 0.00% 7.418 Social Work Resources 246.045 246.045 0.000 0.00% 39.783 Performance and Support Services 5.872 5.872 0.000 0.00% 0.601 Children and Families 49.633 49.633 0.000 0.00% 5.772 Adults and Older People 189.804 189.804 0.000 0.00% 32.748 Justice and Substance Misuse 0.736 0.736 0.000 0.00% 0.662 Joint Boards 1.629 1.629 0.000 0.00% 0.251 914.111 914.111 0.000 0.00% 120.898 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 914.111 914.111 0.000 0.00% 120.898 CFCR 0.000 0.000 0.000 0.00% 0.000 Loan Charges 37.249 37.249 0.000 0.00% 0.000 Corporate Items 40.023 40.023 0.000 0.00% 0.000 Loans Fund Review - T/f to Reserves 13.349 13.349 0.000 0.00% 0.000 2025/2026 Investments - T/f to Reserves 13.859 13.859 0.000 0.00% 0.000 Total Expenditure 1,018.591 1,018.591 0.000 0.00% 120.898 Council Tax 196.599 196.599 0.000 0.00% 30.246 Less: Council Tax Reduction Scheme (24.776) (24.776) 0.000 0.00% (3.812) 171.823 171.823 0.000 0.00% 26.434 General Revenue Grant 452.203 452.203 0.000 0.00% 69.570 Non Domestic Rates 371.110 371.110 0.000 0.00% 57.094 Transfer from Reserves 23.455 23.455 0.000 0.00% 0.000 Total Income 1,018.591 1,018.591 0.000 0.00% 153.098 Net Expenditure 0.000 0.000 0.000 0.00% (32.200) Period Ended 16 May 2025 (No.2) Revenue Budget Monitoring Report SOUTH LANARKSHIRE COUNCIL 31
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Appendix 2 Revised Projected Projected Year to Date Annual Outturn Outturn % Note Actual Budget Variance Budget Category £m £m £m £m Employee Costs 15.173 15.154 0.019 0.13% 1.582 Property Costs 61.584 61.658 (0.074) (0.12%) 3.837 Supplies and Services 0.473 0.473 0.000 0.00% 0.070 Transport and Plant 0.195 0.195 0.000 0.00% 0.012 Administration 5.594 5.594 0.000 0.00% 0.031 Payment to Other Bodies 3.271 3.271 0.000 0.00% 0.045 Payment to Contractors 0.100 0.100 0.000 0.00% 0.016 Transfer Payments 0.000 0.000 0.000 0.00% 0.000 Financing Charges 34.875 34.875 0.000 0.00% 0.000 Total Controllable Exp. 121.265 121.320 (0.055) (0.05%) 5.593 Total Controllable Inc. (133.884) (133.939) 0.055 (0.04%) (11.709) Transfer to/(from) Balance Sheet (4.001) (4.001) 0.000 0.00% 0.000 Net Controllable Exp. (16.620) (16.620) 0.000 0.00% (6.116) Loan Charges 16.620 16.620 0.000 0.00% 0.000 Net Controllable Exp. 0.000 0.000 0.000 0.00% (6.116) Variance Explanations There are no significant variances to report. SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 16 May 2025 (No.2) Housing Revenue Account 32
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget Monitoring Final Outturn – 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of the outturn position of the General Services and Housing Capital Programmes for the year ended 31 March 2025 advise of the projects expressed in financial terms, which have been carried forward into year 2024/2025 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendations:- [recs] (1) that the outturn on the 2024/2025 General Services Programme of £54.652 million (section 5.1), be noted; (2) that the £15.180 million of General Services Capital Programme be carried forward into 2024/2025 (section 5.9), be approved; (3) that the outturn on the 2024/2025 Housing Capital Programme of £71.544 million (section 5.11), be noted; (4) that £5.704 million of Housing Capital Programme be carried forward into 2025/2026 (section 5.12), be approved; and (5) that the level of overall spend anticipated in 2025/2026, for both the General Services and Housing Capital Programmes is the subject of a separate report to this Committee (sections 5.10 and 5.14), be noted. 3. Background 3.1. The General Services Capital Programme for 2024/2025 totalled £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 30 April 2025. 3.2. The Housing Capital Programme for 2024/2025 totalled £77.248 million. This was approved by the Executive Committee on 30 April 2025. 3.3. Section 4 of this report will provide a final outturn position on the 2024/2025 General Services and Housing Capital Programmes and will update members on the carry forward into the new financial year. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5 33
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5. Financial Implications 5.1. General Services: Appendix 1 shows the total expenditure of £54.652 million on the General Fund Capital Programme for year 2024/2025. This is compared to the budget of £69.832 million and results in an underspend of £15.180 million. This underspend relates to projects within Community and Enterprise Resources (£11.916m), Education Resources (£1.332m), Housing and Technical Resources (£2.605m) and Social Work Resources (£0.031m) and is offset in part by additional funded spend included within the Finance and Corporate Resources position (£0.704m). 5.2. This underspend is an increase of £4.372 million since the last reported position and reflects the profile of spend across a number of projects including within the multi- project and multi-year programmes of Leisure and Culture Transformation Fund and Prioritised Urgent Investment Fund where spend is now falling into the new financial year. 5.3. For the City Deal – Greenhills Road project ongoing maintenance spend will be incurred in future financial years. Spend on the Schools Kitchen Expansion projects was incurred over the Easter holiday period in the new financial year to avoid disruption in schools and in relation to Hamilton Town Centre Masterplan spend is now aligned with the allocated investment funding. 5.4. Overall, the programme underspend reflects the timing of spend across financial years. The main projects responsible for the overall programme underspend are detailed in Appendix 3. This appendix provides a list of the continuing projects into 2025/2026, along with their estimated completion dates. 6. Year End and Accounting Adjustments 6.1. Accounting Regulations mean that adjustments are required to report spend correctly as either Capital or Revenue for the purposes of publishing our Annual Accounts. This includes where spend from the Capital Programme is on assets that are not owned by the Council (for example Shawfield Industrial Estate spend) or where spend must be classed as Revenue due to the nature of the spend. This adjustment has no physical impact on projects – it is an accounting entry only. 6.2. From reviewing the Council’s Revenue and Capital spend, £12.724 million of capital spend is required to be recorded as Revenue spend. These transfers mean that for the purpose of publishing our Annual Accounts only, there is capital spend of £41.928 million. The funding sources for this spend are detailed in Appendix 2 and have also been transferred to the Revenue account for the purposes of the Accounts. 6.3. Carry Forward to 2025/2026: As noted in 4.2, the year-end underspend is £15.180 million. This will carry forward into financial year 2025/2026. 6.4. The overall base programme for 2025/2026 including this carry forward is included in a separate report to this Committee. This separate report reviews the programme for the coming year and details the overall level of spend achievable. 6.5. Funding: As per Section 4.1, Funding available to support the programme in 2024/2025 is detailed in Appendix 2. 34
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6.6. In relation to Developers Contributions, Stewart Milne went into Administration on 8 January 2024. At that point, they owed the Council £1.4 million in relation to contributions for previous house builds. Debtor accounts had been raised to ensure the Council was being logged by the Administrators as a creditor however, recovery of these monies is now deemed unlikely, and the debtors accounts require to be written off. 6.7. This has no impact on the funding of the capital programme for 2024/2025 as the monies had been assumed in previous year end positions (accrued income). However, writing off these accounts does impact on funding available for future years. In the short term, the lost income will be managed by the underspend in the Greenhills Road project as a result of reduced utilities costs. If further costs arise, then these will be met from future developer contributions for the area. 7. Housing Programme 7.1. 2024/25 Budget: Appendix 4 summarises the position on the Housing programme as at 31 March 2025. The revised capital programme for the year is £77.248 million, as approved by the Executive Committee on 30 April 2025. 7.2. 2024/2025 Year End Position: The actual expenditure on the Housing programme was £71.544 million, an underspend of £5.704 million. As previously advised, this is due to delays experienced at Cairnswell Avenue, Cambuslang where minimal spend was eventually incurred, and Brackenhill Farm, Hamilton (site 1). In addition, the average purchase price for properties purchased through the Market Purchase Scheme has reduced reflecting the current size of properties being purchased. 7.3. Carry Forward to 2025/2026: Taking into account the year-end underspend would mean a carry forward of £5.704 million. The total approved Housing Capital programme for 2025/2026 included an assumed carry forward of £4.136 million (South Lanarkshire Council, 26 February 2025), therefore this is an additional amount of £1.568 million to be carried into that year. This is detailed in a separate report to this meeting. It is proposed that the full amount be included in the 2025/2026 Capital Programme. 8. Employee Implications 8.1. None. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. 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. 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 existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. 35
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Jackie Taylor Executive Director (Finance and Corporate Resources) 4 June 2025 Link(s) to Council Values/Vision/Priorities Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 26 February 2025 Executive Committee, 30 April 2025 List of Background Papers Capital Ledger prints to 31 March 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: 2601(Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 36
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APPENDIX 1 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/2025 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2024 TO 31 MARCH 2025 Expenditure 2024/2025 Revised Budget 2024/2025 Actual to 31/03/25 £m £m General Fund Programme (Section 5.1) 69.832 54.652 Accounting Adjustments (Sections 6.1 and 6.2): Less: Transfers to Revenue (12.724) Add: Year End Transfers to Capital 0 2024/2025 Outturn Position (Accounting Basis only) 69.832 41.928 Income 2024/2025 Actual to 31/03/25 £m Prudential Borrowing 9.482 Developer Contributions 0.000 Partners (Including Scotland’s Public Sector Heat Decarbonisation Fund, Cycling Scotland, Transport Scotland and REF / Wind Farms) 1.848 Scottish Government: - Capital Grant 23.709 - Road Safety Improvement 0.496 - Vacant and Derelict Land - Place Based Investment Programme 0.765 0.559 Capital Receipts 1.340 Glasgow City Region City Deal 1.673 Specific Reserves 0.767 Revenue Contribution 1.289 TOTAL FUNDING 41.928 37
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/2025 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2024 TO 31 MARCH 2025 2024/2025 Annual Budget 2024/2025 Actual to 31/03/25 £m £m EXPENDITURE 2024/2025 Budget Incl. carry forward from 2023/2024 77.248 71.544 2024/2025 Actual to 31/03/25 £m INCOME Capital Receipts 0.202 Capital Funded from Current Revenue 33.506 Prudential Borrowing 16.487 Scottish Government Specific Grant: – New Build 14.005 – Open Market Purchase Scheme 6.397 – Mortgage to Rent 0.539 Miscellaneous Income 0.408 TOTAL FUNDING 71.544 38
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/2025 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2024 TO 31 MARCH 2025 Projects with Underspends in 2024/2025 which will Carry Forward into 2025/2026 Project Name Project Type Completion Date Community and Enterprise Resources Leisure and Culture Transformation Fund Refurbishment Throughout 2025/26 Lanark Library Refurbishment September 2025 McKirdy Park Pitches Refurbishment July 2025 Priory Changing Pavilion, Blantyre Refurbishment March 2026 Springhall Community Centre – Upgrade Refurbishment September 2025 Three Rivers / Clydesdale Way Infrastructure Throughout 2025/26 and beyond White Bridge Replacement, Chatelherault Country Park Infrastructure March 2026 Shawfield Remediation and Development Regeneration October 2026 SLC Industrial Infrastructure – Energy Efficiency (Cathcart Road) Regeneration July 2026 Carnwath Community and Business Enterprise HUB Regeneration October 2025 Place Based Investment Fund Regeneration September 2025 Civic Centre/EK Town Centre Masterplan Regeneration Throughout 2025/26 and beyond Hamilton Town Centre Masterplan Regeneration Throughout 2025/26 and beyond Vacant & Derelict Land Regeneration Throughout 2025/26 and beyond Hamilton Junctions Improvement Infrastructure Main element of project now in 2026/2027 Roads Investment Programme Infrastructure Throughout 2025/26 Roads – Infrastructure and Related Works Infrastructure Throughout 2025/26 and beyond City Deal – Stewartfield Way Infrastructure Throughout 2025/26 and beyond Education Resources St John the Baptist Nursery Canopy Adaptations September 2025 Law Primary School Nursery Expansion Adaptations August 2025 Our Lady of Lourdes (Car Park) Adaptations September 2025 Stonelaw High School – Adaptations Phase 2 Adaptations September 2025 Crosshouse Toilet Adaptations Adaptation August 2025 Kirktonholme PS Kitchen Expansion Adaptations July 2025 St Kenneths PS Kitchen Adaptions Adaptations July 2025 Woodside Kitchen Adaptation Adaptations July 2025 St John the Baptist PS – Kitchen Upgrade Adaptations July 2025 Schools ICT IT Throughout 2025/26 39
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Projects with Underspends in 2024/2025 which will Carry Forward into 2025/2026 Project Name Project Type Completion Date Finance and Corporate Resources Public Switch Telephone Network / Alarms (Analogue to Digital) (with Housing and Technical Resources) IT All elements of the project by March 2026 Housing and Technical Resources Prioritised Urgent Investment Refurbishment Throughout 2025/26 Lifecycle Replacement Schools Refurbishment Throughout 2025/26 Principal Offices Refurbishment Throughout 2025/26 CEEF Programme Refurbishment Throughout 2025/26 Social Work Resources SWISS Plus Replacement IT System IT Autumn 2025 40
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APPENDIX 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/2025 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2024 TO 31 MARCH 2025 2024/2025 Annual Budget 2024/2025 Actual to 31/03/25 £m £m EXPENDITURE 2024/2025 Budget Incl. carry forward from 2023/24 77.248 71.544 2024/2025 Actual to 31/03/25 £m INCOME Capital Receipts 0.202 Capital Funded from Current Revenue 33.506 Prudential Borrowing 16.487 Scottish Government Specific Grant: – New Build 14.005 – Open Market Purchase Scheme 6.397 – Mortgage to Rent 0.539 Miscellaneous Income 0.408 TOTAL FUNDING 71.544 41
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2025/2026 and Monitoring for Period 2 - 1 April 2025 to 16 May 2025 1. Purpose of Report 1.1. The purpose of the report is to: consolidate the capital budget monitoring to give a Council-wide summary of the 2025/2026 Capital Programme including 2024/2025 carry forward. It includes information on two programmes: the General Fund Programme (being Education, Social Work, Roads and Other General Services) and the Housing Investment Programme, which covers all investment in relation to the Council’s Housing stock update Committee of progress on the Capital Programme for the period 1 April 2025 to 16 May 2025 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the position of the General Fund Capital Programme detailed in (section 4) and the Housing Capital Programme (section 5), be approved; (2) that the adjustments to the General Fund programme, listed at Appendix 1, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. 3. Background 3.1. South Lanarkshire Council (26 February 2025) approved a General Services base budget of £60.216 million for financial year 2025/2026. Since the approval of this programme, there have been a number of events that will impact this budget namely the approval of investments as part of the 2025/2026 revenue budget and the finalisation of the year-end position for 2024/2025. This will be detailed in section 4. 3.2. A total Housing Capital Programme budget for 2025/2026 was also approved by Council in February 2025. This included funding carried forward from previous years and gave a total programme of £85.948 million. This position is detailed in section 5. 3.3. This report provides an update on the Capital programmes as well as a summarised monitoring position as at 16 May 2025 (Period 2). Spending has been split into two separate sections: 6 43
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General Fund Capital Programme (which includes Education, Social Work, Roads and Other General Services) (Section 4) and Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2025/2026 Budget: Section 3.1 notes that the base General Fund Capital Programme is £60.216 million, as approved by Council in February 2025. This base budget is affected by the adjustments detailed in sections 4.2 to 4.8 and summarised in Table 1. 4.2. 2025/2026 Investments: As part of the Revenue Budget setting process in February 2025, an amendment was approved which allocated investment monies of £55.500 million. Officers from across the Council have considered the budget allocations and £8.487 million of this is anticipated to spend in 2025/2026. Of that amount, it is anticipated that £6.610 million will be Capital spend and will be added to the General Fund Programme to be funded by Revenue Budgets (CFCR). Increase to Budget: £6.610 million 4.3. 2024/25 Carry Forward: As reported in the Final Outturn Report for 2024/2025, a separate report to this meeting, a carry forward total of £15.180 million will ensure sufficient budget is available to conclude ongoing projects within the General Fund Capital Programme. Increase to Budget: £15.180 million 4.4. General Capital Grant: The Local Government Finance Circular received by the Scottish Government at end of February revised our 2025/2026 General Capital Grant allocation to £25.171 million. This is an increase of £0.109 million and reflects the additional distribution of Nature Restoration Fund monies. This will be added to the 2025/2026 Capital Programme. Increase to Budget: £0.109 million 4.5. General Capital Grant – Active Travel Funding: The Local Government Finance Settlement now also includes an additional amount of £0.857 million for Active Travel Infrastructure. This will be added to the 2025/2026 Capital Programme. Increase to Budget: £0.857 million 4.6. Climate Emergency Funding Projects: The base Capital Programme included an allocation of £2.198 million for Climate Emergency Funding projects in 2025/2026. The purpose of this funding is to scale up existing projects for example renewable energy, public transport and active travel networks. The Executive Committee on 28 May 2025 approved the proposed spend profile across projects. This funding will now be allocated to projects as required with no impact on the overall programme. No Impact to Budget 44
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4.7. Profiling of Spend Exercise 2025/2026: As per the Capital Budget and Monitoring Process 2025/2026 report to the Corporate Management Team in May 2025, Resources were asked again to confirm their anticipated spend levels for the full programme for the coming year to ensure that, in totality, the programme can be delivered in 2025/2026. This exercise has identified projects that will spend into 2026/2027. The main areas are outlined below: Timescales for the revised Larkhall Leisure Centre project (£5.6m) – due to the change in design and the consequent impact on timelines. Timing of expenditure on Roads projects (£5.1m) including City Deal Greenhills Road where some spend is phased across years. Budget has been phased to reflect expected contractor timescales for the City Deal Hamilton Junction Improvement project. Profiling of expenditure for the Shawfield Remediation and Development project delivered by Clyde Gateway (£2.6m) – the phasing of the spend has been realigned to reflect the profile of spend received from Clyde Gateway. Timing of expenditure on Secondary Schools expansion projects (£2.2m) – the budget set for the year now reflects the new programme of schools’ activity agreed at this Committee in May. Profiling for the design and review of the Three Rivers / Clydesdale Way project (£1.0m) is being undertaken by external consultants and will be included in the Programme once confirmed. Profiling of works associated with Play Parks funding (£1.0m) in 2026/2027. Vacant and Derelict Land Projects (£0.5m) – a full Vacant and Derelict Land review is ongoing. Projects will be brought into the programme once this review is complete (by July 2025). Hamilton Town Centre (£0.4m) – spend has been aligned to the anticipated spend profile for the Town Centre Masterplan for the current year. 4.8. The review of spend has identified spend of £18.784 million that will conclude in 2026/2027. Reduction to Budget: (£18.784 million) 4.9. Leisure and Culture Transformation Fund: the proposed budget for 2025/2026 includes the remaining £8.0 million of the £8.6 million Phase 1 budget. Work is taking place to finalise projects for the Unallocated and Contingency funding elements of the programme. Once finalised, the remaining £4.4 million of Phase 2 budget will be brought into the 2025/2026 Capital Programme as required. 4.10. 2025/2026 General Services Base Budget Position: Taking into account the movements noted in sections 4.2 to 4.8, the General Services Programme for 2025/2026 is now £64.188 million. This is the base budget for the financial year. This is summarised in Table 1 and is shown in detail, in Appendices 2 and 3 to this report. 45
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Table 1 – 2025/2026 General Services Base Budget 2025 / 2026 £m Approved Programme – 26 February 2025 (Section 4.1) 60.216 2025/2026 Investments (Section 4.2) 6.610 2024/2025 Carry Forward (Section 4.3) 15.180 General Capital Grant (Section 4.4) 0.109 General Capital Grant – Active Travel Funding (Section 4.5) 0.857 Climate Emergency Funding (Sections 4.6) - Profiling of Spend Exercise 2025/2026 (Sections 4.7 and 4.8) (18.784) 2025/2026 General Services Base Budget 64.188 4.11. 2025/2026 Adjustments: Since the budget was approved in February 2025, Resources have submitted amendments to the programme totalling £3.909 million. A list of these adjustments is included in Appendix 1. 4.12. These adjustments to the 2025/2026 Capital Programme will be submitted to the Executive Committee on 25 June 2025 for approval. If these proposals are approved, the total base budget for the year will be increased to £68.097 million. 4.13. 2025/2026 Forecast: As noted in 4.10, the total capital spending programme for the year is £68.097 million. The detailed programme and spend for the General Fund are shown in Appendix 3. 4.14. Appendix 3 also shows a forecast for the financial year of £68.097 million. 4.15. 2025/2026 Actual Position: Actual spend incurred to the 16 May 2025 totals £0.560 million. 4.16. Actual funding received to 16 May 2025 is £2.807 million. This is shown in Appendix 3. Relevant officers will continue to closely monitor the generation of all income including receipts. 5. Housing Programme 5.1. 2024/2025 Budget: Section 3.2 notes that the total approved Housing Capital programme for the year is £85.948 million. The Final Outturn report for financial year 2024/2025 noted a carry forward of £5.704 million. The total approved Housing Capital programme for 2025/2026 included an assumed carry forward of £4.136 million so the programme has been increased for the additional carry forward of £1.568 million. 5.2. The Scottish Government’s Affordable Housing grant for 2025/2026 has now been confirmed. For South Lanarkshire, this will result in a minor increase of £0.024 million in the 2025/2026 approved programme. 5.3. The Scottish Government has confirmed that South Lanarkshire will receive £1.767 million from the £40 million funding for the National Acquisition Programme in 2025/2026 and at the moment, it is proposed that this is not added to the Programme, but used to offset borrowing, until full spend can be confirmed (for July report to this meeting). 46
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5.4. As a result of the adjustments noted at Sections 5.2 and 5.3, a revised programme for 2025/2026 of £87.540 million will be presented to the Executive Committee for approval. 5.5. Programme funding for the year also totals £87.540 million. Appendix 5 summarises the position on the Housing programme as at 16 May 2025. 5.6. 2025/2026 Forecast: As noted in 5.4, the total capital spending programme for the year is £87.540 million. Current estimates from Resources have identified an outturn of £87.540 million for the year. 5.7. 2025/2026 Actual Position: Spend to 16 May 2025 on the Housing Capital Programme amounts to £2.462 million. 5.8 As at 16 May 2025, £2.462 million of funding had been received. 5.9. Regular monitoring of both the General Fund Programme and the Housing Programme will be carried out in detail by the Financial Resources Scrutiny Forum and reported on a regular basis to the Executive Committee. 6. Employee Implications 6.1. None. 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 Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function, or strategy and therefore no impact assessment is required. 9.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 4 June 2025 47
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 26 February 2025 List of Background Papers Capital Ledger prints to 16 May 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: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 48
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Appendix 1 Proposed Adjustments Community and Enterprise Resources Alexander Hamilton Memorial Fountain – Renewable Energy Fund (REF) Approval is sought to increase the 2025/2026 capital programme by £0.047 million for the refurbishment of the Alexander Memorial Fountain at Stonehouse Park which was approved as a 2-stage project being funded by REF. Transformation Fund – Eastfield Lifestyles The Lifestyles Eastfield project of £0.050m was approved for battery storage, to improve efficiency of the current solar panel system. On further inspection, this project was not technically viable, and other priority options were explored to retain the allocation within the Lifestyle Eastfield site, and this includes refurbishment of the sauna and steam room. Approval is sought to transfer the budget from the battery storage project and transferred it to the sauna and steam room refurbishment. £0.047m (£0.050m) £0.050m McKirdy Park Pitches – Renewable Energy Fund (REF) Approval is sought to increase the 2025/2026 capital programme by £0.154m to reflect the REF funding approval for the resurfacing of the McKirdy Park 3G Pitches. £0.154m Clyde Cycle Park Sportscotland Cycle Facilities Fund awarded £0.200m to the Clyde Cycle Park for 2025/2026. Approval is sought to bring this into the base Capital Programme to augment the Council’s own allocation of £0.200m bringing the total allocation to £0.400m. £0.200m Hairmyres – City Deal The Hairmyres Station Park and Ride project, and associated travel infrastructure works, are due to complete by summer 2025. Approval is sought to increase the 2025/2026 capital programme by £2.017 million to reflect the City Deal funding element of the project for the remaining works. £2.017m SPT – Lanark Interchange and Park and Ride Approval is sought to increase the 2025/2026 capital programme by £0.700 million to reflect the SPT award for the Lanark Interchange and Park and Ride works which will assist in progressing the potential to improve and integrate different transport services and infrastructure in Lanark, and to encourage multi-modal journeys. £0.700m Education Resources St John Ogilvie Approval is sought to increase the 2025/2026 capital programme by £0.255 million to undertake internal adaptations at St John Ogilvie in summer 2025 to increase pupil capacity. The funding for this project will come from Developers Contribution received for the Hamilton area. £0.255m Housing and Technical Resources Central Energy Efficiency Fund (CEEF) The CEEF is a revolving fund. The fund is used to pay for energy efficiency projects each financial year. The fund is then replenished by savings achieved from these projects across an agreed payback period for each project. A new wave of projects is included in the capital programme each financial year. 49
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Approval is sought to add energy efficiency projects totalling £0.536 million into the 2025/2026 Capital Programme. Projects to be carried out include the installation of photovoltaic panels and LED Lighting at a number of primary schools and at the Hamilton Palace Sports Ground, as detailed overleaf. £0.536m Proposal £m Hamilton Palace Sports Grounds, LED Column Lighting 0.043 Bothwell Primary School, PV Panels 0.066 Robert Smillie Memorial Primary, PV Panels 0.066 Law Primary School, Internal LED Lighting 0.095 Townhill Primary School, Internal LED Lighting 0.095 LED Car Park Lighting at 16 Primary Schools 0.062 LED Wall Lighting at 15 Primary Schools 0.109 Total 0.536 TOTAL ADJUSTMENTS £3.909m 50
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2025 TO 16 MAY 2025 £m Total Base Budget (including carry forward from 2024/2025) 64.188 Proposed Adjustments – Period 2 3.909 Total Revised Budget 68.097 2025/26 Budget Period 2 Proposed Adjustments Revised 2025/26 Budget Resource £m £m £m Community & Enterprise 47.675 3.118 50.793 Education 5.504 0.255 5.759 Finance & Corporate 0.545 - 0.545 Housing & Technical 10.128 0.536 10.664 Social Work 0.337 - 0.337 TOTAL CAPITAL PROGRAMME 64.188 3.909 68.097 51
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2025 TO 16 MAY 2025 2025/26 Original Estimate inc C/F 2025/26 Revised Budget 2025/26 Forecast Spend 2025/26 Forecast Variance 2025/26 Actual to 16/05/25 Expenditure £m £m £m £m £m General Fund Programme 64.188 68.097 68.097 - 0.560 Income 2025/26 Budget 2025/26 Revised Budget 2025/26 Actual To 16/05/25 £m £m £m Prudential Borrowing 17.192 19.209 0.000 Developers Contributions 1.965 2.220 0.000 Partners 0.450 1.551 0.121 Scottish Government: - Capital Grant 27.467 27.467 2.289 - Vacant and Derelict Land 1.477 1.477 0.000 - Place Based 0.589 0.589 Levelling Up Fund 7.700 7.700 0.000 Capital Receipts 0.700 0.700 0.397 Specific Reserves 0.038 0.574 0.000 Revenue Contribution 6.610 6.610 0.000 TOTAL FUNDING 64.188 68.097 2.807 52
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APPENDIX 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2025 TO 16 MAY 2025 2025/26 Annual Budget 2025/26 Forecast Spend 2025/26 Forecast Variance 2025/26 Actual to 16/05/25 £m £m £m £m Expenditure 2025/26 Budget 87.540 87.540 - 2.462 2025/26 Annual Budget 2025/26 Actual to 16/02/25 £m £m Income Capital Funded from Current Revenue 34.207 2.404 Prudential Borrowing 26.607 0.000 Scottish Government Specific Grant: - New Build 20.606 0.000 - Open Market Purchase Scheme 6.000 0.000 - Mortgage to Rent 0.120 0.000 Other Income 0.000 0.058 87.540 2.462 53
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Employee Workforce Monitoring Information - 1 April 2024 to 31 March 2025 Yearly Summary 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] ♦ provide employment information relating to the Council for the period 1 April 2024 to 31 March 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for 1 April 2024 to 31 March 2025 relating to the Council be noted:- ♦ attendance statistics ♦ occupational health ♦ accidents/incidents ♦ discipline, grievance and Dignity at Work ♦ employee development ♦ labour turnover/analysis of leavers and exit interviews ♦ recruitment monitoring ♦ Staffing Watch on 8 March 2025 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, the following monitoring information is submitted to the Executive Committee. This report for the Council provides information on the position for the period 1 April 2024 to 31 March 2025. 4. Attendance Statistics 4.1. Information on absence statistics for 1 April 2024 to 31 March 2025, for the Council and each Resource is provided in appendices 1 to 8. The main points to note are: ♦ the Council’s average absence rate for 1 April 2024 to 31 March 2025 is 5.9%, an increase of 0.5% when compared with the previous year ♦ the APT&C average absence rate for 1 April 2024 to 31 March 2025 is 6.0%, an increase of 0.6% when compared with the previous year ♦ the teaching staff average absence rate for 1 April 2024 to 31 March 2025 is 3.6%, an increase of 0.3% when compared with the previous year ♦ the manual workers’ average absence rate for 1 April 2024 to 31 March 2025 is 7.8%, an increase of 0.6% when compared to the previous year 7 55
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When compared with 1 April 2023 to 31 March 2024 (Appendix 8): ♦ psychological and musculoskeletal conditions are the main reasons for absence ♦ total days lost due to musculoskeletal conditions have increased by 1,271 days ♦ total days lost due to psychological conditions have increased by 1,854 days ♦ total days lost due to stomach, bowel, blood and metabolic disorders have increased by 4,649 days ♦ total days lost due to respiratory conditions have increased by 883 days 5. Occupational Health 5.1. Information on occupational health for the period 1 April 2024 to 31 March 2025 is provided in Appendix 9: ♦ psychological and musculoskeletal conditions were the main reasons for medical referrals, which is unchanged from the previous year ♦ a total of 1,719 employees were referred for a medical examination which represents an increase of 226 employees referred, when compared with the previous year ♦ a total of 1,958 employees attended physiotherapy treatment, which is a decrease of 40 when compared to the previous year. Of the 1,958 employees referred, 72% remained at work whilst undertaking treatment ♦ a total of 1,919 employees were referred to the Employee Support Officer, an increase of 16 referrals when compared to the previous year. Of the referrals made during the year, 88% related to personal issues ♦ a total of 733 referrals were made for counselling, which is an increase of 14 referrals when compared with the previous year ♦ a total of 88 employees were referred for Cognitive Behavioural Therapy, an increase of 57 referrals when compared with the previous year 6. Accidents/Incidents 6.1. The accident/incident report for the period 1 April 2024 to 31 March 2025 is contained in Appendix 10: ♦ the number of accidents/incidents recorded for the year was 802, a decrease of 1,478 when compared with 1 April 2023 to 31 March 2024 ♦ over the period specified injuries/incidents have decreased by 2 when compared with 1 April 2023 to 31 March 2024 ♦ overall, minor accidents/incidents recorded for the year was 761, a decrease of 1,454 when compared with 1 April 2023 to 31 March 2024 ♦ during the year, the number of accidents resulting in an absence lasting over 3 days have decreased by 6 when compared with 1 April 2023 to 31 March 2024 ♦ during the year, the number of accidents resulting in an absence lasting over 7 days have decreased by 16 when compared with 1 April 2023 to 31 March 2024 6.2. During the year, Education Resources has provided focussed training aimed at addressing incidents in schools which they believe has had a positive impact on the number of incidents occurring. Whilst the number of incidents/accidents appear to have reduced significantly, it should be noted that the figures peaked during 2023/2024 and included an element of retrospective recording of accidents/incidents from the previous year. 56
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7. Discipline, Grievance, Dignity at Work 7.1. Information on Disciplinary, Grievance Hearings and Dignity at Work for the period 1 April 2024 to 31 March 2025 is contained in appendices 11, 12a and 12b: ♦ during the year, a total of 183 disciplinary hearings were held across Resources within the Council, which represents an increase of 8 when compared to 1 April 2023 to 31 March 2024. Action was taken in 163 of these cases. There were 7 Resource appeals raised against the outcomes, of which all were not upheld ♦ our target is to convene disciplinary hearings within 6 weeks. During the year 66% of hearings met this target which represents a decrease of 17% when compared to 1 April 2023 to 31 March 2024. During the year there were a number of complex cases which required the availability of a number of key participants, which as a result, impacted on our ability to meet the desired timescale ♦ during the year, 13 appeals were submitted to the Appeals Panel, of which 3 were upheld in part, 6 were not upheld and 4 were withdrawn ♦ at the end of March 2025, no Appeals Panels were pending ♦ overall, 16 grievances were raised during the year, a decrease of 2 when compared with 1 April 2023 to 31 March 2024 ♦ there were 28 Dignity at Work complaints raised during the year, an increase of 17 when compared with 1 April 2023 to 31 March 2024 ♦ during the year, 7 referrals for mediation were submitted that were suitable for mediation, this figure has increased by 2 when compared with 1 April 2023 to 31 March 2024 7.2. Figures relating to Disciplinary, Grievance and Dignity at Work numbers in any year will fluctuate and will be in response to behaviours that are not in line with Council policies and procedures. 8. Employee Development 8.1. Information on Employee Development for the period 1 April 2024 to 31 March 2025 is contained in Appendix 13: ♦ the Council is committed to ensuring that every employee has the opportunity to undertake learning and development which relates to their job ♦ during this period there were 10,250 attendances at classroom learning and development events. There were also 1,147 attendances at virtual classroom learning and development events ♦ overall, employees have successfully completed 71,819 e-learning packages covering a wide variety of subjects 9. Labour Turnover/Analysis of Leavers and Exit Interviews 9.1. Labour Turnover Information on the number of leavers and exit interviews for the period 1 April 2024 to 31 March 2025 is contained in Appendix 14. Exit interviews are conducted with leavers who leave voluntarily. The Council’s labour turnover figure for 1 April 2024 to 31 March 2025 is 3.9% and this figure has decreased by 0.8% when compared to the previous year. 57
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9.2. Analysis of Leavers and Exit Interviews: ♦ during the period 1 April 2024 to 31 March 2025, there were 601 leavers eligible for an exit interview, a decrease of 112 when compared with 1 April 2023 to 31 March 2024 ♦ exit interviews for 1 April 2024 to 31 March 2025 were held with 16% of leavers, which represent a decrease of 15% when compared with 1 April 2023 to 31 March 2024 ♦ exit interviews were not recorded for the months July and August 2024 due to the transition to Oracle Fusion 10. Recruitment Monitoring 10.1. Information on Recruitment Monitoring for the period 1 April 2024 to 31 March 2025 is contained within Appendix 15. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are: ♦ 96% of applicants completed an Equal Opportunities Monitoring Form, which remains unchanged when compared to 1 April 2023 to 31 March 2024 ♦ of the 955 applicants who declared themselves as disabled, 393 were shortleeted for interview and 61 were appointed. This compares to 529 applicants the previous period, of which 284 applicants were shortleeted and 35 were appointed ♦ of the 1,583 applicants from a black/ethnic background, 373 were shortleeted for interview and 35 were appointed. This compares to 1,900 applicants the previous period, of which 538 were shortleeted and 57 were appointed ♦ of the 98 applicants who declared themselves as a Veteran, 43 were shortleeted for interview and 6 were appointed. This compares to 161 applicants the previous period, of which 82 were shortleeted and 3 were appointed 10.2. An action plan with the purpose of increasing Ethnic Minority Representation in Recruitment was approved at the Employee, Equalities, Diversity and Inclusion Forum on 28 May 2025. This covers 5 key areas: ♦ Review Recruitment Processes ♦ Training for Recruitment Panels ♦ Diverse Interview Panels ♦ Enhanced Advertising ♦ Collaborate with Community Organisations This action plan also forms part of the activities for Mainstreaming Equalities Outcome 1 for 2025 and beyond. 11. Staffing Watch 11.1. Details of the number of employees in post on 8 March 2025 are contained in Appendix 16. There were 15,619 employees in post on 8 March 2025 compared to 14,969 on 9 March 2024, representing an increase of 650 employees. 12. Employee Implications 12.1. There are no implications for employees arising from the information presented in this report. 13. Financial Implications 13.1. All financial implications are accommodated within existing budgets. 58
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14. Climate Change, Sustainability and Environmental Implications 14.1. There are no Climate Change, Sustainability and Environmental Implications arising from the information presented in this report. 15. Other Implications 15.1. There are no implications for sustainability or risk in terms of the information contained within this report. 16. Integrated Impact Assessment and Consultation Requirements 16.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 16.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 21 May 2025 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, effective, efficient and transparent ♦ Fair, open and sustainable ♦ Ambitious, self-aware and improving ♦ Excellent employer ♦ Focused on people and their needs ♦ Working with and respecting others Previous References ♦ 26 June 2024 List of Background Papers ♦ monitoring information provided by Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 59
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 5.2 5.2 5.2 April 2.7 2.8 2.9 April 8.8 7.0 7.3 April 5.6 5.1 5.2 May 5.0 5.1 5.4 May 3.6 3.2 3.0 May 7.6 6.2 7.1 May 5.4 5.1 5.3 June 5.0 4.9 5.3 June 2.6 2.2 2.8 June 8.1 6.5 7.2 June 5.3 4.7 5.2 July 4.5 4.0 4.3 July 1.4 1.1 1.0 July 7.4 5.8 6.3 July 4.6 3.8 4.1 August 4.3 4.2 4.6 August 1.4 1.3 1.9 August 7.4 6.2 7.5 August 4.4 4.1 4.7 September 5.2 5.2 6.2 September 2.8 2.9 3.5 September 8.0 7.6 8.3 September 5.4 5.3 6.1 October 5.7 5.2 6.3 October 3.4 2.7 3.8 October 8.1 7.1 7.7 October 5.8 5.1 6.0 November 6.3 6.1 7.0 November 4.7 4.3 5.0 November 8.6 8.1 8.4 November 6.5 6.2 6.9 December 6.7 6.7 7.1 December 5.3 4.8 5.4 December 8.9 7.8 8.5 December 7.0 6.6 7.0 January 5.2 5.8 6.8 January 4.3 4.8 4.9 January 8.0 7.8 8.3 January 5.8 6.1 6.7 February 5.7 6.3 7.0 February 4.1 4.9 4.9 February 7.9 8.0 9.0 February 5.9 6.4 7.0 March 6.2 6.3 7.0 March 4.6 4.1 4.5 March 8.3 8.1 8.4 March 6.4 6.3 6.8 Annual Average 5.4 5.4 6.0 Annual Average 3.4 3.3 3.6 Annual Average 8.1 7.2 7.8 Annual Average 5.7 5.4 5.9 Average Apr-Mar 5.4 5.4 6.0 Average Apr-Mar 3.4 3.3 3.6 Average Apr-Mar 8.1 7.2 7.8 Average Apr-Mar 5.7 5.4 5.9 7226 4014 4386 15626 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Council Wide APT&C Teachers No of Employees at 31 March 2025 No of Employees at 31 March 2025 Manual Workers Council Wide No of Employees at 31 March 2025 No of Employees at 31 March 2025 60
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 4.4 3.6 3.2 April 7.3 6.3 6.8 April 6.9 6.0 6.3 April 5.6 5.1 5.2 May 3.9 3.7 3.1 May 6.8 6.3 6.3 May 6.3 5.9 5.9 May 5.4 5.1 5.3 June 3.5 4.3 4.1 June 7.2 5.9 6.4 June 6.7 5.7 6.0 June 5.3 4.7 5.2 July 3.9 2.3 3.8 July 5.9 4.6 4.5 July 5.6 4.3 4.4 July 4.6 3.8 4.1 August 3.4 3.0 3.4 August 6.6 5.2 6.2 August 6.1 4.9 5.7 August 4.4 4.1 4.7 September 3.1 2.5 3.8 September 7.9 7.1 7.5 September 7.1 6.4 6.9 September 5.4 5.3 6.1 October 5.1 2.0 4.2 October 7.5 7.0 7.2 October 7.1 6.3 6.7 October 5.8 5.1 6.0 November 4.2 2.6 3.6 November 8.3 8.1 8.3 November 7.7 7.3 7.6 November 6.5 6.2 6.9 December 3.7 3.0 3.8 December 8.8 7.5 8.1 December 8.0 6.8 7.4 December 7.0 6.6 7.0 January 2.6 3.6 3.9 January 7.4 7.4 7.8 January 6.7 6.9 7.2 January 5.8 6.1 6.7 February 3.6 4.0 4.0 February 7.4 7.8 8.7 February 6.9 7.2 7.9 February 5.9 6.4 7.0 March 3.9 3.2 3.5 March 7.9 7.9 8.2 March 7.3 7.2 7.4 March 6.4 6.3 6.8 Annual Average 3.8 3.2 3.7 Annual Average 7.4 6.8 7.2 Annual Average 6.9 6.2 6.6 Annual Average 5.7 5.4 5.9 Average Apr-Mar 3.8 3.2 3.7 Average Apr-Mar 7.4 6.8 7.2 Average Apr-Mar 6.9 6.2 6.6 Average Apr-Mar 5.7 5.4 5.9 585 2818 3403 15626 Appendix 2 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 61
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 5.5 5.0 5.4 April 2.7 2.8 2.9 April 4.0 3.8 4.0 April 5.6 5.1 5.2 May 5.5 5.4 6.0 May 3.6 3.2 3.0 May 4.5 4.2 4.4 May 5.4 5.1 5.3 June 5.1 4.8 5.5 June 2.6 2.2 2.8 June 3.7 3.4 4.1 June 5.3 4.7 5.2 July 3.8 3.4 3.2 July 1.4 1.1 1.0 July 2.5 2.2 2.0 July 4.6 3.8 4.1 August 3.6 4.0 3.9 August 1.4 1.3 1.9 August 2.4 2.5 2.8 August 4.4 4.1 4.7 September 5.8 5.9 6.6 September 2.8 2.9 3.5 September 4.1 4.3 4.9 September 5.4 5.3 6.1 October 6.5 5.5 6.5 October 3.4 2.7 3.8 October 4.8 4.0 5.0 October 5.8 5.1 6.0 November 7.9 7.1 7.8 November 4.7 4.3 5.0 November 6.2 5.6 6.2 November 6.5 6.2 6.9 December 8.5 8.1 8.6 December 5.3 4.8 5.4 December 6.8 6.3 6.8 December 7.0 6.6 7.0 January 6.1 6.6 8.0 January 4.3 4.8 4.9 January 5.1 5.6 6.3 January 5.8 6.1 6.7 February 6.8 7.2 8.4 February 4.1 4.9 4.9 February 5.4 6.0 6.5 February 5.9 6.4 7.0 March 7.0 7.5 8.3 March 4.6 4.1 4.5 March 5.7 5.7 6.2 March 6.4 6.3 6.8 Annual Average 6.0 5.9 6.5 Annual Average 3.4 3.3 3.6 Annual Average 4.6 4.5 4.9 Annual Average 5.7 5.4 5.9 Average Apr-Mar 6.0 5.9 6.5 Average Apr-Mar 3.4 3.3 3.6 Average Apr-Mar 4.6 4.5 4.9 Average Apr-Mar 5.7 5.4 5.9 3202 4014 7216 15626No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 Appendix 3 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Education Resources Council WideAPT&C Teachers Resource Total 62
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 2.8 3.6 2.8 April 0.0 0.0 0.0 April 2.8 3.6 2.8 April 5.6 5.1 5.2 May 3.2 3.9 3.2 May 0.0 0.0 0.0 May 3.2 3.9 3.2 May 5.4 5.1 5.3 June 4.0 4.2 3.2 June 0.0 0.0 0.0 June 4.0 4.2 3.2 June 5.3 4.7 5.2 July 3.9 3.5 3.5 July 0.0 0.0 0.0 July 3.9 3.5 3.5 July 4.6 3.8 4.1 August 4.1 3.8 2.6 August 0.0 0.0 0.0 August 4.1 3.8 2.6 August 4.4 4.1 4.7 September 3.6 3.9 3.2 September 0.0 0.0 0.0 September 3.6 3.9 3.2 September 5.4 5.3 6.1 October 3.8 3.2 3.2 October 0.0 0.0 0.0 October 3.8 3.2 3.2 October 5.8 5.1 6.0 November 3.4 3.5 4.6 November 0.0 0.0 0.0 November 3.4 3.5 4.6 November 6.5 6.2 6.9 December 4.3 3.3 4.4 December 0.0 0.0 0.0 December 4.3 3.3 4.4 December 7.0 6.6 7.0 January 4.3 2.8 3.7 January 0.0 0.0 0.0 January 4.3 2.8 3.7 January 5.8 6.1 6.7 February 3.8 3.5 3.5 February 0.0 0.0 0.0 February 3.8 3.5 3.5 February 5.9 6.4 7.0 March 3.8 2.6 3.7 March 0.0 0.0 0.0 March 3.8 2.6 3.7 March 6.4 6.3 6.8 Annual Average 3.8 3.5 3.5 Annual Average 0.0 0.0 0.0 Annual Average 3.8 3.5 3.5 Annual Average 5.7 5.4 5.9 Average Apr-Mar 3.8 3.5 3.5 Average Apr-Mar 0.0 0.0 0.0 Average Apr-Mar 3.8 3.5 3.5 Average Apr-Mar 5.7 5.4 5.9 814 0 814 15626 Manual Workers No of Employees at 31 March 2025 Resource Total No of Employees at 31 March 2025 Appendix 4 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Finance and Corporate Resources No of Employees at 31 March 2025 No of Employees at 31 March 2025 APT&C Council Wide 63
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 5.5 5.7 5.3 April 10.6 6.9 7.2 April 7.6 6.2 6.1 April 5.6 5.1 5.2 May 4.5 4.9 5.2 May 8.1 6.1 8.1 May 6.0 5.4 6.4 May 5.4 5.1 5.3 June 4.9 5.4 5.7 June 8.5 6.8 8.4 June 6.4 6.0 6.8 June 5.3 4.7 5.2 July 5.5 5.0 5.3 July 8.9 8.1 8.6 July 6.9 6.2 6.7 July 4.6 3.8 4.1 August 4.7 5.1 5.5 August 7.1 8.5 8.8 August 5.7 6.4 6.9 August 4.4 4.1 4.7 September 4.5 4.7 7.5 September 6.3 7.8 7.4 September 5.2 6.0 7.5 September 5.4 5.3 6.1 October 4.3 4.9 7.3 October 7.8 5.2 6.0 October 5.8 5.0 6.8 October 5.8 5.1 6.0 November 4.6 4.8 6.8 November 7.8 6.7 6.2 November 5.9 5.6 6.5 November 6.5 6.2 6.9 December 4.4 5.1 6.4 December 7.2 7.4 5.8 December 5.6 6.0 6.2 December 7.0 6.6 7.0 January 4.5 4.4 7.0 January 5.5 6.0 6.2 January 4.9 5.0 6.7 January 5.8 6.1 6.7 February 4.4 5.2 7.0 February 6.2 6.3 7.1 February 5.1 5.6 7.0 February 5.9 6.4 7.0 March 5.3 5.3 6.8 March 6.8 7.2 5.9 March 5.9 6.1 6.4 March 6.4 6.3 6.8 Annual Average 4.8 5.0 6.3 Annual Average 7.6 6.9 7.1 Annual Average 5.9 5.8 6.7 Annual Average 5.7 5.4 5.9 Average Apr-Mar 4.8 5.0 6.3 Average Apr-Mar 7.6 6.9 7.1 Average Apr-Mar 5.9 5.8 6.7 Average Apr-Mar 5.7 5.4 5.9 857 543 1400 15626No of Employees at 31 March 2025No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2022/2023, 2023/2024 & 2024/2025 APT&C Manual Workers Council Wide 64
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 6.2 6.5 6.5 April 12.6 9.4 8.8 April 8.3 7.4 7.3 April 5.6 5.1 5.2 May 5.7 5.8 5.8 May 10.1 8.4 9.5 May 7.1 6.6 7.0 May 5.4 5.1 5.3 June 5.9 5.5 6.0 June 11.3 8.6 9.2 June 7.6 6.5 7.0 June 5.3 4.7 5.2 July 6.0 5.4 6.5 July 11.8 8.8 11.2 July 7.9 6.5 8.0 July 4.6 3.8 4.1 August 6.0 4.8 6.9 August 10.8 8.6 11.4 August 7.5 6.0 8.4 August 4.4 4.1 4.7 September 5.9 5.6 7.2 September 9.6 9.3 12.0 September 7.1 6.8 8.8 September 5.4 5.3 6.1 October 5.8 6.5 7.5 October 10.4 8.5 11.0 October 7.3 7.1 8.6 October 5.8 5.1 6.0 November 6.0 7.3 8.1 November 10.4 9.0 10.0 November 7.4 7.8 8.7 November 6.5 6.2 6.9 December 6.4 7.4 7.0 December 10.6 9.5 11.6 December 7.7 8.1 8.5 December 7.0 6.6 7.0 January 5.2 7.0 6.7 January 12.0 10.3 11.3 January 7.4 8.1 8.2 January 5.8 6.1 6.7 February 5.8 7.0 7.0 February 11.0 9.9 11.6 February 7.5 7.9 8.5 February 5.9 6.4 7.0 March 7.0 7.1 7.5 March 10.9 9.4 10.7 March 8.2 7.9 8.6 March 6.4 6.3 6.8 Annual Average 6.0 6.3 6.9 Annual Average 11.0 9.1 10.7 Annual Average 7.6 7.2 8.1 Annual Average 5.7 5.4 5.9 Average Apr-Mar 6.0 6.3 6.9 Average Apr-Mar 11.0 9.1 10.7 Average Apr-Mar 7.6 7.2 8.1 Average Apr-Mar 5.7 5.4 5.9 1768 1025 2793 15626No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 Appendix 6 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Social Work Resources APT&C Council WideResource TotalManual Workers 65
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Appendix 7 Community and Enterprise 2.1 4.5 6.6 Education 1.7 3.2 4.9 Finance and Corporate 1.4 2.1 3.5 Housing & Technical 2.1 4.6 6.7 Social Work 2.4 5.7 8.1 Council Overall for April 2024 - March 2025 1.9 4.0 5.9 Absence by Long and Short Term From: 1 April 2024 - 31 March 2025 Resource Total Long Term % April 2024 - March 2025 Total Short Term % Resource Total Absence % 66
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Appendix 8 Reason Total Work Days Lost % of Work Days Lost Psychological 74180 34 Musculoskeletal 45727 21 Respiratory 28742 13 Stomach 24024 11 Others 45707 21 Total Days Lost 218380 100 Reason Total Work Days Lost % of Work Days Lost Psychological 72326 36 Musculoskeletal 44456 21 Respiratory 27859 13 Stomach 19375 9 Others 44385 21 Total Days Lost 208401 100 Absence Monitoring Absence Classifications From 1 April 2024 to 31 March 2025 From 1 April 2023 to 31 March 2024 67
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FROM: 1 April 2024 - 31 March 2025 comparison with 1 April 2023 - 31 March 2024 Teachers Others 374 207 340 41 275 482 419 169 216 48 229 412 RESOURCE Apr-Mar 2023/24 Apr-Mar 2024/25 RESOURCE Apr-Mar 2023/24 Apr-Mar 2024/25 RESOURCE Apr-Mar 2023/24 Apr-Mar 2024/25 Community and Enterprise 531 471 Community and Enterprise 414 371 Community and Enterprise 0 2 Education (Teachers) 277 298 Education 798 828 Education 9 22 Education (Others) 385 403 Finance and Corporate 94 95 Finance and Corporate 0 0 Finance and Corporate 91 75 Housing and Technical 146 140 Housing and Technical 3 0 Housing and Technical 249 228 Social Work 451 485 Social Work 6 8 Social Work 465 483 Total 1903 1919 13 56 Total 1998 1958 Total 31 88 Reason Apr-Mar 2023/24 Apr-Mar 2024/25 Work Stress 140 186 Addicition 0 5 Personal 359 243 Anxiety/Depression 94 229 Bereavement 126 70 Total 719 733 Appendix 9 Analysis of Counselling Referrals by Cause Total (Apr-Mar 2024/25) 1719 Total (Apr-Mar 2023/24) 1493 No of Employees Referred For Physiotherapy No of Employees Referred To Employee Support Officer No of Employees Referred For Cognitive Behavioural Therapy Not Disclose Occupational Health Reports Medical Referrals Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Totals 68
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2023/24 2024/25 2023/24 2024/25 2023/24 2024/25 2023/24 2024/25 2023/24 2024/25 2023/24 2024/25 Total Specified Injury* 4 2 2 1 0 0 0 0 0 1 6 4 Total Over 7 Day** 20 17 14 2 0 0 5 6 5 3 44 28 Total Over 3 Day** 1 2 6 4 0 0 2 0 6 3 15 9 Total Minor*** 173 120 1851 544 17 3 27 18 147 76 2215 761 Total Finalised 198 141 1873 551 17 3 34 24 158 83 2280 802 ***A minor injury is an injury not covered by Over 7 day, Over 3 day or Specified *Specified Injury is any fracture (other than fingers/toes), amputation, loss or sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE **Over 3 Day /Over 7 Day absence relates to events outwith the specified injury category that resulted in an absence or inability to do normal work for more than 3/7 days (not including day of injury) Finance and Corporate Housing & Tech Social Work TOTAL Appendix 10 Analysis of Accidents / Incidents From: 1 April 2024 - 31 March 2025 comparison with 1 April 2023 - 31 March 2024 Accidents by Month of Occurrence Community and Enterprise Education 69
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APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 10 76 N/A 86 0 3 N/A 3 10 73 N/A 83 30 36 20 77% Education 7 2 13 22 4 2 1 7 3 0 12 15 5 11 6 73% Finance and Corporate 3 0 N/A 3 0 0 N/A 0 3 0 N/A 3 1 1 1 67% Housing and Technical 14 19 N/A 33 2 4 N/A 6 12 15 N/A 27 4 8 21 36% Social Work 16 23 N/A 39 1 3 N/A 4 16 19 N/A 35 8 17 14 64% Total (Apr-Mar 2024/25) 50 120 13 183 7 12 1 20 44 107 12 163 48 73 62 66% Total (Apr-Mar 2023/24) 19 144 12 175 0 11 3 14 19 133 9 161 109 36 30 83% APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Community and Enterprise 2 4 N/A 6 0 0 N/A 0 0 0 N/A 0 2 4 N/A 6 0 Education 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Finance and Corporate 0 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0 Housing and Technical 0 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0 Social Work 1 0 N/A 1 0 0 N/A 0 0 0 N/A 0 1 0 N/A 1 0 Total (Apr-Mar 2024/25) 3 4 0 7 0 0 0 0 0 0 0 0 3 4 0 7 0 Total (Apr-Mar 2023/24) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 *Resources nil responses are not included in figures Appeal's Panel FROM: 1 April 2024 - 31 March 2025 Appeal's Panel 4-6 Upheld in Part Not Upheld Total Appendix 11 Withdrawn 6+ % Held within 6 Weeks Upheld in Part Record of Disciplinary Hearings No of weeks to convene Disciplinary Hearing Total Manual/ Craft Upheld N.B. Non-White employees refers to those employees who have indicated that they are:- Any other mixed background, Indian, Pakistani, Bangladeshi, Chinese, Any other Asian background, Caribbean, African and any other black background. No Action Outcome of Disciplinary Hearings Teachers 3 RESOURCE APT&C Action Taken 0 3 6 9 Upheld Outcome of Appeals RESOURCE Total No of Appeals APT&C Not Upheld 04 Appeals Pending FROM: 1 April 2024 - 31 March 2025 comparison with 1 April 2023 - 31 March 2024 Appeals pending to date No of Disciplinary Hearings Manual/ Craft Teachers 70
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Record of Grievances Grievances No of Grievances No Resolved at Stage 1 No Resolved at Stage 2 No Resolved at Stage 3 Still in Process Community and Enterprise 6 0 6 0 0 Education 3 1 2 0 0 Finance and Corporate 0 0 0 0 0 Housing and Technical 1 0 1 0 0 Social Work 6 1 4 0 1 Total (Apr-Mar 2024/25) 16 2 13 0 1 Total (Apr-Mar 2023/24) 18 2 15 0 1 Dignity at Work Dignity at Work No of Incidents No Resolved at Informal Stage No Resolved at Formal Stage No of Appeals Appeals in Process Still in Process Community and Enterprise 9 0 3 0 0 6 Education 7 2 3 0 0 2 Finance and Corporate 0 0 0 0 0 0 Housing and Technical 2 0 1 0 0 1 Social Work 10 0 0 0 0 10 Total (Apr-Mar 2024/25) 28 2 7 0 0 19 Total (Apr-Mar 2023/24) 11 0 10 0 0 1 FROM: 1 April 2024 - 31 March 2025 comparison with 1 April 2023 - 31 March 2024 FROM: 1 April 2024 - 31 March 2025 comparison with 1 April 2023 - 31 March 2024 Appendix 12a 71
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Referrals for Workplace Mediation Workplace Mediation Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 No of Referrals 1 1 1 0 1 0 1 0 0 1 1 0 No of cases unsuitable for mediation 1 0 0 0 0 1 0 1 0 0 1 0 Workplace Mediation Apr-23 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 No of Referrals 0 2 1 0 0 1 0 0 0 1 0 0 No of cases unsuitable for mediation 0 1 0 1 1 0 0 0 0 0 1 0 Appendix 12b As at March 2025 72
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Attended classroom based training Community and Enterprise 2006 Education 3271 Finance and Corporate 104 Housing and Technical 1135 Social Work 3734 Total 10,250 Attended training delivered virtually Community and Enterprise 47 Education 357 Finance and Corporate 102 Housing and Technical 164 Social Work 747 Total 1,417 Courses Completed / Passed Community and Enterprise 13377 Education 28135 Finance and Corporate 3700 Housing and Technical 9441 Social Work 17166 Total 71,819 Appendix 13 Employee Development 1 April 2024 - 31 March 2025 73
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Appendix 14 Exit Interviews (Apr-Mar 2024/25) Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 46 110 10 21 38 225 38% Personal Reasons 55 65 4 21 16 161 28% Moving outwith area 5 15 2 2 11 35 6% Further Education 5 19 0 1 3 28 5% Child Caring / Caring Responsibilities 5 14 1 1 3 24 4% Disatisfaction with terms and conditions 4 1 0 0 2 7 1% Poor relationship with managers / colleagues 3 2 0 0 0 5 1% Travelling difficulties 0 1 0 0 1 2 0% Other 41 38 1 12 22 114 17% Total no. of leavers per Resource eligible for an exit interview 164 265 18 58 96 601 Number of exit interviews conducted* 19 45 5 13 16 98 % of leavers interviewed 12% 17% 28% 22% 17% 16% Exit Interviews (Apr-Mar 2023/24) Number of exit interviews conducted 51 79 15 23 56 224 Total no. of leavers per Resource eligible for an exit interview 187 279 37 57 153 713 % of leavers interviewed 27% 28% 41% 40% 37% 31% * Note these totals include temporary employees Analysis of Leavers and Exit Interviews * This figure does not include exit interview figures for July or August as this facility was unavailable due to the transition to Fusion 74
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Appendix 15 Applied Interviewed Appointed % of Applicants interviewed % of Applicants appointed % of Interviewees appointed 14066 6360 1447 45% 10% 23% 4139 1480 379 36% 9% 26% 9804 3478 895 35% 9% 26% 955 393 61 41% 6% 16% 11297 3991 987 35% 9% 25% 2355 1033 275 44% 12% 27% 12127 4934 1228 41% 10% 25% 1583 373 35 24% 2% 9% 98 43 6 44% 6% 14% Applied Interviewed Appointed % of Applicants interviewed % of Applicants appointed % of Interviewees appointed 14979 5346 1235 36% 8% 23% 4963 1598 344 32% 7% 22% 9986 3335 829 33% 8% 25% 529 284 35 54% 7% 12% 11558 3773 869 33% 8% 23% 3686 1266 307 34% 8% 24% 12896 4516 1125 35% 9% 25% 1900 538 57 28% 3% 11% 161 82 3 51% 2% 4% Total No of White applicants Total No of Black/Ethnic minority applicants* Total EO Forms Received Total No of Male Applicants Total No of Female Applicants 1931 Total Number of appointments: 1453 Gender / Disability / Age Total No of applicants aged under 50 Total No of applicants aged over 50 Total No of Black/Ethnic minority applicants* Total No of Veteran applicants *Black/Ethnic Minority applicants includes Mixed, Asian, Black and other backgrounds. April 2023 to March 2024 Total No of Disabled Applicants Total Number of applications received: 15592 Total Number of Equal Opportunities Monitoring forms received: 14979 (96%) Total Number of posts advertised: Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants aged under 50 Total No of applicants aged over 50 Total No of White applicants 1012 Total Number of appointments: 1515 Gender / Disability / Age Total EO Forms Received Total No of Veteran applicants *Black/Ethnic Minority applicants includes Mixed, Asian, Black and other backgrounds. Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age April 2024 to March 2025 Total Number of applications received: 14615 Total Number of Equal Opportunities Monitoring forms received: 14066 (96%) Total Number of posts advertised: 75
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Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3351 1198 365 239 1549 2404.42 5.00 1650.91 410.60 269.67 47.94 18.30 0.00 2.00 0.00 Education - Others 3169 97 94 551 2427 2438.90 5.00 1172.94 1063.60 136.40 48.00 11.00 0.00 1.96 0.00 Education - Teachers 4154 705 127 2140 1182 3544.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3544.20 Finance & Corporate Resources 813 184 22 360 247 721.38 8.00 89.59 338.44 207.13 56.22 22.00 0.00 0.00 0.00 Housing & Technical 1373 760 115 337 161 1266.27 3.00 188.00 676.43 354.95 32.89 9.00 0.00 2.00 0.00 Social Work Resources 2759 189 232 927 1411 2364.87 3.00 320.84 1449.61 472.02 84.80 33.60 0.00 1.00 0.00 9195.84 (excluding Teachers) Total All Staff 15619 3133 955 4554 6977 12740.04 24.00 3422.28 3938.68 1440.17 269.85 93.90 0.00 6.96 3544.20 Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 2993 1112 273 198 1410 2074.37 5.00 1412.35 348.58 244.59 43.55 15.30 0.00 5.00 0.00 Education - Others 3311 128 101 661 2421 2416.53 4.96 1179.23 962.79 146.09 46.00 10.60 0.00 62.06 4.80 Education - Teachers 3880 696 80 2181 923 3492.85 0.00 0.00 0.00 0.00 0.00 1.00 0.00 6.60 3485.25 Finance & Corporate Resources 816 192 15 387 222 743.11 6.00 97.71 353.48 210.14 52.78 23.00 0.00 0.00 0.00 Housing & Technical 1273 787 24 330 132 1213.09 3.00 188.11 630.82 352.56 29.60 9.00 0.00 0.00 0.00 Social Work Resources 2696 202 203 994 1297 2359.33 3.00 327.92 1441.30 496.46 56.30 34.35 0.00 0.00 0.00 8806.43 (excluding Teachers) Total All Staff 14969 3117 696 4751 6405 12299.28 21.96 3205.32 3736.97 1449.84 228.23 93.25 0.00 73.66 3490.05 Female Salary Band Total Number of Employees Full-Time Equivalent Male Female Salary Band QUARTERLYJOINT STAFFING WATCH RETURN : NUMBER EMPLOYED ON 9 MARCH 2024 Male Quarterly Joint Staffing Watch Return : Number Employed On 8 March 2025 Analysis by Resource Appendix 16 Analysis by Resource Total Number of Employees Full-Time Equivalent 76
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: 2026/2027 to 2027/2028 Revenue Budget Strategy 1. Purpose of Report 1.1. The purpose of the report is to:- ♦ advise the Committee on the Budget Strategy for 2026/2027 to 2027/2028 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Revenue Budget position for 2026/2027 to 2027/2028 (detailed in section 4, Table 1) is a Budget Gap of £24.273 million, be noted; (2) that the potential increase of the budget gap to £42 million due to pay award (section 4.10-4.15), be noted; (3) that the Programme of Transformational Reviews detailed in Section 5, be noted; (4) that in arriving at the Budget Gap no account has been taken of any increase in Council Tax (section 6.1), be noted; (5) that a strategy around increasing Council Tax could contribute to reducing the Budget Gap (section 6), be noted; (6) that the Summary and Next Steps at section 7, including the Timeline provided in Table 4, be approved; and (7) that the risks detailed in the Other Implications Section (section 15.3), be noted. 3. Background 3.1. Now that the Budget and Council Tax has been set for financial year 2025/2026, attention turns to the next Budget setting cycle. The Council has a medium-term Strategy in place covering the years 2026/2027 and 2027/2028 and this is the subject of this report. 3.2. Section 4 will outline the medium-term Strategy. It will look at the current Budget Gap across the coming years from 2026/2027 to 2027/2028 and will explain how this has moved as part of setting the Budget for 2025/2026. 3.3. The paper will go on to provide an update on the ongoing Programme of Transformational Reviews and Council Tax levels. It will also detail the areas of risk associated with this Budget Strategy. 8 77
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3.4. This report will focus on the years 2026/2027 to 2027/2028, and will cover the following: ♦ Budget Strategy and Budget Gap for 2026/2027 to 2027/2028 including areas of risk (section 4), ♦ the Programme of Transformational Reviews (section 5), and ♦ Council Tax (section 6) 3.5. A Summary, Next Steps and a Timeline for consideration will be provided in section 7. Section 8 will cover Reserves whilst section 9 will provide information in relation to Financial Resilience. 3.6. Section 10 will note the consultation and communication processes, and section 11 will make reference to the refresh of the Council’s Long-Term Strategy. Section 15 will note the implications of the report and includes reference to potential areas of risk in relation to the Budget. 4. Revenue Budget Gap and Strategy Items 4.1. The Council has an expected Budget Gap in future years. The Budget Gap is the excess that the Council is predicting it will have to spend, over the funding it has available. To balance our Budget, the Budget Gap has to be bridged through reducing our expenditure or increasing income. 4.2. The previously reported Budget Gap for 2026/2027 and 2027/2028 was £32.320 million (South Lanarkshire Council, February 2025). This section details the position in terms of Government Grant and also details the update to the Budget Gap to reflect the impact of Budget Decisions taken during the 2025/2026 Budget Setting process. 4.3. Government Grant: The previous Budget Gap noted in section 4.1 included the removal of a previous assumption of an increase in Government Grant in 2026/2027 (£5.868 million). This assumption was changed because the 2025/2026 Settlement was greater than anticipated for that year, and it is deemed prudent to no longer assume the grant increase initially expected in 2026/2027. Information on the level of government Grant for 2006/2027 is not anticipated until later in the financial year. Any changes in the level of grant received against the level assumed in the Budget Strategy could significantly impact on the Budget Gap and this is therefore an area of risk. The Scottish Government is due to publish its Mid-Term Financial Strategy at the end of June and some clarity may be provided on the National position, however, this will not give any certainty regarding the Council’s budget for 2026/2027. 4.4. 2025/2026 Budget Decisions: As part of the 2025/2026 Budget Setting process (February 2025), the agreed savings (£6.485 million), Council Tax increase (£9.480 million) and recurring investments (£3.921 million) left a recurring budget surplus of (£6.780 million) before one-off investments. This recurring budget surplus of £6.780 million can be used to reduce the Budget Gap into 2026/2027. 4.5. The report to Council in February 2025 also outlined the impact of 2025/2026 approved savings beyond that year. APP01 Waste Permits (£0.875 million) and HTR01 Sheltered Housing – Housing Support Funding to Registered Social Landlords (£0.392 million) were both approved for 2025/2026 (Council, 26 February 2025) and have an impact on the Budget Gap in 2026/2027. This reduces the Budget Gap by £1.267 million into 2026/2027. 78
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4.6. Taking the above into account, leaves a revised Budget Gap of £24.273 million across 2026/2027 and 2027/2028. This is summarised in Table 1. Table 1: Total Budget Gap Across 2026/2027 and 2027/2028 2026/2027 £m 2027/2028 £m Total £m Original Budget Gap (Council, 24 Feb 2025) 18.515 13.805 32.320 Budget Surplus from 2025/2026 (section 4.4) (6.780) (6.780) Full Year Impact of 2025/2026 Approved Savings (section 4.5) (1.267) - (1.267) Total Budget Gap 10.468 13.805 24.273 4.7. Budget Strategy Items: There are a number of items that contribute to the Budget Gap across 2026/2027 and 2027/2028. These include provision for increases in expenditure items which the Council would typically face as well as assumptions in Government Grant levels and the impact of previously adding new properties. 4.8. These items form the normal items that we would expect to cover as budget pressures and, also include ‘one off’ solutions from previous years that require to be reinstated. There are also reductions to be reflected, including the use of Reserves and Property Number increases which generate additional Council Tax Income. These are included in the core Budget Strategy expenditure items outlined in Appendix 1. 4.9. As well as the risk around the Council’s assumptions in Government Grant, there is also the risk in relation to Pay Award. 4.10. Pay Award: The Budget Strategy includes an assumption for both teaching and non- teaching staff pay award in 2026/2027 and beyond, as well as the full year effect of an estimated teachers’ pay award from August 2025 (into 2026/2027). The pay deal for non-Teachers is set for 2024/2025 only and there has been no agreement of what the pay award will be beyond financial year 2024/2025. For teaching staff, there is no pay deal beyond August 2025. This is, therefore, a risk to the financial Strategy. 4.11. While not applying to Local Government, the Scottish Government’s Public Sector Pay Policy sets out the framework for pay increases and applies to public bodies in Scotland but not to Local Government. It is based on a pay award of 3% per annum from 2025/2026 to 2027/2028 (i.e. 9% over years). In addition, the Scottish Government announced an offer to NHS Agenda for Change staff for a 4.25% rise in 2025/2026 and 3.75% the following year (2026/2027). 4.12. Council Leaders have mandated COSLA to continue pay negotiations, including the potential for a multi-year offer and identifying an approach to funding which would include a contribution from Scottish Government. 4.13. There is a significant risk that a pay award is set at a level that is higher than the Budget Strategy assumptions. For illustration purposes, every 1% that the pay offer is higher than the Council has budgeted, would cost almost £6m per annum on a recurring basis. Over a multi-year period, there is a risk that a pay award higher than our budget (that is not funded by Government) could significantly add to our Budget Gap. 79
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4.14. A multi-year pay offer could result in a funding shortfall of up to £18 million (recurring). This is not affordable and would need to be managed as well as the Budget Gap of £24.273 million outlined at section 4.6. This would require either further savings to be identified or the consideration of increasing levels of Council Tax. 4.15. Recognising the impact of the Pay Award negotiations, this would mean that the Budget Gap potentially increases from £24.273 million to a figure in excess of £42 million. 5. Programme of Transformational Reviews 5.1. One way of managing the Budget Gap is the programme of Transformational Reviews ongoing across the Council. The 2025/2026 approved Budget included savings of £6.485 million arising from completed Reviews. In addition, two of the savings approved for 2025/2026 have an impact of £1.267 million on the Budget Gap in 2026/2027 (section 4.5). 5.2. The Transformational Reviews continue to progress, and as they do so, proposals will be presented to Members for approval as part of the Budget setting process for 2026/2027 and 2027/2028. 5.3. While any savings from the majority of the Reviews have still to be confirmed, it is unlikely that that they would cover the full extent of the Budget Gap over the next 2 years, as this could potentially be in excess of £42 million. 6. Council Tax 6.1. One of the levers available to councils to assist in reducing their Budget Gap is an increase in Council Tax levels. In arriving at the Budget Gap (which could be in excess of £42 million - section 5.3), no account has been taken of any increase in Council Tax. 6.2. The 2025/2026 Council Tax Budget is £171.823 million, therefore every 1% increase in the Band D level means a £1.718 million of additional income. 6.3. For illustration, a 5% increase in Council Tax in both 2026/2027 and 2027/2028 would reduce the Budget Gap by £17.2 million on a recurring basis. This would still leave a potential Budget Gap of £25.1 million to be met through reducing expenditure (by making savings) across the period to 2027/2028. This is shown in Table 2. This level of cuts in spending would be extremely challenging and have wide ranging impacts on service delivery. Table 2 – Council Tax Illustration (5%) Budget Gap over 2026/2027 and 2027/2028 £m Current Budget Gap (before Pay Award Risk) 24.3 Pay Award Risk 18.0 Revised Potential Budget Gap 42.3 5% Base Increase in Council Tax in 2026/2027 and 2027/2028 (17.2) Revised Potential Budget Gap (after 5% Council Tax per annum) 25.1 80
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6.4. In South Lanarkshire, the comparatively low level of Council Tax we charge sets us apart from other councils and provides options for consideration when addressing the significant budget gap for future years. 6.5. South Lanarkshire Council set its 2025/2026 Council Tax (Band D) at £1,378.85. This was a 6% increase on the previous year. The highest increase across all councils in Scotland in 2025/2026 was 15.6%, with the average increase being 9.57%. 6.6. The 2025/2026 Scottish Average Council Tax at Band D is £1,543.25. South Lanarkshire Council’s 2025/2026 Band D rate of £1,378.85 is 12% below the Scottish average. If the Council were to increase its Council Tax Band D to the level of the Scottish average, this could generate additional income. By having a Council Tax Band D at the current level, the Council is forgoing income of £20.6 million of income that would be available if we were to take Council Tax to the Scottish average. Given the Council’s low Band D Council Tax, this is a unique opportunity available to the Council to consider options around how Council Tax could help reduce budget gaps. 6.7. It will be the case that other Councils will increase their Council Tax in future years. Some Scottish Councils have approved longer term multi-year strategies for the Council Tax levels in order to give some certainty on this income stream for future years. Therefore, a South Lanarkshire Council strategy that continues to increase Council Tax at the level illustrated at section 6.3 (e.g. 5% per annum) is likely to still leave us significantly below the Scottish average. 6.8. A strategy could be developed to consider increasing South Lanarkshire Council’s Council Tax to a level more in line with the Scottish average. It could be possible to develop plans to help reduce the Budget Gap through a planned movement to the Scottish Average Council tax level. Such a strategy could look to take the increase in Council Tax to a higher level, over a period of years, with the aim of moving to the average Council Tax level. 6.9. To help bridge the current gap between the Council’s Council Tax and the Scottish average Council Tax level, the strategy adopted could be an increase of 8% per annum, for 4 years, rather than the 5% suggested in section 6.3 / Table 2. Over 4 years, this would bring us more in line with the Scottish Average and would result in £27.5 million recurring additional income per annum by year 2 (2027/2028), and £55 million by year 4 (2029/2030). 6.10. The impact on the Budget Gap for 2026/2027 and 2027/2028 of adopting such a strategy is illustrated in Table 3. 81
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Table 3 – Council Tax Strategy Illustration (8%) Budget Gap over 2026/2027 and 2027/2028 £m Current Budget Gap (before pay award risk) 24.3 Pay Award Risk 18.0 Revised Potential Budget Gap 42.3 8% Strategy Increase in Council Tax in 2026/2027 and 2027/2028 (27.5) Revised Potential Budget Gap (after 8% Strategy Increase in Council Tax per annum) 14.8 6.11. This is for illustration only and shows that with an 8% increase in Council Tax per annum, there is still a Budget Gap of £14.8 million. Options to bridge any residual Budget Gap after an increase in Council Tax will need to be met from savings. 7. Summary and Next Steps 7.1. As detailed in Table 1, the Council’s Budget Gap over the years 2026/2027 to 2027/2028 is £24.273 million. This Budget Gap is based on the assumptions and estimates included in section 4 (and Appendix 1). 7.2. The Scottish Government is due to publish its Mid-Term Financial Strategy at the end of June 2025. While this may give an indication of the National financial outlook, it will not give any clarity on the Council’s grant levels for 2026/2027. This is not anticipated until later in the financial year and therefore remains an area of risk to the Budget Strategy. 7.3. There is a further risk to the Strategy and that is that a pay award higher than our budget estimate is put forward and agreed by Local Government, but that no funding is made available by the Scottish Government. For illustration purposes, a pay deal could result in a funding shortfall across the 3 years from 2025/2026 of up to £18 million (recurring). This is not affordable and would increase the Budget Gap of £24.273 million. 7.4. There are options available to the Council to consider levels of Councils Tax, noting that South Lanarkshire’s Council Tax is the lowest in Scotland and is significantly below the Scottish Average. These are detailed in section 6. An illustration of the impact of an 8% per annum increase in Council Tax is shown in Table 3. This illustration still leaves a Budget Gap of £14.8 million. Options to bridge any residual Budget Gap after any increase in Council Tax, will need to include savings proposals. 7.5. Timeline: A proposed timeline for the Budget process, commencing with this refresh of the Budget Strategy, is detailed in Table 4. 82
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Table 4 – Proposed Timeline Timeline Members Seminar November 2025 Budget Consultation November 25 – February 26 Budget Update Paper for Committee End November 2025 Receive Local Government Settlement for 2026/2027 End December 2025 Update the Budget Strategy for Members (post Settlement) January 2026 Set Council Budget for 2026/2027 and Budget Strategy for 2027/2028 February 2026 7.6. Reinstatement of Temporary Funding: The Budget Strategy across the years 2026/2027 to 2027/2028 includes a number of solutions which are temporary in nature and will require to be re-instated in future years of the Strategy period. Appendix 2 shows the year of reinstatement. Importantly, as the reinstatements fall within the years 2026/2027 and 2027/2028, then they are included in the Budget Gap of £24.273 million noted in Table 2 (section 4.7). 8. Reserves Strategy 8.1. A Reserves Strategy was presented to the Finance and Corporate Resources Committee on 30 October 2024. This detailed the Council’s Reserves, their balance at the end of 2023/2024, their purpose, and also a proposed strategy. 8.2. The Reserves Strategy agreed to an annual review to consider the monies held in the Earmarked/Committed General Fund Reserve, alongside the Council’s Revenue Budget Strategy. This will be undertaken following the completion of the Annual Accounts for 2024/2025 with an update provided to the Finance and Corporate Resources Committee in Autumn 2025. 9. Financial Management and Resilience 9.1. A Financial Resilience and Sustainability report was presented to the Risk and Audit Scrutiny Committee on 24 September 2024. This provided a summary of the 2025/2026 to 2026/2027 Budget Strategy, demonstrating the Council’s understanding of the medium-term financial outlook and providing information on the Council’s Financial Resilience and Sustainability. 9.2. This paper demonstrated the Council’s financial resilience by explaining its detailed financial planning, its level of reserves and its key financial strengths in term of its balance sheet position. It noted that any risks identified through horizon scanning are mitigated where appropriate through the Budget Strategy, which is a key part of the Council’s financial resilience framework. 9.3. An annual update on the Council’s financial sustainability will be presented to the Risk and Audit Scrutiny Committee later in the year. 10. Communications, Engagement with Elected Members and Public Consultation 10.1. The financial challenges being faced by the Council and the operational changes that transformational change will bring mean that clear communication is essential. The communication and consultation process for the 2025/2026 Budget worked well, and we would look to build on that work to ensure the Council’s financial challenges are understood by all stakeholders. 83
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11. Long Term Financial Strategy 11.1. In addition to looking at the Budget Strategy covering 2026/2027 and 2027/2028, it is considered best practice to consider a longer term outlook, and present a picture of what the Council could be facing over the next 10 years. 11.2. It is important to remember the difficulties in estimating the financial outlook for the Council when we are looking out to 10 years in the future. There is no certainty on the level of funding that we will receive, and the pressures on the Council’s budget, will inevitably change over such a lengthy timeframe. 11.3. Work will continue on this over the Summer months with a view to presenting a Long- Term Financial Strategy to Members in the Autumn. This will state the assumptions made, and the risk areas which could impact on the Budget Gap across the years. 12. Employee Implications 12.1. There are no direct employee implications from this report. 13. Financial Implications 13.1. The financial implications are summarised within the report. 14. Climate Change, Sustainability and Environmental Implications 14.1. At this stage Members are not being asked to approve the budget. Elements feeding into this current budget strategy are anticipated to reflect increases in cost of current activity, rather than any change to existing practices and therefore should have no direct environmental impact change as a result. The Council’s Integrated Impact Assessment process (refer section 16) includes a Sustainability Impact Assessment. 14.2. Climate Change targets will have an impact on the Council’s future financial strategies. This will be included in future Budget Strategy papers as appropriate. 15. Other Implications 15.1. The financial strategy is a way of managing a number of key risks which directly impact on the money available to deliver Council objectives. 15.2. The main risk areas where the Council has made assumptions which have a significant impact on the budget estimates going forwards, are on the level of grant which we will receive (refer section 4.3), and the level of pay award (refer section 4.10). In addition, the impact of general demand or price increases / inflation can only be assumed at this stage, and these have been estimated, as far as possible. Also, the level of new build properties and, therefore, Council Tax Income generation is based on best information at the time of writing. Any movement in these assumptions would be a risk to the Strategy. 15.3. Specific risks for the budget are: ♦ Government Grant: As detailed in section 4.3, there is no certainty on the level of Government Grant funding that will be received over the life of this Strategy. This Strategy is based on economic information and advice we have to date however, it is accepted that these are assumptions. The Scottish Government is due to publish its Mid-Term Financial Strategy at the end of June and while that might give a National position, the Council will not know its own grant award until later in the financial year. This is therefore an area of risk. 84
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♦ Pay Awards: As noted in section 4.9, the Strategy includes an assumption for both teaching and non-teaching staff in 2026/2027 and beyond, as well as the full year effect of an estimated Teachers’ Pay Award from August 2025 (into 2026/2027). The pay deal for Non-Teachers is set for 2024/2025 only and there has been no agreement of what the pay award will be beyond financial year 2024/2025. For teaching staff, there is no pay deal beyond August 2025. This is therefore a risk to the financial Strategy. ♦ In addition, while the 2025/2026 budget includes an estimated pay award for both groups of staff for that year, the fact that the 2025/2026 pay award is itself not agreed, means that depending on the level agreed, there is a risk that there could also be an impact into 2026/2027. ♦ Inflation: Some of the Council’s key contracts are linked to inflation including Waste and the Schools PPP. An assumption has been made in relation to forecast inflation, however given the value of these contracts, any fluctuation in inflation rates could have a sizeable impact. This is an area that will continue to be monitored and will be considered as part of the Long-Term Financial Strategy (referred to in section 11). ♦ Insurance: The Council operates an Insurance Fund to manage claims and liabilities arising from normal business. An amount has been included in the Budget Strategy to allow the Fund to balance on an annual basis, however, recent storm events and their frequency mean that this may be insufficient if this pattern continues. In a separate report to this meeting for financial year-end 2024/2025, there is a proposal to earmark funds to assist in managing the costs of Storm Eowyn, however, further funding may be required in future years. This will continue to be monitored. ♦ Net Zero / Property: The Council owns and manages a vast estate of properties and there is a need to consider what our property estate will look like going forwards. The Council’s Estates Strategy is working towards the identification of the key Council properties. While the funding identified will assist in their transformation, and will also assist in meeting the challenges of Net Zero it will not be sufficient to meet the significant cost implications of Net Zero. 15.4. Level of Support Provided to the Integration Joint Board (IJB) and South Lanarkshire Leisure and Culture SCIO (SLLC): The Council’s Budget Strategy for 2026/2027 to 2027/2028 at this stage assumes no additional allocation of monies from the Council to the IJB or SLLC. It is for the IJB and SLLC to produce their own balanced budgets. In terms of SLLC, their business plan modelling has included a scenario of a reduction in their Management Fee of £0.500 million per annum – thus realising a saving to the Council which could contribute to the Council’s Budget Gap moving forward. 16. Integrated Impact Assessment and Consultation Requirements 16.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no integrated impact assessment is required. 85
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16.2. There is no requirement to undertake any consultation in terms of the information contained in this report. However, as the progress of Transformational Change Programme and the identification of savings continues, proposals will be presented to Members later in the year and stakeholder consultation and integrated impact assessments will be carried out. The results will be provided to members to inform their decision-making process. Jackie Taylor Executive Director (Finance and Corporate Resources) 6 May 2025 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, Effective, Efficient and Transparent Previous References ♦ Council, 26 February 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Jackie Taylor, Executive Director, Finance and Corporate Resources Ext: 4622 (Tel: 01698 454622) E-mail : jackie.taylor@southlanarkshire.gov.uk 86
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Appendix 1 2026/2027 to 2027/2028 Budget Strategy: Budget Strategy Items This Appendix details the Budget Strategy Items included in the 2026/2027 to 2027/2028 Budget Strategy (Table 1 of main report). 1. Budget Strategy Expenditure Assumptions 1.1. In arriving at the expenditure assumptions, a number of factors are taken into account including the reinstatement of previous year solutions, demographics, economic conditions and ongoing commitments of the capital programme. These are summarised in Table 1, with the detail of each in section 2 covering the 2 years from 2026/2027 to 2027/2028. Table 1 – Items Contributing to the Budget Gap 2026 / 2027 £m 2027 / 2028 £m Pay and Pension Items (Sections 4.9 to 4.12 and Appendix 1, para 2.1 – 2.6) Includes assumed pay award for teachers and non-teachers as well as the permanent reduction in Pension Contributions in 2026/2027. 5.609 8.079 Grant Movement (Appendix 1, para 3.1 – 3.7) The grant assumption into 2026/2027 and 2027/2028 is Flat Cash, however the risk to this position is noted (section 4.3). This also includes the delayed impact of new properties on grant received because we are collecting Council Tax from more properties. 2.000 1.200 Reinstatement / Impact of Prior Year Budget Decisions (Appendix 1, para 4.1 – 4.13) This includes the need to reinstate budget to cover one-off savings from previous years and the benefit of previous year decisions. 0.903 3.382 Contract Impacts / Other Inflation (Appendix 1, para 5.1 – 5.7) Includes typical inflationary increases on non-domestic rates, the secondary schools’ modernisation contract (PPP), school transport, utilities, social care for children and families and waste. 2.596 2.426 Revenue Consequences of Capital (Appendix 1, para 6.1 – 6.2) This includes the revenue impact of approved capital projects. 0.378 - Council Tax – Property Numbers (Appendix 1, para 7.1 to 7.2) Reflects the increase in property numbers being experienced in the later part of 2024/2025 and a projection of a further increase into 2025/2026 and the 2 years of the Strategy. (1.300) (1.000) Total Budget Strategy Items 10.186 14.087 Total Budget Strategy Items for 2026/2027 and 2027/2028 24.273 87
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2. Pay Items (net cost of £13.688 million) 2.1. Pay Award (inc. Apprenticeship Levy): An assumption had been made regarding the potential increase for both teaching and non-teaching staff beyond 2025/2026, as well as the full year effect of an estimated Teachers’ Pay Award from August 2025 (into 2026/2027). Taking account of the reinstatement of a higher level of Pension contributions for non-teaching staff from 2026/2027 (after the reduction in years 2024/2025 and 2025/2026), the Pay Award requirements across the 2 years are, £8.909 million into 2026/2027, and £8.079 million into 2027/2028. 2.2. The pay deal for Non-Teachers is set for 2024/2025 only. There has been no agreement of what the pay award will be beyond financial year 2024/2025. For teaching staff, there is no pay deal beyond August 2025. 2.3. These assumptions will be updated as more information becomes available. This excludes pay award for the Integrated Joint Board and the South Lanarkshire Leisure and Culture SCIO. 2.4. As noted above, the pay award for 2025/2026 is not yet settled for either group of staff. While the 2025/2026 budget includes an estimate for these awards, depending on the award agreed, there is a risk that there could be an impact into 2026/2027. 2.5. Local Government Pension Scheme: The last actuarial review carried out on the Strathclyde Pension Fund (March 2020) resulted in reduction in Pension Contributions from the previous 19.5% down to 6.5% for the years 2024/2025 and 2025/2026. It will then rise back up to 17.5% from 2026/27. The impact of this was reported to members as part of the 2024/2025 Revenue Budget and Savings Proposals which detailed the use of the temporary benefit in reduced contributions for the first 2 years (refer section 4.9), and the permanent reduction of £3.3 million accounted for in 2026/2027. 2.6. The total cost impact of the Pay Items on the 2026/2027 to 2027/2028 Strategy is £13.688 million. 3. Government Grant (net cost of £3.200 million) 3.1. Local Government budgets are affected by both changes in the UK Government Budget and the subsequent Scottish Government Budget. 3.2. A Flat Cash Government Grant position has been assumed into 2026/2027 and 2027/2028. This is on the basis that we received a better Settlement than anticipated for 2025/2026, and it is deemed prudent to no longer assume the grant increase initially expected in 2026/2027. 3.3. Consequence of Council Tax Increases on Grant (Properties): As noted in previous Budget Strategies, increases in Council Tax due to increased property numbers, does not give a permanent benefit to the Council as there will be a reduction in Government Grant in future years – an estimated 80% Grant Reduction for every additional £1 of Council Tax. 3.4. The impact on grant of additional properties is incurred 2 years after the new properties are built. In relation to 2026/2027 to 2027/2028, the consequent reduction in Government Grant (80% reduction after 2 years) reflects the new properties added in 2024/2025 and 2025/2026 and totals an estimated reduction in Grant Income of £2.000 million for 2026/2027, and £1.200 million for 2027/2028. 88
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3.5. In addition, there may also be changes in how grant is distributed to councils, based on their share of population numbers. 3.6. In previous years, the Council has experienced both increases and decreases in grant as a result of the funding quantum and the way in which the funding is distributed. Movement in grant is wholly dependent on the distribution methodology used. It is proposed that the prudent approach is to not assume any grant increase due to population changes, and that if there is new money, it is likely this will have a policy intent attached and therefore no impact to the Council’s Budget Gap. 3.7. The total cost impact of Government Grant changes on the 2026/2027 and 2027/2028 Strategy is £3.200 million. 4. Reinstatement / Impact of Prior Year Budget Decisions (net cost of £4.285 million) 4.1. A number of budget strategy solutions approved for the previous year budgets were temporary in nature. These must be re-instated into 2026/2027 and 2027/2028. These are taken in turn below and summarised in Table A. 4.2. Lanarkshire Valuation Joint Board Requisition Payments: Over the 2 year period, there is a need to reinstate two amounts of money in relation to temporary requisition payment savings in respect of the Council’s funding of the Joint Board. £0.200 million is required in 2026/2027 and £0.282 million in 2027/2028. 4.3. 2023/2024 Underspend: In the 2024/2025 Revenue Budget and Savings report to Executive Committee (November 2023), it was agreed that an underspend of £6.000 million would be used to support the Strategy with £2.000 million in each year over the period 2024/2025 to 2026/2027. This temporary solution needs to be reinstated into 2027/2028 at a cost of £2.000 million. 4.4. Service Concessions: Implementation of the Service Concessions accounting arrangements has meant a retrospective benefit in the form of available Reserves to support the budget over three years. The £15.100 million used temporarily in the 2025/2026 Budget Strategy requires to be re-instated into 2026/2027. This adds £15.100 million to the 2025/2026 Budget Strategy. 4.5. Savings approved for 2025/2026 with a future year impact: As reported at the 2025/2026 Council budget meeting, the Budget Gap included the benefits from the Loans Fund Review proposals that were presented to Members at the November Executive Committee. The approval of the budget removes £6.000 million in 2026/2027 and £3.600 million in 2027/2028. 4.6. The report to Council in February 2025 also outlined the impact of 2025/2026 approved savings beyond that year. APP01 Waste Permits (£0.875 million) and HTR01 Sheltered Housing – Housing Support Funding to Registered Social Landlords (£0.392 million) were both approved for 2025/2026 and have an impact on the Budget Gap in 2026/2027. This removes £1.267 million from the Budget Strategy into 2026/2027. 89
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4.7. Use of Loans Fund Review Underspends: As noted in section 4.5, the Budget Gap included the benefits from the Loans Fund Review proposals that were presented to Members at the November Executive Committee. This includes additional in-year underspends to help address the Budget Gap on a one-off basis. This removes £13.000 million from the Budget Gap in 2027/2028 but is required to be re-instated in 2028/2029. 4.8. 2025/2026 Funds Available to Contribute to Recurring Budget Gap: As reported at the 2025/2026 Council budget meeting, there was £5.868 million of budget (in relation to grant for future years) and £0.282 million from the 2025/2026 LVJB Requisition payment which was used for one-off investments in that year and is available to reduce the Budget Gap permanently in 2026/2027 by £6.150 million. 4.9. 2025/2026 Budget Surplus for One-Off Investment: As reported at the 2025/2026 Council budget meeting, as well as balancing the Budget for 2025/2026, the approved budget amendment for 2025/2026 has a financial impact on the Budget Gap in 2026/2027. The 2025/2026 budget surplus of £6.780 million was used for one-off investments in that year and is available to reduce the Budget Gap permanently in 2026/2027. 4.10. Reduction in Pension Contributions: As noted in section 2.5, the Council’s Budget will benefit from a reduction in Pension Contributions from the previous 19.5% down to 6.5% for the years 2024/2025 and 2025/2026. It was agreed as part of the 2024/2025 Revenue Budget and Savings Proposals report to members that the in- year underspends totalling an estimated £45.200 million would be transferred to Reserves, and used to support the Budget Strategy in years 2024/2025 to 2026/2027. 4.11. The £23.500 million used temporarily in 2025/2026 requires to be re-instated into 2026/2027 but will be offset by the planned use of Pension Contribution Reserves in that year (£17.700 million). This adds a net cost of £5.800 million to the 2026/2027 Budget Strategy. 4.12. Similarly, the planned use of Pension Contribution Reserves in 2026/2027 needs to be reinstated in 2027/2028. This adds £17.700 million of costs to the Budget Strategy in 2027/2028 only. 4.13. The total impact of Reinstatements / Prior Year Budget Decisions on the 2025/2026 to 2027/2028 Strategy is £4.285 million. These are summarised in Table A. Table A – Reinstatement / Prior Year Budget Decisions 2026 / 2027 £m 2027 / 2028 £m Service Concessions – net impact of using one-off reserves each year, reinstated the next. Reinstatement offset by further use of reserves until completion in 2026/2027. (Executive Committee, November 2022) 15.100 - Pension Contribution Reserves – net impact of using one-off reserves each year, reinstated the next. Reinstatement offset by further use of reserves until completion in 2027/2028 (2024/2025 Revenue Budget and Savings report to Executive Committee, November 2023). 5.800 17.700 Reinstate budget required following the temporary reduction in requisition payments to the Valuation Joint Board. 0.200 0.282 90
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Previous use of 2023/2024 underspend used for the 3 years to 2026/2027, reinstated in 2027/2028 (2024/2025 Revenue Budget and Savings report to Executive Committee, November 2023). - 2.000 Savings approved for 2025/2026 with a future year impact – Loans Fund and Service Concessions, Waste Permits and Housing Support to RSLs (Overall Position of Revenue Budget and Level of Local Taxation for 2025/2026, February 2025). (7.267) (3.600) Use of Loans Fund Review Underspends (Overall Position of Revenue Budget and Level of Local Taxation for 2025/2026, February 2025). - (13.000) 2025/2026 Funds Available for One-off Investment available to reduce budget gap (Overall Position of Revenue Budget and Level of Local Taxation for 2025/2026, February 2025). (6.150) - 2025/2026 Budget Surplus for One-Off Investment available to reduce budget gap (Approved Budget Amendment, February 2025) (6.780) - Total 0.903 3.382 5. Contract Impacts / Other Inflation (net cost of £5.022 million) 5.1. Education - Secondary Schools’ Modernisation Contract / School Transport: An allocation of £1.200 million has been added to the Budget Strategy for each of the years 2026/2027 and 2027/2028 (total £2.400 million). In previous years, the allocation of anticipated inflationary increases was made to the Secondary Schools Modernisation Contract only, however it is proposed that given the pressures resulting from school transport costs, £0.900 million per annum is allocated to the Schools Modernisation Contract and £0.300 million per annum is allocated to help manage inflation on School Transport contracts. 5.2. Non-Domestic Rates: The 2025/2026 Budget Strategy included an allocation for to accommodate the impact of property revaluation and rate poundage increases into 2025/2026. It is likely that the poundage will increase into 2026/2027 and beyond, however any impact would be the result of Scottish Government changes to bandings and these are not available until the Local Government Settlement is issued later in the calendar year. In order to prepare for the change in poundage, an inflationary increase is included, similar to previous increases experienced. This would add £0.469 million for 2026/2027 and £0.479 million for 2027/2028. 5.3. Waste: The Council has a number of significant contracts for waste collection and disposal. Taking account of estimated inflationary increases each year, as well as £0.150 million pa to allow the service to manage the increasing number of properties, the following is included in the Budget Strategy for the next 2 years: £0.527 million and £0.547 million respectively. 5.4. Social Care: In previous years, the Strategy assumed increases in prices reflecting the ongoing commitments for Children and Families Social Care contracts held by the Council (excluding Adults and Older People contracts). Given the work being carried out to review the overall costs included in Children and Families, it is assumed that this Service will be back on budget, and an inflationary increase only is required. This equates to £0.200 million for each year into 2026/2027 and 2027/2028 (total £0.400 million). 91
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5.5. Strathclyde Passenger Transport: In previous years, SPT had adjusted their requisitions to reflect the movement in the local government grant to councils. The Strategy for 2026/2027 assumes no change in the requisition payment, reflecting the assumption that there will be no change in grant levels. This will be updated as more information becomes available. 5.6. Insurance Fund: The Council’s Insurance Fund was projecting an annual shortfall from 2026/2027 and a budget increase of £0.200 million had been added to the Budget Strategy for that year. This included a small annual allowance for pre-fund liabilities. Given the impact of storm events on the Fund, as noted in section 15.3 (risk items), there is a proposal in the 2024/2025 year-end Revenue report to earmark funds to assist in managing the impact of these more frequent storm events. 5.7. The total impact of Contract / Other Inflation on the 2026/2027 and 2027/2028 Strategy is £5.022 million. 6. Revenue Consequences of Capital (net cost of £0.378 million) 6.1. The assumptions in this Strategy continue to include provision for the revenue consequences of the opening/extension of new primary schools and other approved capital projects including the expansion of 4 secondary schools (Holy Cross High School, St Andrew’s and St Bride’s High School, Uddingston Grammar and Stonelaw High School). 6.2. The impact is £0.378 million in 2026/2027 with funding already provided in prior years. 7. Council Tax Properties (£2.300 million) 7.1. Estimates of new build properties in excess of 1,000 pa in 2026/2027 and 2027/2028. Assuming Council Tax Band D, this is estimated to generate net income of £1.300 million for 2026/2027 and £1.000 million for 2027/2028. 7.2. While there remains a risk that development will not progress as originally anticipated, housebuilding continues to progress in sites across the Council area. The position will continue to be monitored during 2025/2026. The impact of new houses on the Government Grant is detailed in Appendix 1, section 3.3. 8. Total Budget Strategy Items (2026/2027 to 2027/2028): The total of these items is £24.273 million. 92
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Appendix 2 Temporary Solutions Year of Adjustment 2026 / 2027 £m 2027 / 2028 £m 2028 / 2029 £m 2025/2026 Corporate Solutions Service Concessions (1) One-off use of Reserves (2025/2026) Reinstated into 2026/2027 (Executive Committee, November 2022) 15.100 - - Reduction in Employers’ Pension Contribution (2) Reinstated into 2026/2027 (Executive Committee, November 2023) Offset by further use of Reserves in 2026/2027 (reinstated in 2027/2028) 23.500 (17.700) - 17.700 - - 2024/2025 to 2026/2027 Solutions (3) Use of 2023/2024 Probable Outturn Monies £6.000 million used across 2024/2025 to 2026/2027 at £2.000 million per annum (Executive Committee, November 2023) - 2.000 - Reduction in LVJB Requisition Reinstatement of temporary reduction. 0.200 0.282 - 2027/2028 to 2029/2030 Solutions Use of Loans Fund Review Underspends (4) £26.495 million used across 2027/2028 to 2029/2030 (Executive Committee, November 2024) - (13.000) (9.000) Re-instatement of Loans Fund Review underspends 13.000 Total Temporary Solutions 21.100 6.982 4.000 (1) Requirement to reinstate budget of £15.100 million in 2026/2027 following the use of the remaining reserves from Service Concessions in 2025/2026. (2) Requirement to reinstate budget of £23.500 million in 2026/2027 following the use of Reserves resulting from the reduction in Employers Pension Contributions in 2025/2026, but this is offset by a further use of Reserves (£17.700 million). This is then reinstated into 2027/2028. (3) Requirement to reinstate £2.000 million in 2027/2028 to reflect the use of £2.000 million each year from 2024/2025 to 2026/2027, and £0.200 million in 2026/2027 and £0.282 million in 2027/2028 for the temporary reduction in LVJB Requisition payments. (4) Use of Loans Fund Review underspends of £13.000 million in 2027/2028 and £9.000 million in 2028/2029. The £13.000 million is then reinstated into 2028/2029. 93
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Local Action Fund – Spend Proposals 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] ♦ advise Committee of the proposals in relation to the Local Action Fund spend of £50,000 in each of the Council’s 20 geographical Wards [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposals for the 13 agreed Council Ward submissions detailed in Appendix 1, be approved; and (2) that it be noted that the proposals for the remaining 7 Wards will be submitted to a future meeting of this Committee. 3. Background 3.1. As part of the Budget Amendment approved by Council on 26 February 2025, it was agreed that £50,000 would be provided for each of South Lanarkshire’s 20 Wards to be approved by the Executive Committee, following input from local councillors. 3.2. At the end of March, Members were issued guidance to assist in their process of considering how to spend the monies in their local ward. Councillors were encouraged to discuss possible suggestions with their fellow ward councillors and, if able, agree a single suggestion for their ward. 3.3. A form was also issued to Members to complete with their spend proposals, and a timeline was set for these proposals to be submitted by 2 May 2025. This would allow time for officer consideration/input to ensure the project was deliverable, before collating them into a summary for consideration by this Committee. 3.4. This overview report will summarise the proposals received for Executive Committee approval. 4. Ward Specific Proposals for Approval 4.1. There are 13 wards where there is agreement by the Ward Members. These are detailed in Appendix 1. This includes an agreed proposal of £25,000 for Ward 16, Bothwell and Uddingston, with the proposal for the remaining £25,000 to follow after the summer recess. Similarly, the Appendix includes an agreed proposal for Rutherglen South which totals £26,800, with a proposal for the remainder (£23,200) being considered by Members. Members are asked to approve the agreed proposals in Appendix 1. 9 95
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4.2. If these projects are agreed, they will be added to the programme of spend for the current year. 4.3. For the remaining 7 Wards there are either ongoing discussions between Ward Members to agree a proposal, or with Council officers to confirm delivery and costs. Officers will continue discussions with Members over the coming weeks, with a view to coming back to this Committee in August. Following agreement of one proposal per Ward, these projects will be added to the programme of spend for the current year. 4.4. It is proposed that work continues on the remaining proposals, and that an update is provided to the August meeting of this Committee. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1. As detailed in section 4 of the report, each Ward has been allocated £50,000, a total of £1.0 million for all 20 Wards. 6.2. Agreed proposals have been identified for 13 Wards totalling £0.602 million. These are included in Appendix 1 for approval. 7. Climate Change, Sustainability and Environmental Implications 7.1. Any implications for climate change, sustainability or the environment from the proposals included in Appendix 1 are anticipated to be minimal. 8. Other Implications 8.1. A risk associated with spend on the Ward proposals is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources and projects. The risk is managed through financial monitoring arrangements at which any variance is analysed. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 17 June 2025 96
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Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, Effective, Efficient and Transparent Previous References ♦ South Lanarkshire Council – 26 February 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O'Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o'hagan@southlanarkshire.gov.uk 97
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Appendix 1 Ward No Ward Name Proposed use of Local Action Fund 1 Clydesdale West An all-member proposal to contribute towards an upgrade of the local skate park and BMX track (£50,000). A site assessment has been requested, and timescales are being confirmed. 6 East Kilbride South All members have agreed to split the funding between 3 local community groups: • East Kilbride and District Dementia Carers Group (£25,000) • Waist Not Want Not (£15,000) • Loaves and Fishes (£10,000) 7 East Kilbride Central South All members have agreed to split the funding between the resurfacing of the road up to Murray Bowling Club (£30,000), and for the provision of accessible play equipment in Westwood Play Park (£20,000). Community and Enterprise Resources have advised that the additional funding for play equipment would be incorporated into the programme for East Kilbride during 2025/2026. 8 East Kilbride Central North All members have agreed to propose additional funding towards the Play Park Investment Programme (£42,000) and £1,000 towards each primary school (£8,000). Community and Enterprise Resources have advised that the additional funding for play equipment would be incorporated into the programme for East Kilbride during 2025/2026. 10 East Kilbride East All members have agreed a combined proposal for the monies to be split across a number of projects: the creation of a new pathway between Benbecula Play Area and the local housing (£16,000), the installation of 6 more litter bins at Calderglen Country Park (£3,000), £1,000 to each school (£5,000) and the remaining funds to improving Lammermoor play park (£26,000). The proposal in total comes to £50,000. Community and Enterprise Resources have advised that the additional funding for play equipment would be incorporated into the programme for East Kilbride during 2025/2026. A site assessment has been requested for the design and costing of a new route for a path. 11 Rutherglen South All members have agreed to the proposal to split the funds between various improvements across the areas including: Refurbishment of Craignure steps (£9,000) Repairing of the MUGA pitch at Cathkin Primary School (£1,000) Douglas Avenue Park (£10,000) Community Notice Board Defibrillator (£1,800) Tidy up and landscaping of grounds at flats at Hillhead Terrace (£5,000) These total £26,800 and Members are considering other areas of spend from their list of proposals. 98
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Ward No Ward Name Proposed use of Local Action Fund 13 Cambuslang West All members have agreed to split the funding between a number of projects: painting of railings at Cambuslang Park (£4,000), refurbishment of the Wheel Toll Pitch Pavillion (£20,000), and funding for Women’s Wellbeing Collective community group and for Community Wealth Building (£20,000). The balance of £6,000 is being considered for a community skips community project. If this cannot go ahead due to licensing requirements, then it is proposed that these funds be used as a contingency in the short-term, until the costs of the painting and refurbishment projects are confirmed. 14 Cambuslang East All members have agreed the proposal for Halfway Hub Refurbishments, events support, local sustainability. To be split as follows: • Hub Transformation Project (£40,000) • LEAP for Cambuslang Project in the refurbished library building (£2,000) • Project 31 in Halfway Area (£500) • HCC for Halfway Park Project (£1,000) • Cambuslang East Annual Events hosted by Particip8 Overton (£6,500) 15 Blantyre All members have agreed to split funding between various local groups: • Blantyre Futures (£5,000), • Blantyre Miners Welfare Charity (£5,000), • Terminal 1 (£28,170), • Third Blantyre Community Group Scouts (£10,000), and • Soul Skin Social Enterprise (£1,830). 16 Bothwell and Uddingston All members have agreed the proposal to allocate half of the fund to local group Bothwell Futures (£25,000) to support the employment of a General Manager for a period of 1 year on a fixed term basis. The proposal for the remaining £25,000 is to be spent in Uddingston and will be submitted after the summer recess. 17 Hamilton North and East All members have agreed the proposal to allocate funding to the restoration of Bothwell Road Park band stand (£50,000). 18 Hamilton West and Earnock All members have agreed to a proposal to split the funds between various local community groups as follows (£50,000): • Hillhouse Resident’s and Tenant’s Group (£18,000), • Burnbank Bowling Club (£2,000), • Earnock Resident’s Association (£2,000), • Supporting Our Community SOC (£12,000), • Meikle Earnock Community Council (£2,000), • Next Steps Nursery (£4,000), • Terminal One (£2,000), • Community Links Hillhouse (£1,000), • Community Links Burnbank (£1,000), and • As well as £1,000 to each Primary School (Neilsland Primary, St Mark's Primary, St Ninian's Primary, St Peter's Primary, Townhill Primary and Udston Primary) (£6,000). 99
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Ward No Ward Name Proposed use of Local Action Fund 19 Hamilton South All members have agreed to split the funds across a number of organisations (£50,000): • Eddlewood Football Club (£5,000) • Low Waters Lot Community Group (£1,000) • 11th Hamilton Guides (£2,000) • Low Waters Community Group (£2,000) • Sunday Allsorts Youth Group (£750) Sheltered Housing: • Centenary Gardens (£2,000) • Deer Park (£2,000) • John Smith Complex (£2,000) Care Homes: • Abercorn House Care Home (£2,000) • Abbeydale Court Care Home (£2,000) Charities: • The Salvation Army (£750) • The Richmond Fellowship (£750) • Samaritans (£750) £4,500 to each Primary School (Chatelherault Primary, Our Lady & St Anne's Primary, St Elizabeth's Primary, St John's Primary, Woodhead Primary and Woodside Primary) (£27,000). 100
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Agile Working Guidance 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval to implement agile working guidance for all Council employees and managers and seek approval for proposals for standardising agile working arrangements across the Council 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Agile Working Guidance and proposals contained within this report for standardising agile working arrangements across the Council, attached at Appendix 1, be approved; and (2) that the implementation timescales detailed in section 7 of the report be approved. 3. Background 3.1. The Council has gone through a period of change over the last decade, as the interaction options for customers and service users have broadened from in-person interactions to telephone, online and self-service. 3.2. During and post covid, the Council encouraged resources to make full use of any advances in technology and new ways of working that would improve service delivery for service users and customers, with employees benefiting from new ways of working. 3.3. This has resulted in a range of flexible and agile working arrangements being agreed, including the ability to work from home. However, as there is no policy or guidance for employees and managers to refer to, this has resulted in inconsistencies in the operational application of these arrangements. 3.4. As a result of the inconsistencies in working arrangements in place across the Council, since October 2024, work has been underway to consolidate these arrangements. A review and verification exercise has been undertaken to gather data relating to the current workstyles and arrangements within the Council and on the number of employees who currently work in frontline services or between a work location and from home in an agile way. 3.5. The lack of guidance for employees, managers and trade unions on agile working arrangements can cause difficulties when dealing with absence and employee relations matters within the Council, for example where managers and employees have been in conflict around work being required to be carried out in the workplace. 10 101
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3.6. In terms of context, the Council has a workforce of 17,068 employees, of these, 13,571 employees provide frontline services from a designated work location(s) leaving the remaining 3,497 with potential to work in an agile way. 3.7. Analysis of the 3,497 employees with potential to work agilely was undertaken, the results are detailed as follows:- 1,878 (54%) currently work 60-100% of their time in their place of work 819 (23%) work 50-59% of their time in their place of work 800 (23%) work 40% or less of their time in their place of work 3.8. The approach being recommended, in creating Agile working guidance, is aligned to the approaches adopted by other Councils in creating guidance or policies. The Council has always been transparent in previous communication that the current arrangements would remain under review. 3.9. This approach is aligned to the review of Corporate Standards, as per the Report and Terms of Reference presented to the Performance and Review Scrutiny Forum in November 2024. This directly links to how the Council provides services to its customers and services users and the standards and consistency of approach. It is vital that Council services are responsive to customers and service users and employees remain contactable in line with corporate and service standards. 3.10. The Agile Working Guidance proposes the introduction of four workstyles across all posts within the Council. The four workstyles proposed are Fixed Frontline, Fixed Office, Fixed Office Grade 5 and above, and Agile Office (see section 5). 4. Agile Working and Guidance 4.1. Agile working is where an employee can undertake the tasks, duties and responsibilities of their post, at places other than their contracted work location without impacting on service delivery and productivity. 4.2. The Agile guidance has been developed and is based on findings from the internal review and verification exercise, a local authority benchmarking exercise, and research from the Improvement Service and the Association for Public Service Excellence (APSE). The guidance aims to ensure a transparent, fair, and consistent approach to the operation of agile working arrangements across the Council which will ensure that working arrangements fully support service delivery requirements. 4.3. It is proposed that the Agile Working Guidance, Appendix 1, which includes information on general principles and guidelines around agile working to support employees and managers, and the introduction of the workstyles detailed below, will be introduced across the Council. 5. Council Office and Agile Workstyles 5.1. As detailed in the guidance, the Council approach will be to apply a designated workstyle to all posts across Council Resources. The workstyle will be one of the four proposed workstyles detailed in section 3.10 of the report with additional information on each detailed below. 102
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5.1.1. Workstyle 1 - Fixed Front Line There are posts in the Council that, due to the nature of the services they deliver, are of a fixed nature, the services must be delivered in a specific way, for example, Teachers, Home Carers, Road and Waste Operatives. It is proposed that due to the nature of these posts they are referred to as Fixed Frontline posts, with this workstyle meaning that the officers in these roles will carry out their role 100% based in the workplace. These posts will not be eligible for agile working. 5.1.2. Workstyle 2 - Fixed Office Grade 5 Posts and Above In terms of Grade 5 managers and above, it is proposed that due to the nature and seniority of their role it is referred to as a Fixed Office post and this workstyle will be allocated to all posts at this grade, meaning that the officers in these roles will carry out their role 100% based in the workplace. These posts will not be eligible for agile working. 5.1.3. Workstyle 3 - Fixed Office These are posts in the Council that due to their nature will generally be in a fixed office location but may involve multiple locations. This workstyle will be allocated to these posts, and they will be referred to as Fixed Office posts, meaning that the officers in these roles will carry out their role 100% based in the workplace. 5.1.4. Workstyle 4 - Agile Office post For all other employees, it is proposed that their role is known as an Agile Office post, and this means that they will be based in the workplace 60% of their working week and a maximum of 40% working from home/agile. For those employees on a 35-hour working week over 5 days per week, this will mean 3 days working from a Council building and 2 days from home. 6. Agile Guidance and Workstyle Implementation 6.1. Employees will be provided with 3 months’ notice of the workstyle proposals being introduced in the Agile Working Guidance. This will provide employees and services with a reasonable period to make any necessary arrangements that may be required and allow Resources to finalise their arrangements for the workspace they require. 6.2. This 3-month lead-in period will also allow the Council to deal with any Agile Working Change Requests and related activity, where required, such as Individual Employee Risk Assessments, Tailored Adjustment Agreements or Occupational Health referrals and Appeals, further details can be found in section 7. 6.3. It is anticipated that employees will be notified of their designated workstyle during July 2025 when formal communication will be issued to all employees and managers. Thereafter, any individual risk assessments, tailored adjustments or occupational health referrals are carried out. 6.4. Individual change requests will be considered in accordance with the guidelines detailed in section 7. 6.5. The 3-month implementation period will be between July 2025 until September 2025 with the guidance and workstyles fully introduced in October 2025. 6.6. It is proposed to conduct a review exercise 18 months following the introduction of Agile Working Guidance to give the Council the opportunity to review the arrangements and make any necessary adjustments to the agile working approach as deemed necessary. 103
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7. Exceptions and Change Requests 7.1. The Council proposals detail the reasons for developing Agile Working Guidance, which posts Agile Working is suitable for and the proportion of the working week employees will be in the Office. However, employees can request a change to their workstyle by completing an Agile Working Change Request form. To ensure there is consistency in applying the guidance, there are criteria that we would expect to be present before an application to vary is agreed. Guidance has been developed to support managers assessing applications with detailed criteria for approving or rejecting these. In addition, there are well established arrangements in place to support any employee with health issues. 7.2. The proposed agile working change request guidance and proforma, which have been developed, are included in Appendix 2. This guidance has been developed for Managers to provide clarification of the process for dealing with a request to change a workstyle. This includes information on how these requests should be considered and what information is needed, for example individual employee risk assessments, reasonable adjustments, occupational health information and reasons for accepting or refusing requests. 7.3. For employees that have declared that they have a disability or previously disclosed health condition, managers will carry out an individual risk assessment, complete a tailored adjustment agreement and agree any reasonable adjustments as necessary, which may accompany an application to change their workstyle. 7.4. For new employees to the Council, it will be for managers to determine with the employee, based on the post requirements, an appropriate induction and training period. This may include a fixed period of permanent office-based work for an agreed timeframe. This will be reviewed to ensure the employee is inducted, supported and trained in their new role to enable them to undertake their tasks and responsibilities before their agreed agile workstyle is applied. The timescales will be dependent on job requirements, the role, team size and complexity, and be agreed as part of the employee induction. Any agile change request will only be considered for new employees once both the manager and employee are satisfied that they are settled into their roles. 8. Other Considerations/Implications 8.1. There is currently no reference in employee contracts to working from home and, therefore, any proposed changes do not require any variation of contracts. However, given this is a shift in some employees’ current local working arrangements, consultation has taken place with the Trade Unions. 8.2. It is expected that given the amount of office accommodation within Council buildings, there is sufficient capacity to support the changes proposed to employee workstyles as detailed within this report. 8.3. Employees who currently work in an agile way already have the necessary equipment they require to work from home. Managers will continue to monitor these arrangements and are responsible for ensuring any necessary equipment required is in place for their employees. 104
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8.4. The Council have consulted with the Trade Unions on the proposals for the introduction to Agile Guidance and the request to make changes to the workstyle process is contained within this report. Whilst the trade union agrees there is a requirement for guidance across the Council, the trade unions will continue to support individual employees should they request a variation to their designated work style. The guidance provides a reference document for employees, managers and trade unions and sets out the arrangements that will be in place within the Council. 9. Employee Implications 9.1. The proposed guidance will provide clarity on the Council’s position relating to agile working and sets out the designated workstyle deemed appropriate for each Council role. Some employees may be required to work in a different style to that which they have been, however as set out in section 6 of the report, the 3-month implementation period allows for any adjustments to be made and any personal change requests to be considered. 10. Financial Implications 10.1. There are no financial considerations contained within this report. 11. Climate Change, Sustainability and Environmental Implications 11.1. There may be implications relating to climate change, sustainability and the environment arising from this report, and any decrease/increase from working at home or working in the office. An assessment of any impact will take place as part of the Trade Union consultation process. 12. Integrated Impact Assessments and Consultation Requirements 12.1. An impact assessment has been carried out in relation to this report, which introduces clearly defined workstyles and guidance for managers to follow in regard to standardising working arrangements for employees, ensuring access for Council customers and the community to Council services. This can be found at the following link: Integrated Impact Assessments - Non Budget Proposals 12.2. Trade unions have been consulted on the proposal for introducing guidance for managers and employees. Jackie Taylor Executive Director (Finance and Corporate Resources) 4 June 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, and efficient 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:- Michelle Milne, Head of Personnel Services Ext 4330 (Tel: 01698 454330) E-mail : michelle.milne@southlanarkshire.gov.uk 105
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Appendix 1 Agile Working Guidance 106
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Contents Section Page Number(s) 1 Introduction 3 2 Aims 3 3 Workstyles 3–5 4 Creation of Workstyles 5 5 Agile Working 6 6 Service Demands 6 7 Employees with a Disability or Health condition 6 8 Caring for Dependents 6 9 New Starts 7 10 Changes to Workstyles 7 11 Communication and Engagement 8 12 Corporate Standards 8 13 Performance Management 9 14 Working from Home Safely 9 15 Working from Council Premises 9 16 IT and Equipment 9 17 Data and Security 10 18 Insurance, Mortgage and Lease agreements 10 19 Review 10 20 Frequently Asked Questions 11 107
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1. Introduction South Lanarkshire council recognises the need to create a modern and digital workplace for the future that is designed with a focus on effective service delivery for our communities and visitors and supporting employee wellbeing. To do this effectively, the council has in place clearly defined workstyles to provide employees and managers with a consistent approach to agile working that promotes equity across the organisation and supports managers to deliver services effectively. 2. Aims The introduction of clearly defined workstyles aims to provide employee benefits and organisational benefits including and it is essential that the council ensures access to services for customers and the community: • Ensure the needs of council and stakeholders are met. • Clarity on impact on estate costs and carbon impact • Ensure access to customers and the community. • Ensure corporate standards are being adhered to in all standards internally and externally. • Provide consistency for managers in the application of agile working. • More equitable management of flexible and agile working arrangements • Increasing council efficiency through effective deployment and management of employees. • Improving the recruitment and retention of employees by offering workstyles that attract a wider candidate pool and is competitive in the current labour market. • Reducing travel time, which increases productivity, allowing the council to provide improved services to customers and service users. • Creating an environment which allows employees to achieve a work-life balance, resulting in greater job satisfaction, motivation, and morale. 3. Workstyles From a review of internal and external agile working arrangements, the council has introduced workstyles which will be assigned to all posts across the council. The workstyles are as follows – 108
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Workstyle 1 Workstyle 2 Workstyle 3 Workstyle 4 Fixed Frontline Fixed Office – Grade 5 posts and above Fixed Office Based Agile Office Where location dictates workstyle, for example, • A teacher • Posts in Education Establishments • A home carer • Waste and Roads Operatives 100% based in the office. Set location every day 100% based in the office. Set location every day For example. • School Support Assistant • Clerical/Admin who requires access to specific systems • Facilities Assistants 60% council building 40% working agile It is important to understand that workstyles will be assigned to a post and not an individual employee. However, once the workstyle for each post has been identified, individual employee’s circumstances may be considered. This is covered in section 10 Changes to Workstyles. The following table provides an example of how the workstyles are applied to a 35-hour contract working standard office hours Monday to Friday Fixed Frontline Workstyle 1 100% frontline. Where the work location dictates workstyle, for example – A teacher Posts in Education Establishments A home carer Waste and Roads Operatives Not eligible for agile working Fixed Office Grade 5 and above Workstyle 2 100% based. In a council building every day Generally, this will be a fixed office location Not eligible for agile working Fixed Office Workstyle 3 100% based. In a council building every day Generally, this will be a fixed office location For example. School Support Assistant Clerical/Admin who requires access to specific systems Not eligible for agile working 109
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Facilities Assistants Agile Office Workstyle 4 60% council building 40% working from home On a 35-hour contract this equates to: - 3 days council building - 2 days from home 110
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The following table provides examples of how the workstyle percentages will apply to employees who have flexible working arrangements in place. Employee A Works 35 hours: 5 days over 4 Agile Office 60% of 4 days = 2.4 days This would result in 2 days office, 2 days home Employee B Works 35 hours: 9 days over 10 Agile Office 60% of 9 days = 5.4 days divided over 2 weeks = 2.7 days This would result in 3 days office every week On the 4 days week: 3 days office, 1 day home On the 5 days week: 3 days office, 2 days home Employee C Works 17.5 hours per week Agile Office 60% of 2.5 days = 1.5 days This would result in 1 day office, 0.5 days at home. Or, if they work 2 days in week 1, and 3 days in week 2 – On the 2 days week: 1 day in office, 1 day at home. On the 3 days week: 2 days in office, 1 day at home 4. Creation of Workstyles The workstyles have been created and allocated to roles across the council based on consideration of several factors including: - • the impact on the level of service provided to customers, service users, and elected members. 111
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• accessibility to staff and services • whether the work is capable of being undertaken effectively from home 5. Agile Working Some posts will require an employee to work from multiple council buildings. The time spent in any council building will count towards the agile percentage with the remaining time able to be worked from home. It may also be necessary for an employee to attend the office more frequently and at short notice to meet any operational demands. It is recognised that from time to time it may be necessary to work from a home which is not the employees’ home, for example, a family members’ home. Any requirement to do so must be approved by a line manager. This is to ensure the manager has the opportunity to discuss the arrangements and ensure there are no risks to the employee and that consideration is given to other factors such as health and safety, IT security, and data protection. Each post that has been categorised as ‘Agile Office’ will have an administrative base associated with it; this is detailed in the employees’ contract of employment. This admin base will be used for employees’ mileage claims as per the Travel and Subsistence Policy. Employees are not permitted to work from abroad. 6. Service Demands To meet any changes in service demand, it may be necessary to implement an alternative workstyle for a temporary or permanent period of time to meet operational needs. For example, a manager could increase the percentage of office time for a temporary period in order to ensure that a team work collaboratively on a specific project, or to support a new member of the team. If a workstyle requires to be changed on a temporary basis the manager will aim to give the employee as much notice as possible. 7. Employees with a Disability or Health Condition To ensure the council complies with its duties and responsibilities defined in the Equality Act 2010, managers must ensure that they carry out an individual risk assessment and tailored adjustment agreement for employees that have a disability or disclosed health condition. This will ensure that any adjustments required for that individual are documented and agreed. If the employee requires to change their workstyle, a separate application should be submitted for consideration. 8. Caring for Dependents Employees with dependents must ensure they are able to fulfil the requirements of their job by making adequate provision for the care of any dependents who are in the home during the hours they are working from home. Any employee working from home should not be the sole carer for the dependent at the time they are working. 112
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It is recognised that in the event of a critical incident this may not be possible. In these circumstances, hours of work and output should be agreed with the manager. Suitable temporary arrangements to support the employees should be discussed and agreed in line with the council’s Scheme of Special Leave, for example, a temporary flexible working pattern, or temporary reduction in working hours could be agreed. Please note that pets are not considered dependents under the council’s Agile Working Guidance or Special Leave Policy. 9. New Starts It is recommended that any new post holders who are recruited to a post identified as Agile Office will begin in the Fixed Office workstyle as it will be necessary to initially spend 100% of time in the workplace meeting and integrating with colleagues, working through the local induction process, and that management and colleagues are on-hand to provide any and all supports required. Managers should ensure that appropriate support and leadership is in place in the workplace to enable the new start to observe and learn from colleagues. The duration of the temporary workstyle will be agreed with the manager who should discuss ongoing arrangements to support their development. When the new start is ready to move to the agile workstyle, all relevant checks must be completed. Please refer to section 14 Health and Safety – Agile Working. 10. Changes to Workstyles At the outset, workstyles are assigned to every post within the council and not to the individual employee employed in the post. This is also important for recruitment as it will be the workstyle for the post that is advertised. Existing employees will be advised of the workstyle for the post they are employed in. Subsequently, if an employee wishes to request a change in the allocated workstyle, they should follow one of the following processes: Increase the % office time The employee should speak to their line manager who will make arrangements to support this request. Decrease the % office time The employee should submit an Agile Working Change Request to their line manager for consideration and processed in line with the guidance. This is separate from a flexible working request. 113
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11. Communication and Engagement It is important that managers and employees are in regular contact with each other and arrangements to hold regular meetings are agreed. It is recommended that contact with employees in agile workstyle posts should be much more frequent and in-person as often as possible. Team Meetings In terms of minimum requirements, regardless of workstyle, in-person team meetings should take place monthly to ensure that teams have the opportunity to meet and work together. This can be built into the workstyle or maybe over and above. One-to-one Meetings Managers have a responsibility to monitor the wellbeing of their team therefore it is recommended that one-to-one meetings take place in-person at least once per month, and for employees who work agile, managers should ensure there is more regular contact by telephone or Teams in between. Training or other events Employees may be required to attend council buildings as requested by their manager for team meetings, training and development or other such events as instructed. This can be built into the workstyle or maybe over and above their current Agile Office arrangement. 12. Corporate Standards All managers must ensure there is adequate provision to deliver services effectively, that there are systems in place to ensure office presence is optimised, that employees are contactable at all times, and the Corporate Standards are being met across the service. Services that adopt agile workstyles must ensure all employees are contactable by phone and email regardless of their working location and telephone enquiries and emails are being responded to timeously and in line with the standards. If an employee works from home, they must be given the appropriate equipment to be able to make and receive phone calls, take part in Teams meetings, and respond to electronic communications. If an employee is unable to carry out these tasks, they will be required to work from a council building until such time they can be fully accessible from home. Employees with Agile Office arrangements may be required to work in an office if required, when needed. Please refer to the council’s Corporate Standards for full details. 114
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13. Performance Management In addition to the opportunity provided by regular one-to-one and team meetings to support employees and manage individual and team performance, managers should effectively continue to manage employee performance, development, and output whether working in the office or on an agile basis. If service delivery is impacted negatively at any point, a workstyle can be changed, suspended temporarily, or ended for specific individuals or entire teams. 14. Working From Home Safely There are no workstyles that involve working from home 100% of the time, however the Agile Office workstyle does have an element of working from home. Where an employee works from home they must take responsibility for their own health, safety, and wellbeing and an appropriate home office set up which allows them to work comfortably must be in place. If an employee cannot work safely from home, they can work in the office. To take account of the specific work environment and the needs of each employee who works from home, all employees should refer to Health and Safety – Agile Working. 15. Working from council premises Employees who work from multiple council locations should familiarise themselves with the local arrangements for managing health and safety, and ensure they exercise reasonable care for their own health and safety and that of others at all times. This includes being aware of the fire safety arrangements and the actions to take in the event of discovering a fire or hearing the fire alarm signal. Employees who work from an office location, regardless of the % of time, are also required to observe the following clear desk principles: - Desks should not be personalised. - Desks and surrounding areas should be kept clear. - Only standard desk equipment provided by the council should be present. 16. IT and Equipment Managers must ensure that any employee who works from home has the required equipment to enable them to work as effectively as they do when they are working from a council building. Where council equipment is supplied for use in an employee’s home, the items supplied are for the sole use of the employee and unauthorised use is not permitted. The council remains responsible for equipment repairs and/or maintenance and, although the council has insurance in place which may cover the loss, theft or 115
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damage of some council equipment, the council’s insurance policy carries an excess and so any theft, loss or damage is likely to result in financial loss to the council. When working from home employees are expected to look after these items and keep them as safe as possible. Avoid obvious hazards such as having liquids near to electrical equipment and taking particular care if consuming food and drink near the workstation. Where employees leave the service of the council, the return of all council supplied equipment will be arranged at a time agreed with their manager. For more information about protecting council equipment and the data they contain please refer to Risk Management Guidance. 17. Data and Security All employees are required to be aware of the importance of implementing and following the information security policy. Controls in place to reinforce and support compliance are detailed in the council’s Information Security Policy which covers – • Electronic, paper files and records • Keeping personal information secure within and out with the office. • Transfer, delivery and posting of personal information. • Deletion/disposal of Information Should an employee be required to report a security breach they should raise the issue swiftly with their line manager, who will deal with the incident in line with the council’s Information Security Incident Reporting Process. More information is available from the council’s IT Service Centre. 18. Insurance, Mortgage and Lease Agreements Any employees working from home should check with their home and contents insurance provider that they have adequate cover in place to work from home. It is also recommended that mortgage or rental agreements are checked to ensure permissions to work from home are in place or if necessary, to obtain any permissions. Where costs are incurred, no reimbursement will be made by the council. In the event that working from home is not permitted, arrangements will be made to enable the employee to work from a council building. 19. Review The council will keep all workstyle arrangements under review and will reserve the right to end or change the arrangement with reasonable notice and following consultation with the postholder. 116
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20. Frequently Asked Questions Question 1 One of my team members in an agile workstyle has advised me they are unable to work from home. Can I change their workstyle? Answer You cannot change the workstyle of a post, but you can make an adjustment for the employee to take account of their individual circumstance by enabling them to work from an office and not from home. Question 2 Several members of my team hold similar posts, but one employee wants to work from home more than the workstyle permits. Can I change their workstyle? Answer You cannot change the workstyle of the post, but if the employee wishes to increase the percentage time they work from home they should submit an Agile Working Change Request for consideration. Question 3 One of my team members in an agile workstyle has said they are unable to work from the office due to caring responsibilities. Can I change their workstyle? Answer You cannot change the workstyle of the post, and although you can take individual employee circumstances into account as detailed in the Agile Working Change Request Guidance. Working from home should never be used as an alternative to caring for someone as employees should always be available and contactable during the full working day. Question 4 An employee is working from home. Their working day is 8.45am to 4.45pm. They have an in-person meeting from 10am to 11am today. They log off from home at 9.30am to travel to the office and leave the office at 11am to travel home. Is this permitted? Answer No, unless the time used for commuting is worked back. Employees are not paid for their commute therefore this employee should come into the office for 8.45am and either commute home at lunchtime or at the end of the day. If they commute during working hours, this time will need to be worked back. 117
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Question 5 For agile workstyles, is there a minimum time I should meet with my team? Answer Managers are expected to engage with their teams regularly. It is recommended managers have in-person meetings a minimum of once per month to support individuals and nurture team working. Teams should also attend the office at least once per month for a team meeting with their manager. Question 6 A member of my team refuses to attend the office for the meetings. Answer Employees should attend their place of work to meet with their manager or other colleagues when required. If you have a cycle of meetings or face-to-face interactions that have been planned in advance, there is an expectation for individuals to attend these, and employees should always be available during the normal working day. It may also be necessary for unplanned last-minute in- person meetings to be scheduled, and there is an expectation employees attend when required. The reason this employee is refusing to come into the office should be established, and if no reasonable explanation is given the refusal may be deemed a conduct issue. Question 7 A member of my team who works agile is too ill to attend the office on one of their office-based days but is happy to work from home instead. Is this permitted? Answer In the same way employees who are Frontline or 100% Office Based are not expected to continue to work if they are too ill to perform their role, employees who are working on an agile basis are also not expected to continue to work from home. If an employee feels they are too ill to work, their workstyle should not be a factor, and they should follow the Maximising Attendance procedures. 118
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Appendix 2 Agile Working Change Request Guidance 1. Introduction South Lanarkshire Council has introduced agile working guidance to provide employees and managers with a consistent approach that promotes equity across the organisation whilst delivering services effectively. 2. Scope and definition The agile working guidance is aimed at eligible posts. Posts that are not eligible include those where the job role controls the work location, for example, teachers, home carers, road workers. Posts which are eligible for agile working are allocated a workstyle that sets out the proportion of time each week that must be worked from a council building with the remaining time to be worked from home. It should be noted that agile working guidance does not support permanent homeworking. 3. Agile Working Change Request At the outset, agile working will be allocated to eligible posts within the Council and not to individual employees. However, all employees have the right to request to change the workstyle allocated to their role and one of the following processes should be followed: - • If an employee requests to increase the time they are required to work from a council building, they should speak to their line manager who will make the necessary arrangements. • If an employee requests to decrease the time they are required to work from a council building, they must submit an Agile Working Change Request to their line manager for approval by the Service Manager. Employees can only make one request in any 12-month period unless they are taking up a new role within the Council or have experienced a significant personal change. 4. Making an Agile Working Change Request An employee should submit an Agile Working Change Request (AWCR) using the appropriate pro forma [PER/AWCR/11/24] (see attached) to their line manager for initial review. The manager may arrange a meeting to discuss the AWCR prior to submitting the request for approval. If no further discussion is required, or following discussion with the employee, the manager supports the request, the AWCR will be submitted to the Service Manager for consideration by them or Head of Service as appropriate. 5. Notification of decision All requests to change the agile workstyle will be considered objectively and fairly, however, there is no statutory obligation to grant a request to alter a workstyle. Having considered the Agile Working Change Request, the Service Manager will give the employee written notice of their decision on the application within 28 days of receipt of the request, or within 14 days of any meeting. 119
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This will be to either: - • Accept the request and establish an effective change date and any other action; or • Propose a compromised arrangement; or • Temporarily pause the decision-making process to gather additional information, for example, to enable an Occupational Health assessment to take place where the request is based on a disability and reasonable adjustments need to be established; or • Reject the request, set out clear reasons how this decision applies to the application, and details of the appeal process. In cases where the Agile Working Change Request is accepted, there will not be a permanent change to an employee’s terms and conditions of employment and the arrangement will be kept under review, subject to change by either the employee or the council with notice. A note of the decision will be stored in Fusion: documents of record. 6. Appeal process. An employee has the right to appeal the decision. The Head of Service (or nominated manager) will hear appeals. An appeal should be submitted in writing stating the grounds, within 14 days of the date of receipt of the decision. Arrangements will be made for the appeal to be heard but not necessarily take place within 14 days of receipt of the submission. The employee will be invited to an appeal hearing and may be accompanied at this meeting by a trade union representative or a fellow worker. The decision will be confirmed to the employee in writing within 14 days of the meeting. Where the agreement is reached, this will be confirmed to the employee in writing, specifying the changes agreed and the date from which it is to take effect. Where the appeal is not upheld, stage 3 of the grievance procedures will be followed. The employee will have received a letter advising the grounds for the decision. 7. Detriment Employees have the right not to be subjected to any detriment or unfair treatment as a result of making a request to work flexibly. 8. Monitoring and review The council will keep all workstyle arrangements under review and will reserve the right to end or change the arrangement with reasonable notice no longer than 3 months and following consultation with the postholder. Any approved changes to agile working arrangements will not be transferred with the employee should they take up a new post. Where the employee takes up a new role within the council the agile workstyle for that role will be automatically applied. Should the employee wish to continue their existing agreement they will be required to make another Agile Working Change Request. 120
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9. Other arrangements Agile working is separate to the flexible working policy. Agile working is not a permanent arrangement and can be withdrawn or changed by the council at any time, with reasonable notice. For more information on flexible working the flexible working policy is available at this link: https://intranet.southlanarkshire.gov.uk/downloads/file/4150/flexible_working_policy 121
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PER/AWCR/11/24 Agile Working Change Request Form 1. Your Agile Working Change Request should be discussed with your manager. 2. Your line manager will submit your request to the Service Manager for consideration. 3. Agile working change requests should be uploaded to the Change of Hours, Document Record on Oracle Fusion. Name: Designation: Service: Resource: Assignment Number: Contact details: Email address: Mobile Number: Home Number: Current working arrangements Requested agile working arrangements to change from Post requirements (60/40) Effective start date of requested agile arrangements 122
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Reason for requesting a change to agile working arrangements. Please refer to the Agile Working Guidance. List or free text? Is this a Permanent or temporary request Duration of the change requested if temporary Declaration I confirm that I have read and understood the agile working guidance and understand that as there is no statutory right to agile working my contract of employment will not be changed as a result of my request. Employee Signature Date Agile Working Change Request Approval (Head of Service/ Executive Director) Approved Rejected (contact Personnel) Name Manager Signature Date Approval/ rejected notes/review date Please note all forms must be provided to personnel@southlanarkshire.gov.uk even if the request has been declined. Employees can appeal the decision if their request is rejected. 123
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Homelessness Temporary Accommodation Proposal 1. Purpose of Report 1.1. The purpose of the report is to:- present a proposal to meet increased temporary accommodation needs, reduce unplanned budget overspend and ensure legislative compliance 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the proposal to increase the supply of first stop accommodation, mitigating reliance on bed and breakfast, be approved; (2) that the proposal to develop the Council owned site at Beckford Business Centre for this purpose (general services asset), be approved; and (3) that the proposal to fund capital costs utilising underspend in the Homeless Budget across the years 2024/2025 to 2026/2027 be approved. 3. Background 3.1. Previous reports to Housing and Technical Resources Committee, since the declaration of a housing emergency in June 2024, have detailed the trajectory of homelessness demand pressures locally and nationally, noting causes linked to the Covid-19 pandemic, cost of living crisis and shrinkage of the private sector, culminating in unprecedented year on year increased demand for housing and homelessness assistance. 3.2. Against three principal measures of homelessness, comparing the Council’s position in 2020/21 to year end 2022/23, the Council has experienced a:- 28% increase in the number of people applying to the Council for assistance due to homelessness 38% increase in the number of people recorded by the Council as homeless 101% increase in the backlog of urgent need homeless households awaiting housing 3.3. The Councils Temporary Accommodation Strategic Plan sets out the approach to the provision of temporary accommodation, which is largely self-contained furnished properties, ordinary homes in our communities. Supplemented by rapid access First Stop Accommodation, meeting immediate housing need and relatively small-scale provision of supported accommodation to meet multiple and complex support needs ahead of community settlement. 11 125
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3.4. Over the last four years, the plan has detailed a requirement for additional temporary accommodation provision. In response, Housing Services has increased the supply of temporary furnished accommodation properties across communities year on year since 2020, an increase of 15% to 704 units by 1 April 2024 and recently, further increased target to 758 units for May 2025. 3.5. Alongside this, the Council unexpectedly lost a proportion of its First Stop accommodation provision (13 units of First Stop and 28 units of supported) in 2022 with the closure of Lindsay House, ahead of planned schedule due to severe flooding thus further reducing supply below the assessed required level to meet demand. 3.6. Whilst the increase in community properties has been necessary, it impacts on availability of housing stock for mainstream lets, community cohesion given the transient population, service costs and is resource intensive to manage. 3.7. Furthermore, the increase in furnished stock supply has not fully mitigated the impact of increased homelessness demand, resulting in substantial use of bed and breakfast accommodation at significant cost, above budget provision. 3.8. Hotel accommodation is a last resort, only used when no other more appropriate option is available. However, use has increased year on year since 2021 following the surge in demand, to the point the option is now relied upon daily to meet temporary accommodation need and we have multiple households in hotel accommodation on a daily basis. 3.9. The shortfall in supply of suitable temporary accommodation is, therefore, clear when considered against other performance indicators, notably turnover of temporary furnished properties is within target timescales at an average of 3 days and occupancy of congregate living accommodation is above 90%, allowing only for meeting turnover requirements. The table below shows the trend in spend on bed and breakfast accommodation over the last 4 years. Year B & B Budget B & B spend Variance £m 2021/22 £0.027 £0.003 £0.024 2022/23 £0.027 £0.041 (£0.014) 2023/24 £0.027 £0.140 (£0.113) 2024/25 £0.027 £0.147 (£0.120) 3.10. As the table above sets out, the homelessness business plan for 2023/2024 out turned with an overspend in relation to bed and breakfast of £0.113m and similar in 2024/2025 with an overspend of £0.120m. 3.11. The proposal for additional supply of First Stop Accommodation is based on various factors, including cost and the current reliance on bed and breakfast accommodation to meet statutory duties, with the costs being variable and uncontrollable, and there being a systematic inability to recover full income against costs. A proportion of this, is offset by Housing Benefit. 126
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3.12. In addition, the Council’s compliance and ability to meet need and access to temporary accommodation is a risk to the service with the Council’s reliance on hotels over the last 3 years negatively impacting ability to access hotel accommodation with several local hotels unwilling to accept bookings from the homeless service. Also, large events such as concerts in either of the two main cities present challenges to access and with the upcoming Commonwealth Games to be held in Glasgow during 2026, this is likely to pose significant challenges for an extended period. By not providing temporary accommodation to anyone in need, this results in the service operating illegally. 3.13. On costs and risks, the Council’s reliance on B&B accommodation is unsustainable. The current objective is, therefore, to develop a suitable and proportionate level of good quality temporary accommodation to match demand and remove reliance on hotels. Additional First Stop accommodation supports the aim of increasing the temporary accommodation portfolio with a suitable mix of rapid access alongside community based temporary furnished accommodation. Additionally, the reliance on bed and breakfast accommodation is resource intensive for the homelessness service due to managing placements and moving caseloads daily. 3.14. Longer-term, it is the aim of Housing Services to reduce the homeless caseload and in turn, reduce temporary accommodation in line with reduced need, when able to do so. This will include converting community furnished properties to settled tenancies. 3.15. South Lanarkshire Council continues to compare well against national statistical returns on homelessness, despite challenges. This is a significant achievement considering the volume of bed and breakfast placements (771 during 2023/2024 compared to 314 during 2022/2023, an increase of 145%). During 2024/2025, up to the end of February 2025, the Council booked 793 bed and breakfast placements, an 11.7% increase on the corresponding period for 2023/2024. 3.16. However, the Council failed to meet its duty to accommodate a homeless person on 36 occasions during 2024/2025, related to 31 individuals (3 on more than 1 occasion). 3.17. Notwithstanding this position, the pressure in the homeless system is certainly a contributing factor as the Service’s long history of full compliance demonstrates. With adequate supply of suitable accommodation, the service is better able to manage challenging behaviours within suitable and supported accommodation options, including moving people across options, when necessary, for example in managing risk to others. 3.18. In addition, 4 breaches of the Unsuitable Accommodation Order will be reported to the Scottish Government and published in national statistics for 2024/2025. Continuing a downward trajectory for the Council over the last 2 years when compared to a long history of full compliance, albeit 2024/2025 saw an improved position on 13 breaches incurred during 2023/2024. In the year to date, we have had 1 breach. 4. Proposal for Additional First Stop Accommodation 4.1. A Council owned site has been identified as an option for development of First Stop Accommodation, at Beckford Street Business Centre, currently held as a vacant asset within the general services account. 127
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4.2. The property has been vacant for several years. As a result, its condition has deteriorated, including water penetration, areas of delaminating stonework, roof damage, internal areas of vegetation, presence of salts and mould and warped woodwork. 4.3. Whilst significant investment is required to bring the property back into use, the structure of the building is intact. The property is a deteriorating Council asset with no alternative purpose identified and is currently incurring holding costs to the Council linked to its security, non-domestic rates and potential demolition. 4.4. Feasibility studies indicate suitability for use as temporary accommodation. This includes consideration of location, proximity to neighbouring properties, transport links, services, timescales and costs to develop and operate the service. It should be noted that this building does not overlook residential properties, however, remains walking distance to essential amenities and public transport. 4.5. The feasibility study identified that repairs and initial (one off) set up costs to meet First Stop requirements, which includes House of Multiple Occupation requirements, equate to £1.020m. 4.6. Estimated running costs for operation of First Stop from this property, with 15 units of temporary accommodation available to let, and based on commissioning a management agent on a 24/7 basis in line with the Councils wider congregate living temporary accommodation, would be approximately £0.650m per annum. 4.7. Rental income would significantly offset running costs with expected rent level set at £450 per week, again based on current congregate living HB applicable level , which is an enhanced rate (yielding approximately £0.351m in rental income annually). 4.8. Remaining running costs (approximately £0.299m) can be fully covered within the existing Homeless Business Plan. It is worth noting running costs from the Council’s former First Stop project, delivered from Lindsay House, was held as a saving for an interim period between closure of Lindsay House and set up of a replacement project. The cost of operating Lindsay House First Stop was approximately £0.600m. Full project running costs are, therefore, provided for between income generated through rent and resources within the homeless business plan, based on commissioning service delivery. 4.9. It is proposed that the Council appoint a management agent, via standard procurement processes, who will be responsible for the delivery of rented accommodation and associated services, including lease of the building from the Council. This approach has been appraised as more effective than Council delivery of a 24-hour temporary accommodation service taking account of higher internal delivery costs and resource challenges, in comparison to third sector partners with well-established cover arrangements across multiple projects and agency support arrangements, including flexible/out of hours supervision arrangements. 4.10. This approach has been fully discussed with Unison representatives, and whilst not agreeing in principle with the loss of Council posts, noted understanding of the rationale in the circumstances. 128
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4.11. Property Services’ initial assessment concludes the property could be in use as temporary accommodation within 6 months of project approval to delivery, therefore potentially available for use for early 2026. 4.12. Should demand for homeless assistance reduce to such a level, although this seems unlikely at this time, there is surplus First Stop Accommodation, and this project is no longer required, there is security in continued ownership of the building and rotation of commissioning contracts to exit the service and re-purpose the property or sell on. However, it should be noted that given the levels of homelessness that the Council is currently experiencing, this is unlikely to be surplus to requirements for some time. 5. Next Steps 5.1. If the project is approved, Property Services will be instructed to progress development of project plan, including finalised actual costs and timescales for delivery of the new project. 6. Employee Implications 6.1. No employees are directly impacted by the contents of this report, permanent posts within the Council’s establishment to be removed in favour of a commissioned service model are vacant since the closure of Lindsay House First Stop Accommodation Project in August 2022. 7. Financial Implications 7.1. Capital investment estimated at £1.020m is required to set up the accommodation. Executive Committee on 12 February 2025, approved a transfer to Reserves of £0.237m in 2024/2025, being the forecast underspend as at 31 March 2025. This money was set aside for investment in the Homelessness service to meet future demands, which can be utilised to part fund capital investment requirements. 7.2. In a separate report to this Committee, the year-end position for Housing and Technical Resources includes a proposal to increase the transfer to reserves in 2024/2025 to £0.437m. 7.3. Across 2025/2026 and 2026/2027, the underspends anticipated total approximately 0.730m and will contribute to the overall costs of the project and result in a total funding package of £1.171m to cover the initial set up costs. 7.4. The net cost of running the service, as detailed at 4.8, is estimated to be £0.300m and is already accounted for in the homelessness business plan. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or environmental implications in terms of the information contained in this report. 9. Other Implications 9.1. By developing this first stop accommodation, the Council will reduce reliance on B&B to previous long-term position of occasional use in extreme cases, therefore ensuring that the Council adheres to legislative requirements and does not breach the unsuitable accommodation order. The Councils Planning section are aware of the proposal and do not anticipate any barrier to change of use for this purpose. 129
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9.2 If approved, the Homelessness Service will work alongside the Corporate Communications team to ensure that we lead on the updates and press releases surrounding this project, ensuring that the local community including businesses are contacted and that ongoing dialogue remains, even after the First Stop Project opens, which is the same approach taken at Eva Burrows in Halfway Cambuslang, which is our largest First Stop project of over 30 bedrooms and common space. 9.3 We also recognise that there is private house building taking place in close proximity to the proposed First Stop project, however the developer has been updated that this is our intended purpose of the building and there has been no concerns raised. This building sits further south of the site and has an access road between the edge of the site and Council land. 9.4 It is anticipated that the redevelopment of this asset, will add value to the building, and if there was any significant downturn in need and demand for temporary accommodation, the building could be considered for sale or for other purposes. 10. Integrated Impact Assessment and Consultation Requirements 10.1. An Integrated Impact Assessment will be carried out as part of the detailed feasibility works. Sharon Egan Interim Executive Director (Housing and Technical Resources) 21 May 2025 Link(s) to Council Values/Priorities/Outcomes Health and wellbeing: people live the healthiest lives possible Housing and Land: good quality, suitable and sustainable places to live Previous References Homeless Pressures Update to Housing and Technical Committee February 2025 Homeless Pressures Update to Housing and Technical Committee November 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: - Sharon Egan, Interim Executive Director (Housing and Technical Resources) Ext: 4595 (Tel: 01698 454595) email: sharon.egan@southlanarkshire.gov.uk 130
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Land and Property Transfers and Disposals 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] ♦ advise the Executive Committee of the actions required in respect of land and property transactions 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the land detailed in Appendix A, be declared surplus to Council requirements and transferred to the Corporate Land Bank for disposal; and (2) that the land detailed in Appendix B, which will be the subject of negotiated transactions, be declared surplus to Council requirements. [1recs] 3. Background 3.1. Details of land and property, which is potentially suitable for redevelopment or disposal, are circulated to all Resources and Community Planning Partners to establish if they are suitable for alternative operational use. 3.2. Recommendations are made following the consideration of planning, title and other legal constraints. Any assets with competing interests are judged against Council priorities, including the need for capital receipts, 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. 3.4. Transactions are only included in the report after successful consultation with the holding Resource(s) and Planning. 12 131
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4. Bulletin Disposals 4.1. Appendix A details properties which are already considered surplus to the operational requirements of the respective Resources and have been circulated in the Property Bulletin with no expressions of interest made by any other Resource or Community Partner. In addition, there is no current interest through Community Asset Transfer and as a result the properties are currently liabilities to the Council in terms of vacant property costs. It is proposed that these properties are marketed with an appropriate planning statement seeking offers at a closing date to remove the liability and, where possible, achieve capital receipts for both the General Services Account and the Housing Revenue Account, respectively. 4.2 The proposed disposal of theses properties is not considered to be prejudging the outcome of the ongoing Estates Strategy Review as the properties are already vacant, operationally surplus and have no current or prospective service delivery. 5. Non Bulletin Disposals 5.1. Appendix B details negotiated transactions where the land requires to be declared surplus in order that Property Services can conclude negotiations for its disposal. 5.2 The Subjects within the Larkhall Community Growth Area (CGA) are approved by Planning Permission in Principle (PPP) for housing development. (P/22/0349). Phases 1 and 2 of the CGA have already been developed by Persimmon Homes Limited (Persimmon). The remaining undeveloped balance of the consented CGA, extends to a total of c. 53 acres. South Lanarkshire Council own c.40 acres of this land and Persimmon have an agreement over the remaining 13 acres. 5.3 Phase 3 of the CGA, as shown delineated on the attached plan, including the land in Council ownership extending to approximately 12.5 acres (gross) is expected to be immediately available for development subject to obtaining detailed planning consent. A large part of the remaining land (Phase 4) is subject to a long lease granted by the Council to the operators of the Larkhall Kart Circuit and is, therefore, not immediately available. 5.4 In order to facilitate development of the remaining areas of the CGA, infrastructure in the form of a new distributor road and roundabout is required. Persimmon have an agreement over the area required to deliver a new roundabout off Lanark Road/A72 to the north, and own land to the south to enable the connection of the distributor road through to the existing development to the south. 5.5 As the access to the land in the Council’s ownership and the connection to the existing residential development to the south is controlled by Persimmon, it is proposed to enter into a conditional missive with Persimmon Homes to sell the land in the Council’s ownership extending to approximately 12.5 acres (gross), for inclusion in the housing development. As part of this Agreement, Persimmon will design and deliver the necessary Access Infrastructure to unlock the entirety of the CGA’s remaining development area, much of which is held under ownership by the Council. 6. Employee Implications 6.1. There are no employee implications. 132
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7. Financial Implications 7.1. Capital receipts for both General Services and Housing Revenue Accounts will be secured through the disposals identified in this report. 7.2. The proposed agreement to sell the land within the Larkhall Community area will be subject to detailed site investigations to establish abnormal costs and the outcome of negotiations will be the subject of a future report to the Housing and Technical Resources Committee to seek authority for the terms and conditions of a sale. 8. Other Implications 8.1. 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, the purchasers choose not to proceed with the transactions. However, the procedures and consultations described in Sections 3 and 9 of this report have been implemented to minimise this risk. 8.2. The risk of not entering an agreement with Persimmon Homes is that the remainder of the Community Growth Area development is jeopardised or significantly delayed. This would result in the lack of development of the proposed housing, lack of capital receipt for the Council and potential development sterilisation of the remainder of the CGA. 8.3. There are no significant issues in terms of sustainability arising from this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. Consultation was undertaken with all Resources through the Property Bulletin. In addition, Planning, Roads, Legal, and Housing Services were consulted through the Area Property Groups. Sharon Egan Interim Executive Director (Housing and Technical Resources) 27 May 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 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 133
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APPENDIX A BULLETIN DISPOSALS Area Description Holding Account Proposal Value Band 1,1140 sq m Former Cathkin Inn & Industrial office,46 Mill Street, Rutherglen Community and Enterprise Disposal 4 564 sq m Former Cathkin Library, 21 Lovat Place, Rutherglen Housing Disposal 4 885 sq m Former Community Centre, Montgomery Street, Larkhall Community and Enterprise Disposal 4 184 sq m Former Farmecross Hall, Baronald Street, Rutherglen Community and Enterprise Disposal 4 642 sq m Former Pavilion, Orchard View Drive, Kirkfieldbank Housing Disposal 4 1331 sq m Former Quigley’s Community Hall Landemer Drive, Rutherglen Housing Disposal 4 1,085 sq m Former Westburn Community Hall Community and Enterprise Disposal 4 4,218 sq m Former Canderavon House, Queen Street, Stonehouse Social Work Disposal 4 123 sq m Former Hall, Lanark Road, Rosebank Community and Enterprise Disposal 4 275 sq m Former Bowling Pavillion, Biggar Road, Carnwath Community and Enterprise Disposal 4 Value Bands 1 – over £1 million 2 – £500,000 to £999,999 3 – £100,000 to £499,999 4 – less than £100,000 134
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APPENDIX B NON BULLETIN DISPOSALS Area Description Holding Account Proposal Value Band 5.06 hectares (12.5 acres) approx Larkhall Community Growth (CGA) Area (Phase 3) Community and Enterprise Sale to adjoining landowner for inclusion in continued development of the CGA 1 73 sq m 29 Glen Affric, East Kilbride Community and Enterprise Garden Ground/Possible Extension 4 93 sq m 1 Mossgiel Lane, Larkhall Housing Garden Ground/Possible Extension 4 17 sq m 8 Jedburgh Street, Blantyre Housing Garden Ground 4 556 sq m High Garrion, Cornsilloch Brae, Larkhall Community and Enterprise Garden Ground 4 236 sq m 6 Bowmanflat, Larkhall Community and Enterprise Garden Ground 4 86 sq m 28 Gallowhill, Larkhall Community and Enterprise Garden Ground 4 Value Bands 1 – over £1 million 2 – £500,000 to £999,999 3 – £100,000 to £499,999 4 – less than £100,000 135
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Thornton [V8] TF-1217d(22) AS Balerno [V8] OPP TF-0931d(22) Kearn [V8] AS TF-0957s(22) Elgin OPP TF-0957s(22) Elgin [V8] OPPTF-0931d(22) Kearn [V8] OPP TF-0931d(22) Kearn [V8] ASTF-1247d(22) Thornton [V8] ASTF-1247d(22) Thornton [V8] Dunblane TF-1217d(22) ASBalerno [V8] TF-1217d(22) AS Balerno [V8] OPP TF-0613mt(22) Portree AS TF-0613mt(22) Portree AS TF-0799et(22) Newmore OPP TF-0799et(22) Newmore [V8] [V8] [V8] [V8] Dunblane OPP TF-0805s(22) Newton ASTF-0805s(22) Newton [V8] AS TF-1247d(22) Thornton[V8] AS TF-1247d(22) Thornton [V8] OPP TF-0805s(22) Newton AS TF-0805s(22) Newton [V8] TF-1033d(22) AS Leith [V8] Dunblane OPP TF-0799s(22) Ardbeg AS TF-0799s(22) Ardbeg [V8] [V8] Dunblane OPP TF-0957d(22) Elgin [V8] OPP TF-0799s(22) Ardbeg AS TF-0799s(22) Ardbeg [V8] [V8] Dunblane AS TF-0957s(22) Elgin OPP TF-0957s(22) Elgin [V8] AS TF-0957s(22) Elgin OPP TF-0957s(22) Elgin [V8] OPPTF-0931d(22) Kearn [V8] TF-1217d(22) ASBalerno [V8] OPP TF-0931d(22) Kearn [V8] OPP TF-0613mt(22) Portree AS 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TF-1033d(22) ASLeith [V8] TF-1217d(22) AS Balerno [V8] Dunblane OPPTF-0805s(22) Newton AS TF-0805s(22)Newton [V8] OPP TF-0805s(22) Newton AS TF-0805s(22) Newton [V8] OPP TF-0931d(22) Kearn [V8] OPP TF-0931d(22) Kearn[V8] OPP TF-0805s(22) Newton ASTF-0805s(22) Newton [V8] OPPTF-0931d(22) Kearn [V8] OPP TF-0931d(22) Kearn [V8] OPP TF-0805s(22) Newton AS TF-0805s(22) Newton [V8] B B B N Phase 1 Phase 2 Phase 3 Phase 4 FOR APPROVAL DRAWING TITLEPROJECT TITLE DATE DRAWNSCALE DWG REFERENCE REVISIONJOB NUMBER Telephone 0141-766 2600 Glasgow, G33 5EP Garthamlock Facsimile 0141-766 2605 180 Findochty Street The location of the affordable housing on this plan is indicative only and both the location and number of affordable housing plots may be subject to change. -PH-LCGA-MP-01- PRMarch 25@ A0 Larkhall CGA Masterplan 12 137
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Director, Health and Social Care, Executive Director (Finance and Corporate Resources) and Interim Executive Directors (Education Resources) and (Housing and Technical Resources) Subject: Health and Care (Staffing) (Scotland) Act 2019 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Executive Committee with an update on the requirements of the Council in relation to the annual return required in terms of the Health and Care (Staffing) (Scotland) Act 2019 provide the Executive Committee with the annual return in relation to reporting requirements 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that it be noted that South Lanarkshire Council has complied with the requirements of the Health and Care (Staffing) (Scotland) Act 2019 for its year one return; and (2) that the return, attached at Appendix 1, be approved as the Council response to be returned by the 30 June 2025. 3. Background 3.1. The Health and Care (Staffing) (Scotland) Act 2019 (the Act) came into effect on 1 April 2024. The Act was initially scheduled for implementation in April 2020, however, due to COVID the implementation was delayed to April 2024. There are a number of legal responsibilities under the Act that the Council and Integration Authorities are required to comply with. The introduction of the Act was highlighted in the Year End Risk Management report that was considered by the Risk and Audit Scrutiny Committee on 31 October 2023. 3.2. In relation to the requirements under the Act, every local authority and Integration Authority must have regard to a number of listed factors when planning or securing the provision of a care service from a third party. The guiding principles in the Act are set out at Section 1 of the Act: 13 141
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the requirement on care service providers to have regard to the guiding principles (section 3(1) of the Act). Namely: (i) to provide safe and high-quality services, and (ii) to ensure the best health care or (as the case may be) care outcomes for service users, the duty on care service providers to ensure appropriate staffing (section 7 of the Act) Namely: (1) Any person who provides a care service must ensure that at all times suitably qualified and competent individuals are working in the care service in such numbers as are appropriate for— (a) the health, wellbeing and safety of service users, (b) the provision of safe and high-quality care, and (c) in so far as it affects either of those matters, the wellbeing of staff. The nature of the service, numbers and size need considered as well as the desired outcomes for the service users. the requirement on care service providers with regard to training of staff (section 8 of the Act) Namely: (1) Any person who provides a care service must ensure that individuals working in the care service receive— (a) appropriate training for the work they are to perform, and (b) suitable assistance, including time off work, for the purpose of obtaining further qualifications appropriate to their work. the requirement on care service providers to have regard to guidance issued by the Scottish Ministers (section 10 of the Act) the duties on care service providers under Chapter 3 of Part 5 of the Public Services Reform (Scotland) Act 2010, for example with regard to registration of care services the duties on care service providers under Chapter 3A of Part 5 of the Public Services Reform (Scotland) Act 2010, for example with regard to the use of any prescribed staffing methods or staffing tools. Note that the Health and Care (Staffing) (Scotland) Act 2019 inserted chapter 3A into the Public Services Reform (Scotland) Act duty of local authorities to report annually on the steps you have taken, and any ongoing risk that may affect your ability, to comply with the duty above 3.3. The following care services are in scope of the Act: a support service a care home service a school care accommodation service a nurse agency a child care agency a secure accommodation service 142
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an offender accommodation service an adoption service a fostering service an adult placement service child minding day care of children a housing support service 3.4. There is now a requirement under the terms of the Act for every local authority to publish an annual report to demonstrate how the regulations have been complied with. The Scottish Government have provided a template for completion of the return and the South Lanarkshire response is attached at Appendix 1. This must be completed and sent to HCSA@gov.scot no later than 30 June 2025. This is to cover the financial year 2024/2025. The document is to be a public facing document and details of where the report is published need to be identified in the return. 3.5. The return for financial year 2024/2025 is only for newly commissioned services or services with a variation of contract that fall under the category of the Act. The Act does not require the local authority to report on inhouse provided services for this financial year, however, this may change in future returns. There is no requirement to undertake a retrospective review of existing contracts that were commissioned prior to the April 2024 and only newly commissioned or variation on contracts need reported in the identified timeframe. 3.6. It should be noted that Health Board requirements have a separate reporting structure and the requirements under the Integration Authority are only for those services commissioned through a Council route. 3.7. The Scottish Government published Resources on the Scottish Government Website covering each duty in the Act and for all Local Authorities and Integration Authorities to familiarise themselves with the Act and the reporting requirements. There is also The Safe Staffing Programme (SSP) pages on the Care Inspectorate’s website for information and learning resources on the Act. 3.8. The Scottish Government, SSP Team have been supporting the care sector to prepare for commencement of the Act for the past two years and they are funded for a further year to continue to offer guidance to the sector and produce further learning resources for specific services. 4. Proposed Approach to Discharging Duties 4.1. The responsibility for the discharging of those duties as regards Council functions delegated to the South Lanarkshire Integration Joint Board sits with the Director, Health and Social Care for the South Lanarkshire Health and Social Care Partnership (HSCP). 4.2. As regards Council services within scope of the Act but which do not fall within functions delegated to the IJB, the lead Resource responsibility will be shared between Children and Justice Services, Education Resources and Housing and Technical Resources, and as such shared between the Chief Social Work Officer/ Head of Children and Justice Services and the Executive Directors of each Resource. 143
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4.3. The Council Chief Social Work Officer attended national briefings that highlighted the resources available as well as a local briefing from the Care Inspectorate in October 2024. A further briefing in relation to the completion of the template (Appendix 1) in March 2025 was also undertaken. 4.4. The briefings clarified what was in scope. The timeframes as previously identified and what was expected and required re internal governance risk management strategies and escalation strategies. 4.5. As well as the compliance with procurement and commissioning requirements, the return ask for details of how risks that affect the local authority’s ability to comply with the duty set out in the Act will be managed. The return also requires a local authority to identify any risks in the planning and securing of care services that affect the local authority/HSCP’s ability to comply with the requirements. For example: difficulty in accessing services around their duties to ensure appropriate staffing and staff training due to lack of relevant information potential risk for example a shortage of service providers giving rise to limited choice in planning or securing services different care services, contracts, agreements or arrangements making it difficult to incorporate the requirements of the Act into every situation e.g. (spot purchasing) 4.6. In relation to a South Lanarkshire response as identified at Appendix 1, we can advise of the following: South Lanarkshire Council/HSCP have regard to the guiding principles and requirements under the Act we have recognised and are compliant with the legal requirements for commissioning and tendering procedures with appropriate legal advice for all tenders we ensure that all commissioned providers have appropriate Care Inspectorate registration, which provides assurance on public protection responsibilities and appropriate registration and training of staff all commissioned services have a built in performance monitoring and a reporting framework for outcomes for both financial scrutiny and wellbeing outcomes in line with legislative requirements. After award this scrutiny is the responsibility of the operational resource leads. This will also involve provider meetings that demonstrate the quality of the care and services provided any failure in performance monitoring will invoke internal oversight for advice and guidance as appropriate with procurement, legal, finance and operational leads to address any reporting concerns within Social Work and Social Care there are established Social Work and Social Care and Health Governance forums that report on the requirements of the national Health and Wellbeing Standards from any provider we have routine reporting from the Care Inspectorate in relation to inspections or concerns from their inspections programme of both planned and unplanned inspections we have regular updates from all registered as well as thematic inspections of all providers locally and nationally 144
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we have internal partnership procedures that can be invoked from Adult Protection and Child Protection Investigations as well as Large Scale Investigation Procedures if risks are identified from any stakeholder or a provider in Social Work and Social Care all commissioned services are reported to the Social Work Resources Committee on a 6 monthly basis as well as any external registered services that are flagged by the Care Inspectorate for any failings or drop in grades 4.7. In relation to governance and oversight, there are effective processes in place for internal and external scrutiny and governance for notifications, risk management and mitigation as well as escalation when required. 4.8. The types of services in scope predominantly fall within Housing and Technical Resources and Social Work Resources. This ranges from resources such as commissioned services delivering residential care to address homelessness for families or women and children seeking refuge and specific resources due to complex care as well as external Care at Home provision as part of the Council’s contract framework for providers. We have not made any awards to any provider that is not compliant with Care Inspectorate registration requirements of staff in terms of qualification requirements and training appropriate to the role to deliver safe services. 4.9. Going forward, all future tenders or variation of contracts will specify the requirements for inclusion of the Act as part of the Councils sourcing strategy and specification. This meets the Councils’ requirements of the Act as a commissioner but also places a responsibility on the providers to evidence their compliance and understanding of their requirements of the Act. 4.10. The return at Appendix 1 is proposed as the return for South Lanarkshire Council/HSCP for financial year 2024/2025. There is no requirement under the return to list the resources in scope. The requirement is to demonstrate that we are compliant with the Act as well as any risks we have identified that need to be flagged to the Scottish Government as part of the return. 4.11. In relation to risks, there are no risks identified from South Lanarkshire Council in its compliance with the Act that need to be flagged to the Scottish Government. There are also no risks that need to be flagged in relation to any of our commissioned service that need to be flagged to the Scottish Government or committee for this year one return. We are satisfied that we have governance and reporting processes that address best value requirements as well as outcomes and risk management processes that escalate and mitigate risks appropriately. 4.12. Going forward in future years as well as the annual return that will be presented as an annual report to the Executive Committee to give assurance that we have met our requirements, it is also proposed that the annual Assurance Self-Assessment checklists include in their evidence reference to the Act for additional assurance of compliance. 145
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4.13. The Care Inspectorate advise that this year’s reporting template is deliberately general and flexible to allow the wide variety of arrangements in place that local authorities cover. For example, there is no template or workforce tools that inform the current requirements under the Act. The Care Inspectorate advise they will explore options with Scottish Government around collaboration for templates for future returns post the publication of all reports for this financial year. Future reporting templates may well then look different with staffing tools included going forward. 4.14. There is also a requirement under the Act that the return is a public facing report and where this is published is to be identified in the return. The publication of all Executive Committee reports on the Council’s website will meet the requirement of this part of the Act. 5. Employee Implications 5.1. There are no direct employee implications as a consequence of this report. 6. Financial Implications 6.1. There are no direct financial implications as a consequence of this report. 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 highlighted by this report on the premise that the Council is compliant with its duties. 9. Integrated Impact Assessment and Consultation Requirements 9.1. There is no requirement to impact assess the content of this report. 9.2. There is no requirement to consult on this briefing. Trade Union colleagues can be updated on this requirement as part of the normal Joint Consultative Committee process. Professor Soumen Sengupta Director, Health and Social Care Jackie Taylor Executive Director (Finance and Corporate Resources) Anne Donaldson Interim Executive Director (Education Resources) Sharon Egan Interim Executive Director (Housing and Technical Resources) 16 May 2025 146
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Link(s) to Council Values/Priorities/Outcomes We will work to put people first and reduce inequality Caring, connected, sustainable communities People live the healthiest lives possible Previous References None List of Background papers None Contact for Further Information Name: Liam Purdie Designation: Chief Social Work Officer Head of Children and Justice Services Tel: 01698 454887 E-mail: liam.purdie@southlanarkshire.gov.uk 147
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Health and Care (Staffing) (Scotland) Act 2019: Annual Report Under section 3(2) of the Health and Care (Staffing) (Scotland) Act 2019 (“the Act”), every local authority and integration authority must have regard to a number of listed factors when planning or securing the provision of a care service from a third party: • the guiding principles in the Act (section 1 of the Act); • the requirement on care service providers to have regard to the guiding principles (section 3(1) of the Act); • the duty on care service providers to ensure appropriate staffing (section 7 of the Act); • the requirement on care service providers with regard to training of staff (section 8 of the Act); • the requirement on care service providers to have regard to guidance issued by the Scottish Ministers (section 10 of the Act); • the duties on care service providers under Chapter 3 of Part 5 of the Public Services Reform (Scotland) Act 2010, for example with regard to registration of care services; and • the duties on care service providers under Chapter 3A of Part 5 of the Public Services Reform (Scotland) Act 2010, for example with regard to the use of any prescribed staffing methods or staffing tools. Note that the Health and Care (Staffing) (Scotland) Act 2019 inserted chapter 3A into the Public Services Reform (Scotland) Act. Section 3(6) of the Act states that relevant organisations must publish information annually on the steps they have taken to comply with the requirement in section 3(2) regarding the planning and securing of care services and any ongoing risks that may affect their ability to comply with this requirement. This template should be used by local authorities and integration authorities to publish the information required and should be read in conjunction with the statutory guidance that accompanies the Act, specifically chapter 15. 13 149
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The information in this template should relate to the financial year, i.e. 01 April to 31 March. All reports must be published by 30 June at the latest each year. In order to collate the information published, the Scottish Government also requests that you send the completed template to hcsa@gov.scot. 150
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Declaration Name of local authority / integration authority: South Lanarkshire Council and South Lanarkshire Health and Social Care Partnership Report authorised by: Council Chief Executive Name: Paul Manning Designation Chief Executive South Lanarkshire Council Date: 25 June 2025 Details of where the report will be published: Report was published on the council website following endorsement at Council Executive Committee on 25 June 2025. The link to the website is: link Information Required 1. Please detail the steps you have taken as an organisation to comply with section 3(2) of the Health and Care (Staffing) (Scotland) Act 2019: 3(2) In planning or securing the provision of a care service from another person under a contract, agreement or other arrangements, every local authority and every integration authority (within the meaning of section 59 of the Public Bodies (Joint Working) (Scotland) Act 2014) must have regard to— (a) the guiding principles for health and care staffing, and (b) the duties relating to staffing imposed on persons who provide care services— (i) by virtue of subsection (1) and sections 7 to 10, and (ii) by virtue of Chapters 3 and 3A of Part 5 of the Public Services Reform (Scotland) Act 2010. South Lanarkshire Council and the Health and Social Care Partnership are cognisant with the principles of the Health and Care (Staffing) (Scotland) Act 2019. 151
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In relation to the return for financial year 2024/2025 for commissioned services that are in scope I can confirm the following. Of these services in scope either planned or secured as part of South Lanarkshire’s commissioning requirements we are satisfied that we have been compliant with the principles outlined in the Act. Examples of services include residential homelessness services for individuals or families; refuge services for women and children fleeing violence against women and girls and Care at Home services. We are confident as commissioners and for the successful awards granted that we have complied with the requirements and principles within the Act We are satisfied that as part of our procurement strategy that it is fit for purpose to ensure that the council’s procurement activity is undertaken in accordance with a legal and procedural framework. Legal requirements are underpinned by the Council’s Standing Orders on Contracts and procedural arrangements are as set out in the Scottish Government’s Procurement Journey. Governance and monitoring arrangements for regulated procurements ensure a robust structure is in place. At a practical level this consists of the preparation and authorisation of sourcing strategies and tender documentation through to robust arrangements for authorisation of awards. Going forward this strategy now includes the requirements of our documentation to make reference to the Health and Care (Staffing) (Scotland) Act 2019. The Council also has a scrutiny review structure in place to review tendering and award arrangements for all relevant procurements. With regards to the duties in 3(2)(b) relating to staffing imposed on persons who provide care services these are considered as part of the procurement approach and considered as part of the award process. 152
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In relation to our procurement for services we specifically ask about Care Inspectorate registration requirements and only registered services will be awarded contracts or services with a timeframe for registration as part of a tender. South Lanarkshire consider the following in all awards: • Care Inspectorate inspection reports for care service providers, • Care Inspectorate joint inspection reports, • Care Inspectorate Datastore, • Previous experience of commissioning, or working with, the provider, • Current or previous enforcement action, • Evidence of processes in place for the provider to implement the requirements of the Act and • Other relevant inspections contract monitoring and audits. 2. Please detail any ongoing risks that may affect your ability to comply with the duty set out in section 3(2). Risks are established through a variety of methods. The council has a scrutiny review structure in place to review tendering and award arrangements for relevant high-risk procurements. This is led by senior officers in Planning and Commissioning, Legal services, Finance as well as identified operational leads in the identified resource teams across Social Work, Housing, Education. As well as the provider performance reviews risk can also be identified and highlighted as follows:. • self-reporting from a provider • performance reporting as part of contract monitoring arrangements • Care Inspectorate notification following an inspection • Individual service user/client reviews, or • Service user/client or carers reporting through complaints 153
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The council will invoke appropriate policies and procedures in relation to ensuring public protection risks are dealt with as well as assessment of needs and risks reviewed. Where concerns are established the council response will be proportionate and will escalate as appropriate. This will range from: • responding to and dealing with service user complaints in commissioned services. • established regular reporting of complaints at a senior leadership level that gives oversight to any emerging patterns of concern. • where concerns or themes are noted planning meetings with providers and stakeholders to establish details and seek assurance about any mitigations will be enacted. • All of the above overseen by Operational teams, Planning and Commissioning services, legal and finance. • Escalation to care Inspectorate as appropriate for noting or action. Where appropriate independent advocacy to identify issues and ensure the voice of clients/service users are sought and heard. A proportionate response should mitigate any risks and provide assurance either as a commissioner or for registration purposes of the provider. There are various strategies that can be explored such as mutual aid from other providers or as a council. This may require variation in contracts. Where there are significant risks, the council can also consider a Large-Scale Investigation (LSI). This a specific type of Adult Support and Protection (ASP) or Child Protection investigation and may be required when there is a belief that a particular service, or an alleged harmer, may be placing more than one resident or service user at risk of harm. 154
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An LSI planning meeting brings relevant stakeholders together to decide whether or not an LSI needs to be implemented, and to agree an initial action plan. Parallel to this, local ASP and Child Protection procedures will establish if intervention is required to safeguard any individual adults at risk. The above will trigger an automatic notification to the Care Inspectorate and with wider partners such as Health and Police we will work with the Care Inspectorate who have additional powers of enforcement to achieve safe practice and outcomes. For the financial year return we have not had to invoke any escalation strategies in relation to any providers and are satisfied with the monitoring and governance of existing service. The council also have Social Work Health and Care Governance Groups that meet five times per year and report on provider updates and Care Inspection updates as standard. Care Inspection Reports for Social Work commissioned and registered services are also reported to the Social Work Committee on a six monthly basis for providers that have been inspected in the locality. This ensures visibility for elected members for commissioned resources re external scrutiny. The council routinely work and communicate with regulatory services such as the Care Inspectorate to ensure there is a clear communication strategy for risks to be highlighted and actioned. There have been no risks escalated by the council or the care Inspectorate in relation to any provider in scope in the context of the requirements of the Act for the financial year 2024/2025 155
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Commissioning Plan for Services Delivered by South Lanarkshire and Leisure and Culture (SLLC) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Commissioning Plan for services delivered by South Lanarkshire Leisure and Culture (SLLC) Scottish Charitable Incorporated Organisation (SCIO) (2025 to 2027) for approval [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Commissioning Plan for South Lanarkshire Leisure and Culture SCIO (2025 to 2027), attached as Appendix 1, be approved; (2) that officers now undertake an exercise to review, update and streamline the legal documentation that underpins the Council and SLLC relationship; and (3) that officers develop a detailed performance framework for the approved Plan and present this to a subsequent Executive Committee for approval. 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 Pan A Long-term Estate Strategy for SLC an agreed financial relationship between SLC and SLLC 3.3. A draft of the Commissioning Plan was presented to Executive Committee on 12 March 2025 for noting. The draft Plan was then shared with the SLLC Board for consideration at their meeting in April 2025 and has since undergone some minor refinement as detailed in sections 4.8 to 4.12. 14 157
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4. Development of the Commissioning Plan 4.1. Development of the Commissioning Plan has been an iterative process involving elected members and the SLLC Board. All parties recognised the need for clarity in terms of the relationship between the Council and SLLC, and its role as a provider of services to the Council. 4.2. The purpose and scope of the Plan remains unchanged from the previous draft presented back in March 2025: Purpose and Scope of the Plan 4.3. This first Plan covers the period 2025 to 2027, with future iterations spanning a five- year period to align with each new Council Plan. 4.4. The Plan holds SLLC as the strategic lead and sole provider of all leisure and culture services on behalf of the Council. 4.5. 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. 4.6. In response to each new Commissioning Plan, SLLC will develop its own 5-year strategy to ensure the resources available to the SCIO are directed in the best way and at the right time to successfully deliver on the Councils’ priorities and outcomes. 4.7. 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. Refinement and Clarification 4.8. Following the Executive Committee on 12 March 2025, officers have been engaging with the SLLC Board on the draft Commissioning Plan and feedback from the Board on the draft Plan focused around four main areas: 4.9. Ownership of the Plan This first iteration of the Commissioning Plan includes the Council’s ask, and to some degree, SLLC’s ‘strategic response to that ask’, given that the strategic alignment can already be evidenced through the existing SLLC Strategy 2022 to 2027. Given this, it was felt that greater clarity was required as to which organisation had primary responsibility for the Plan. Although the Plan is intended to encapsulate an agreement between the two partners, it is fundamentally a Council document. The title, and some of the terminology within the Plan has now been updated to further clarify this point. In future years, the Commissioning Plan will be developed alongside the new Council Plan and then SLLC will develop their own strategy in response to the ask. 4.10. SLLC’s Wider Remit The Plan has been updated to recognise the fact that SLLC’s operation also includes activity that is out-with the ask of the Council, but which is compatible with its own charitable purposes. This includes funding from other bodies for initiatives that contribute to health and wellbeing, for example the Physical Activity Prescription initiative. This type of activity often complements the objectives of the Council. SLLC’s wider remit has now been highlighted within the introduction and ‘About SLLC’ sections. 158
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4.11. Financial Alignment The Council and SLLC are working closely on financial planning and the financial section under ‘Enabling the Plan’ has been updated to recognise that the SCIO will be delivering on the Plan within the parameters of available resources. 4.12. Performance Framework The Plan has been updated to differentiate between the role of the SLLC Board in managing the activities of the SCIO, and role of the Council in monitoring how well SLLC are responding to the Council’s ask. Officers are in discussion with SLLC to develop the proposed format and timing of the new outcome focused reports. These reports will enable SLLC to demonstrate to the Council that they are responding to the ask and delivering on the key outcomes. On approval of the Plan, this detailed performance framework will be developed and presented to a subsequent Executive Committee for approval. 5. Employee Implications 5.1. There are no immediate employee implications as a result of this report. 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. 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. An impact assessment has been carried out in relation to this report, which can be found at the following link: Commissioning Plan for services delivered by SLLC (2025- 27) Plans and policies - South Lanarkshire Council 9.2. A previous Elected Member awareness session was held on 12 December 2024 and the SLLC Board has also had to opportunity to review and comment on the draft Plan. David Booth Executive Director (Community and Enterprise Resources) 4 June 2025 159
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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 South Lanarkshire Leisure and Culture (SLLC) Commissioning Plan Progress Update, Executive Committee, 12 March 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gillian Simpson, Partner Liaison Manager Tel: 07385516165 E-mail: gillian.simpson@southlanarkshire.gov.uk 160
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Commissioning Plan for Services Delivered by SLLC (2025-27) (Draft) South Lanarkshire Council 14 161
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Contents 1. Introduction ...................................................................................................... 2 2. Purpose of the Plan ........................................................................................... 3 3. About SLLC ....................................................................................................... 5 4. Partnership Foundations ................................................................................... 6 5. Enabling The Plan .............................................................................................. 9 6. Implementation and Monitoring ....................................................................... 11 Appendix 1. The Commissioning Plan Process Appendix 2. Example Performance Framework 162
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1. Introduction Welcome to the Council’s first strategic Commissioning Plan for services delivered by South Lanarkshire Leisure and Culture (SLLC), 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 asks SLLC to support the Council in the delivery of its key priorities and outcomes, and for SLLC to align their own plans and strategies to contribute towards those outcomes for the benefit of everyone in South Lanarkshire. It recognises however that SLLC is an independent legal entity whose operation includes activity that is out- with the ask of the Council, but which is compatible with its charitable purposes. These commissioning arrangements set out the service areas to be provided by SLLC, the funding arrangements that are in place to support SLLC, and a performance approach for monitoring progress towards the agreed outcomes. In developing this plan, the Council fully recognises SLLC as the strategic lead for all leisure and culture related services. SLLC delivers a range of services which benefit the population of South Lanarkshire 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 lead partner in the Marmot 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. 163
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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. Commissioning Plan SLLC’s 5-Year Strategy Improved Outcomes Council Plan 164
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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, it has the status of a formal agreement between the two organisations, and future iterations of the 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 services, whilst recognising the significant challenges for both partners. The Commissioning Plan process is detailed within Appendix 1. 165
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3. About SLLC Who are SLLC and what do they do for South Lanarkshire Council? SLLC is a Scottish Charitable Incorporated Organisation (SCIO) with independent status, established as an arm’s length organisation of the Council, primarily to provide leisure and cultural services on its behalf, to promote the health and wellbeing of South Lanarkshire residents. These services include libraries, cultural venues, arts centres, indoor and outdoor sports and leisure centres, community halls, country parks and a museum. The Council is a Member of the SCIO, and the Board is comprised of 13 Trustees, of whom 8 are Independent, 1 independent is a Trade Union representative, and 5 are Elected Members of the Council. The SLLC Board holds regular meetings and generally controls the activities of the SCIO. The SLLC Board is responsible for monitoring and controlling the financial position of SLLC and operating in line with charitable and companies’ legislation. 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) 166
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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) 167
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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. Embrace new technology and new models of delivery where appropriate to provide the best outcomes for residents. 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. For the purposes of this first Commissioning Plan, the strategic alignment can already be evidenced through the current South Lanarkshire Leisure and Culture Strategy 2022-27, as detailed in the following table: 168
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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 and Children and young people - Our children and young people thrive 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, strengthening 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 Our economy – Thriving businesses, fair jobs and vibrant town centres And Housing and land – Good quality, suitable and sustainable places to live Organissational Sustainability We will develop a business model that allows sustainable provision of quality services in priority areas • Develop a financially sustainable business model • Develop our people • Review our facilities • Reduce waste and energy use 169
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5. Enabling the 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 with minimal business disruption, 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 This Commissioning Plan acknowledges that alignment of resource allocation is necessary to match the ask and that SLLC can only deliver within the parameters of available resources. 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. The financial support of SLC is required for SLLC to provide its range of services that it delivers on behalf of the Council. In addition, SLLC has the authority to carry out independent commercial activity through its trading company, in support of its core charitable purposes. The combined income provides the means to pay all expenditure and to enable a financially sustainable 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 over pricing 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. 170
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As a minimum, quarterly meetings between the Council Leader, Depute 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 Management Team meetings where there is impact. Similarly, the Executive Director of Community and Enterprise Resources is invited to attend SLLC Board meetings. The Chief Executive of SLLC is 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 lead partner 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. 171
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6. Implementation and Monitoring How will we know if the plan is being implemented successfully? A performance 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. These indicators will be reviewed and updated as new data becomes available and this will inform future Council planning and SLLC strategy. 2. Improving Outcomes This will include a series of indicators and case study information that will allow SLLC to demonstrate how well they 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 annually 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, in line with other Council service areas, and uploaded onto the performance pages on Council’s website. An example Performance Framework is included within Appendix 2. 172
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Appendix 1 - The Commissioning Plan Process Every 5 Years – Developing the Strategic Ask 173
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Appendix 2 - Performance 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 174
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The examples below illustrate how SLLC could demonstrate to the Council that they are responding to the ask and delivering on the key outcomes. These examples are derived from existing SLLC performance measures and will be further developed in conjunction with SLLC. Outcome measures will continue to evolve as new health and health inequalities data and measures are established. Council Outcomes 2022-27 SLLC Objectives 2022-27 Monitoring Outcomes 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 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 • SLLC will provide information on early intervention and prevention initiatives to address health and wellbeing matters at their root cause 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 Activage memberships • Key performance indicators around service accessibility will be developed for SLLC to report on Improving Outcomes 175
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Council Outcomes 2022-27 SLLC Objectives 2022-27 Monitoring Outcomes Communities and environment -Caring, sustainable communities and Children and young people - Our children and young people thrive Connected and Engaged We will enable people to connect with each other and with their community through the services we provide 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 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) Education and learning - Inspiring learners, transforming learning, strengthening partnerships Equality and Inclusion We will provide accessible wellbeing and learning services through targeted interventions 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 Our economy – Thriving businesses, fair jobs and vibrant town centres and Housing and land – Good quality, suitable and sustainable places to live Organisational Sustainability We will develop a business model that allows sustainable provision of quality services in priority areas How will we know if SLLC’s business model is sustainable? • SLLC will provide examples of programmes, events and initiatives which increase income for the SCIO • SLLC will support the Council in its cross-cutting review of all property assets, including those managed by SLLC, and the development of the Council’s 10-year Estates Strategy 176
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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 177
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Chief Executive Subject: Marmot Place Programme for South Lanarkshire 1. Purpose of Report 1.1. The purpose of the report is to:- inform the Executive Committee of the progress made on the Marmot place programme and request approval of the proposed prioritisation of the programme and next steps [purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):-- (1) that the proposed prioritisation of the programme on child poverty and family support in the early years be approved; and (2) that the Council’s role in the planned next steps, delivered through the Community Planning Partnership, be approved. 3. Background 3.1. Marmot Places is an evidence-based, place approach where partners collaborate to reduce inequalities in a defined ‘place’. The ‘place’ could be a town, a neighbourhood or a whole authority. 3.2. Public Health Scotland (PHS) and three local areas in Scotland are collaborating with the University College London Institute of Health Equity (IHE), led by Professor Sir Michael Marmot. 3.3. This partnership is a pilot in Scotland and known as Collaborating for Health Equity Scotland (CHES). CHES is adopting a Marmot Framework approach to understanding and addressing inequality in Scotland. 3.4. A South Lanarkshire launch event was held on Tuesday 25 February 2025. The event raised awareness and inspired wider support for the Marmot principles and approaches. Speakers included Sir Professor Michael Marmot and the Community Planning Partnership (CPP) Chair, Leader of the Council Councillor Fagan, alongside local community leaders. An event report and film are published on the Community Planning website. 3.5. The programme has three practical phases with a 4th phase of collaborating on shared learning taking place throughout: Phase 1: Data and evidence analysis Phase 2: System analysis (Health Equity System) Phase 3: Recommendations and action plans 15 179
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3.6. The programme is currently in phase 1 and commencing phase 2. This report provides an update on our implementation and development of the Marmot approach in South Lanarkshire. 4. Our Marmot Vision 4.1. In the expression of interest to the programme in Autumn 2024, The Community Planning Partnership Board stated the following: 4.2. We want South Lanarkshire to be a place which prides itself on using evidence and research to create the best possible environment for the population to live healthy, happy, and thriving lives. 4.3. We know that to achieve this means we will need to change the basis on which we make decisions across all of our organisations, including many relevant services such as economic development, planning and housing. 4.4. To do so within an environment of budgetary pressures creates significant, often implicit and tacit barriers to achieving change for better outcomes. 4.5 While we have a lot of good practice, the current approach could be improved to better demonstrate a routinely embedded focus on prevention and the mitigation of inequalities across our whole system of public services. 4.6. We want to move to a health equity whole-system approach that addresses the social determinants of health that contribute to illness and preventable demand on services. 4.7. We need an improved and robust evidence base to create the rationale for difficult decisions that can be implemented more widely. 5. Programme Phase 1 Data Phase 5.1. The programme is currently in the middle of Phase 1: Analysis of data: December 2024- July 2025. 5.2. The IHE published its first national report in May 2025. The report can be found in the IHE CHES website pages. 5.3. The report has highlighted important limitations to the overall and local understanding of health inequalities in Scotland. IHE, PHS and the three places will work to provide more accurate understandings of inequalities in health and the social determinants, but the report presents the data which is available. 5.4. Firstly, data from the healthcare system – such as disease registration and hospitalisation rates - are based on system activity, rather than actual prevalence. 5.5. Secondly, health data is not routinely available below Intermediate Zone level, making it difficult to assess data a local, place and neighbourhood level. 5.6. In order to compare health data with inequality data, IHE constructed an adjustment to the Scottish Index of Multiple Deprivation (SIMD) local share both to be able to compare data across and within local authorities. The adjustments changed the ranking of at least two-thirds of local authorities. 180
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5.7. The report highlights a new picture by considering council areas with the greatest imbalance between deprivation and overall population – in the top four, these councils’ contribution to Scotland’s population in deprived Data Zones is more than twice their contribution to Scotland’s overall population. South Lanarkshire is fifth on the chart. Some councils therefore are carrying more of the burden of inequity in Scotland and the associated costs of addressing its impacts. 5.8. A South Lanarkshire Marmot Data Working Group has been established to collate and analyse even more localised data sets to complement the work and reports of the IHE. This partnership is led and chaired by a Senior Public Health Consultant in NHS Lanarkshire and is supported by the CPP Advisor. 5.9. The working group will create and narrate eight local data sets based on the Marmot Principles. These will be available and accessible for all to use and are on track to be completed in summer 2025. 5.10. The working group is implementing a searchable online data Atlas tool using census data. 5.11. In the Autumn, workshops to co-develop and verify the evidence base will be hosted and open to a wider range of local stakeholders. The events will also discuss what actions could be considered to address what the data is saying. 6 Prioritising within our Marmot Place Programme 6.1. The South Lanarkshire Leadership Group, established as part of the governance arrangements, is composed of key community planning partners including the third sector. The group considered various strategic approaches to the Marmot Place programme. Options ranged from a broad, pan-South Lanarkshire approach that would cover all eight of the Marmot principles to a potential focus on one particular place within South Lanarkshire that included all or some of the principles. 6.2. Discussions centred on how the programme would be able to maximise what the council and partners would learn from a time and resource-limited project of this nature. 6.3. The Leadership Group concluded that it would be a practical approach to focus on one thematic lens, frame or grouping, which would integrate the eight Marmot principles and identify any place(s) where there is evidence the social determinants of health are negatively impacting on outcomes. 6.4 The Leadership Group then considered a range of lenses and came to a consensus that given that both the council and the Community Planning Partnership have a priority to tackle poverty, it is proposed by the Leadership Group that a child poverty lens should be applied to the Marmot practice through which would incorporate many of the eight principles and work with both children and families across a range of ages and stages. 6.5. Furthermore, a focus within this on early years acknowledges the largest potential long-term impact for effective early intervention and prevention by reducing health inequity and improving life prospects for this population group. 181
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6.6. Child poverty is already a priority for South Lanarkshire Council and the Community Planning Partnership. There is already a firm commitment from partners to address child poverty and a wealth of work through the Child Poverty Action Group. The joint Child Poverty Action Plan is reported on annually and it is driven by existing evidence base and a South Lanarkshire Commitment to tackling child poverty. 6.7. Partners agree that Child Poverty work would benefit from further alignment into other policy areas, robust scrutiny of existing evidence, the introduction of new evidence, a series of fresh lenses applied to the work through the eight Marmot principles and a developmental discussion space to consider transformative changes across our partnership agencies. 6.8 The chosen priority offers a large scope for prevention across a large population group covering young children, young people, adults and families. Furthermore, there is the opportunity to for this work to directly contribute to the review of the Integrated Children’s Services Plan as an output. 6.9. Partners already have our own reliable data and initiatives in place across the council and NHS Lanarkshire that could be built on, integrating Marmot data and/or developing third sector information within this. 6.10. While this approach would heavily concentrate on at least 3 of the Marmot Principles, the importance of all of the principles is recognised and would note that they are interlinked, and each one is an entry point for the rest. 6.11. The recommendation is caveated in that the partnership will also consider future application of the Marmot approach across other themes and places where priorities arise through the evidence base as it progresses. However, this future work would not benefit from the direct support of CHES partners. 6.12. For example, a place element of the programme may be built on where the evidence base suggests there would be a benefit to work with a place focus. 6.13. Further analysis is underway to break data down to neighborhood levels and compare health outcomes of the local population. 7. Programme Phase 2 - System Analysis 7.1. The programme is now in the early stages of phase 2: April 2025- December 2025. 7.2 In this phase, the evidence base is applied for change. The Leadership Group would like to specifically apply the evidence to child poverty in this phase. 7.3 The programme will identify where prevention approaches would bring an improvement in outcomes for the residents of South Lanarkshire while supporting a public sector reform space for the public service systems that serve them. Within this, the programme will need consider what transformational processes should adapt or improve for collaborative gain to address what the evidence is saying. 182
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7.4. Throughout phase 2, IHE will support the partnership by hosting a partnership workshop which to analyse our local health equity system and develop actions to improve its outcomes. The IHE workshop will help partners to understand both the enablers and barriers to improving health inequalities in our theme, what areas or groups should be prioritised, and consider what might be possible to address poorer outcomes. 7.5. Workshops will also help all partners learn and apply the evidence base to their own areas of responsibility. 7.6. As phase 2 progresses, the localised data will help identify where there are greater areas of need and compare the allocation of the partnership’s joint support and resources across the family support systems in South Lanarkshire. 7.7. This information will be critical to plan service delivery and invest in prevention in a considered and evidence-based manner. 7.8. For example, initial IHE evidence has mapped our highest rates of child poverty as per Figure 1 below with 6 wards identified where families are faring worse than the national average. Figure 1- Child poverty, absolute and relative, South Lanarkshire wards, South Lanarkshire, and Scotland, 2023/24 financial year. Source; Institute for Health Equity 183
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7.9. Over time and through adapting our systems and its resources, the Marmot approach will help to further our collective approach to the child poverty priority and embed a strategic alignment to tackle child poverty across all existing policies, strategies and plans. 7.10. Further wider stakeholder workshops will also take place in 2026 as part of phase 2. 8 Next Steps 8.1. Key upcoming developments are: Publication of second IHE National report (June 2025) Completion of local data sets and narrative (summer 2025) Stakeholder data and action workshops (Sept-Dec 2025) Partnership System Analysis and Actions Workshop with IHE (Autumn 2025) Phase 3 planning – developing recommendations. (Autumn 2025- Summer 2026) 8.2. Future reports and updates will be brought before the Executive Committee at key milestones of the programme. 9. Employee Implications 9.1. There may be employee implications associated with this report for all Council Resources working within the scope of a Marmot Place programme approach to inequalities such as training and development for staff in new skills and knowledge required to work to a Marmot approach, reviews of service models could result in changes to roles and/or approaches to practice. 9.2. All partners within the Marmot Place programme are part of a system and would be expected to be open to participating in the programme, examining their current resources and staff and be open to considering adapting these resources to support any proposed changes. 10 Financial Implications 10.1. At these early stages, there are no financial implications. 10.2 However, there are likely to be financial implications associated with participating in a Marmot Place programme as it aims to provide an evidence base for investment in inequality through a proportional redirecting of universal services. Without a commitment to review resourcing arrangements against a new evidence base and the Marmot principles, the project would not realise the changes it seeks. The financial implications of this commitment will be brought back to Executive Committee for approval as part of the reports outlined above. 10.3. Any implications would be considered, negotiated and agreed within Phase 3 of the project. Any recommendations would have strong evidence base and seek approvals as required. 11. Climate Change, Sustainability and Environmental Implications 11.1. It is expected there would be positive environmental impacts to a Marmot Place. It is one of the eight principles to address in the programme. 12. Other Implications 12.1. There are risks associated with this report because success depends on factors in a whole system that are out with the control of the council. Our ability to facilitate collaboration and be systems leaders mitigates this risk. 184
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12.2. The Marmot principles, which aim to reduce inequality and improve health outcomes for all, would have to be embedded across all of the core functions of the council and its partners. The approach would be transformative but would need to be integral to how the council and its partners works. This has practical operational considerations for all. 13. Integrated Impact Assessment and Consultation Requirements 13.1. This report does not introduce a new policy or function, so no Integrated Impact Assessment (IIA) or consultation arrangements are required at this time. However, if approved, this report points toward potential changes in policy, function or strategy, which would require IIAs and in some cases potentially consultation. Paul Manning Chief Executive 5 June 2025 Links to Council Values/Priorities/Outcomes Links to all Council Values/Priorities/Outcomes Previous Reference Executive Committee of 11 December 2024 List of Background Papers None Contact for Further Information If you would like further information, please contact: Jen Kerr, Community Engagement Manager, South Lanarkshire Council Tel: 07880 174955 Email: Jennifer.Kerr1@southlanarkshire.gov.uk 185
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Equalities Mainstreaming Report 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] outline the progress the Council has made in relation to meeting its equality outcomes and mainstreaming equalities into the organisation [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the Mainstreaming Equalities Report 2025 (Appendix 1) be noted. [1recs] 3. Background 3.1. The Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 (the regulations) impose ‘specific duties’ upon Scottish public authorities to publish a set of equality outcomes and a report showing progress being made in ‘mainstreaming’ equality. This is required to show the progress being made by public authorities in making: …the equality duty integral to the exercise of its functions so as to better perform that duty. Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 3.2. The Regulations require public authorities to prepare and publish a set of equality outcomes by 30 April at four-year intervals and a progress report at intervals of not more than two years. The Council’s equality outcomes were published by this deadline in the Mainstreaming Equalities Report 2025. The Regulations state all reports should:- be based on equality evidence prioritise tackling the most pressing and significant inequalities relevant to the Council’s work be realistic about where the Council can make a real difference over the next four years be effective in eliminating discrimination, advancing equality and/ or fostering good relations be SMART and clearly set out the change the council wants to achieve include actions that are ambitious, bold and creative (e.g. make use of the positive action provisions in the Equality Act 2010) 16 187
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include information about how the impact and progress will be evaluated to know what difference is being achieved include an annual breakdown of the information gathered under the duty to gather and use employee information disaggregated by protected characteristics, including - the race, disability, sex and age distribution of the workforce at different grades, and whether they are full or part-time employees - information on the recruitment, development and retention of employees with respect to the number and relevant protected characteristics of such persons - an indication of the likely representation in terms of sexual orientation and religion and belief, provided that no individuals can be identified as a result - an indication of any issues for transsexual staff, based on involvement of transsexual staff or equality organisations provide details of the progress made in gathering and using that information to enable the Council to better perform the general equality duty provide employee pay gap information showing the percentage difference, among employees, between men’s average hourly pay (excluding overtime) and women’s average hourly pay (excluding overtime) 3.3. The Council has produced mainstreaming equalities reports in line with the Regulations. The last mainstreaming equalities report was produced in 2021 with the progress report produced in 2023. 3.4. The Mainstreaming Equalities Report 2025, included at Appendix 1, sets out the Council’s equality outcomes for 2025 to 2029 and reports on the progress of the equality outcomes from 2023 to 2025. The equality outcomes cover all protected characteristics and assist the Council to meet its duties to eliminate discrimination, harassment and victimisation, advance equality of opportunity and foster good relations for all. 4. Progress Towards the Equality Outcomes 2023 to 2025 4.1. The equality outcomes, which are provided in the Mainstreaming Equalities Report (Appendix 1), have been the subject of consultation with Resources and will contribute directly towards the achievement of the outcomes identified in the Council Plan 2022-2027 which are: Our children and young people thrive Good quality 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 4.2. The principles for the selection of the equality outcomes and the activities that have been carried out to make progress towards achievement of these equality outcomes are set out in the Mainstreaming Progress Report 2025 as follows: Accessing – provide services in ways that mean everyone can and does have the right to use them. Community – provide services that bring people together and makes the most of individual needs and abilities. 188
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Informing – ensure that everyone has access to information, in a format that suits their needs, on Council services and what is happening in the South Lanarkshire area. Involving – talk to groups and individuals on a one-to-one basis and use views and opinions to inform decision making and shape service delivery. Promoting – ensure that individuals are treated as and given the opportunity to be full members of the community no matter their individual need. Understanding – raise awareness of individuals’ needs and promote awareness of the range of cultures and languages that exist within South Lanarkshire so that everyone can be treated fairly and with dignity and respect. 4.3. The Mainstreaming Equalities Report 2025 provides examples of actions which have been taken to progress these outcomes. Examples are given to demonstrate how the Council has provided support, engaged with members of the community to gain a better understanding of lived experiences that are then used to influence policy and practice across the Council, and encouraged participation across the community. The Mainstreaming Equalities Report 2025 also outlines how the Council engages, consults, and encourages participation with employees through the Employee Network. 5. Workforce Monitoring 5.1. The workforce profile figures presented in the Mainstreaming Equalities Report 2025 reflect the makeup of Council employees on 31 March 2024. This information is gathered through the employee verification exercise on a voluntary basis. The Council will continue to encourage employees to take part in future exercises. 5.2 In line with the Scotland specific duties of the Equality Act 2010, the Mainstreaming Equalities Report 2025 contains the Council’s workforce figures and position on the gender pay gap. The Council is required to report the average (mean) pay gap and also more recently from 2020 onwards reporting on the mid point (median) pay gap, for gender, ethnicity, and disability. The median pay gap is calculated by listing all employees' salaries from highest to lowest and comparing the number that sits in the middle. 5.3 The Council’s average (mean) gender pay gap continues to improve, from 5.78% in 2018, 4.34% in 2020, 4% in 2022 and 2.62% in 2024. The gender pay gap is the difference in average gross hourly earnings between men and women. This data is based on the make-up of the workforce and the different jobs the Council has and who carries these out. In April 2018, the Council further restructured its pay model by removing the lowest points within grades at that time to a maximum of three points in each grade. This was reduced further in April 2019 to a maximum of two points, with the exception of the lowest level where only 1 point exists. 5.4 It should be noted that the comparison of gender pay gap information across local authorities may not be like for like, in that each Council’s workforce is different, with some Councils excluding home carers, or significant construction operatives and trades, as these services have been outsourced or are delivered by an arm’s-length external organisation. However, the Council continues to perform well against the Scottish national average pay gap which, for 2024, was 9.2%. 189
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6. Mainstreaming Equalities Report – Outcomes 2025 to 2029 6.1. The four yearly Mainstreaming Equalities Report includes the equality outcomes planned for the next four years and updates on the progress the Council is making towards the equality outcomes set out in the previous Mainstreaming Equalities Report. In addition, there is also a mid-term progress report published two years after the Mainstreaming Equalities Report is published. 6.2. In line with the guidance provided by the Equality and Human Rights Commission, the Council’s outcomes for 2025 to 2029 will focus on actions to produce results intended to achieve specific and identifiable improvements in people’s life chances. In addition, as in previous years, as part of the Council’s ongoing approach to mainstreaming equalities it will continue to work towards the outcomes set out in the Council Plan 2022 to 2027 as noted at 4.1. of this report. 6.3. The equality outcomes for 2025 to 2029 are shown in section seven of the Mainstreaming Equalities Report 2025. A summary of the equality outcomes for the period 2025 – 2029 are:- Outcome one: Increase the number of people from black and minority ethnic backgrounds employed in the South Lanarkshire Council workforce to reflect the diversity of the South Lanarkshire population. Outcome two: older people, those from vulnerable groups, and individuals who live alone are protected from scams and nuisance calls and their wellbeing is improved through increased awareness and preventative action. Outcome three: To ensure that Education Resources has fully embedded the United Nations Convention on the Rights of the Child (UNCRC) in all actions during 2025-2029. This is to ensure Education Services is aligned with the UNCRC (Incorporation) (Scotland) Bill. Outcome four: Prevent homelessness occurring and significantly reduce homelessness. Outcome five: Improve Health, Care and Wellbeing for the most vulnerable in the communities of South Lanarkshire. Outcome six: Protect vulnerable children, young people and adults - young people are supported by work to prevent the sale of tobacco and Nicotine Vapour Products (NVPs) to children (under 18s) which assists in the prevention of children taking up smoking. 7. Publication 7.1. The Council’s Mainstreaming Equalities Report 2025 was published on the Council’s external website on the 28 April 2025 and can be viewed online at this link. 8. Employee Implications 8.1. The Mainstreaming Equalities Report 2025 outlines in the employee information at section 4 of the report, how the Council engages, consults, and encourages participation with employees through the Employee Network, and how the Council will continue to encourage employees to share their protected characteristics to aid the council’s understanding of the make-up of the workforce more fully. 8.2. The Council produces regular Council-wide and individual Resource Workforce Monitoring reports. Workforce data will continue to be monitored and presented in Workforce Monitoring reports. 190
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8.3. To ensure all employees are aware of the Public Sector Equalities Duties, a mandatory Equality and Diversity eLearning course is available to all employees through Fusion Learning. 9. Financial Implications 9.1. There are no employee implications arising directly from this report. 10. Climate Change, Sustainability and Environmental implications 10.1. There are no climate change, sustainability and environmental implications arising directly from this report. 11. Other Implications 11.1. The risk to the Council is that if Elected Members, senior managers, managers and employees do not have due regard to the Public Sector Equality Duty it may lead to non-compliance with equalities legislation. This can carry unlimited financial penalties and serious risk to the Council’s reputation. 12. Integrated Impact Assessment and Consultation Requirements 12.1. There is no requirement for an Integrated Impact Assessment in respect of this report. Where proposals are developed by Resources to progress the equality outcomes it will be for Resources to determine if those proposals require an Integrated Impact Assessment to be completed. Integrated Impact Assessments considers the key legal duties including The Equality Act (2010). 12.2. Trade Unions will be updated on the Mainstreaming Equalities Report 2025. Jackie Taylor Executive Director (Finance and Corporate Resources) 21 May 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 Previous References Executive Committee 26 June 2013 - Equalities Mainstreaming Report Executive Committee 29 April 20215 - Equalities Mainstreaming - interim report Executive Committee 29 May 2019 - Equalities Mainstreaming - Progress Report Executive Committee 26 May 2021 - Equalities Mainstreaming - Progress Report Executive Committee 21 June 2023 - Equalities Mainstreaming - Progress Report List of Background Papers None Contact for Further Information If you wish to inspect the background papers or want further information, please contact: - Tracy Ferguson (Learning, Organisational Development & Diversity Manager) Ext: 4715 (Tel: 01698 454715) Email: tracy.ferguson@southlanarkshire.gov.uk 191
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Appendix 1 Mainstreaming Equalities Report 2025 Progress 2023-2025 Outcomes 2025 - 2029 192
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Contents 1. Foreword 2. Introduction 3. Progress towards 2023 – 2025 outcomes Equality outcome one Equality outcome two Equality outcome three Equality outcome four Equality outcome five 4. Employee information Employee profile Equality, diversity and inclusion training Employee network Recruitment process Recruitment monitoring Training Leavers Real living wage Job evaluation Employee data summary and conclusion 5. Equality, diversity and inclusion monitoring Equality, diversity and inclusion data 6. Pay gap analysis Gender pay gap information Disability pay gap Ethnicity pay gap Occupational segregation 7. Equality outcomes for 2025 – 2029 Equality outcome one Equality outcome two Equality outcome three Equality outcome four Equality outcome five Equality outcome six Additional outcomes 8. Equality reporting 193
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1. Foreword South Lanarkshire Council set itself the aim of ensuring that fairness is a priority across all of the work that it does, and we recognise that to deliver our vision “to improve the lives and prospects of everyone in South Lanarkshire” we need to work closely with our communities and partners. We are committed to integrating equalities into our business by ensuring that equality, diversity and inclusion feature explicitly and proportionately in business planning, committee and other decision-making reports, and through other policy development and review mechanisms. One way that we ensure that is through the implementation of Integrated Impact Assessments which ensures we consider the impact our decisions have across a wide range of public sector duties, including the Public Sector Equality Duty. This Mainstreaming Equalities Report 2025 shows the actions that have been taken since the original mainstreaming equalities report was published in April 2013, and further reviewed in 2015, 2017, 2019, 2021 and 2023. Our focus remains to embed and achieve our legal equality duties of eliminating discrimination, harassment, and victimisation; advancing equality of opportunity; and fostering good relations in all that we do. The report shows how the council has continued to work with others to ensure that the needs of everyone are met when using a service, regardless of the protected characteristics of: - age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation Within this report we will provide an update of our progress towards our equality outcomes from 2023 to 2025. We have highlighted some of the actions that have been taken to improve the lives of people in South Lanarkshire, and we have demonstrated how we have worked effectively across services and with partners to achieve this. The report also sets out our equality outcomes for 2025 to 2029 as we strive to continue to build on the positive and inclusive work that has been shown in this report. We work incredibly hard to put our diverse community at the heart of everything we do and deliver the highest quality services to ensure everyone in South Lanarkshire enjoys a life free from discrimination, full of opportunity and in a community that is respectful and welcoming to all. Paul Manning Chief Executive South Lanarkshire Council 194
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2. Introduction This report provides information on how South Lanarkshire Council will address inequalities by integrating equality, diversity and inclusion (EDI) into the day-to-day workings of the council in everything it does. The aim of mainstreaming equalities is to embed equality outcomes, which focus on both employees and members of the community, into all that the council does. To do this the council has built equality outcomes on the following key principles: - Accessing – provide services in ways that mean everyone can and does have the right to use them Community – provide services that bring people together and makes the most of individual needs and abilities Informing – ensure that everyone has access to information, in a format that suits their needs, on council services and what is happening in the South Lanarkshire area Involving – talk to groups and individuals on a one-to-one basis and use views and opinions to inform decision making and shape service delivery Promoting – ensure that individuals are treated as and given the opportunity to be full members of the community no matter their individual need Understanding – raise awareness of individuals’ needs and promote awareness of the range of cultures and languages that exist within South Lanarkshire so that everyone can be treated fairly and with dignity and respect 195
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3. Progress towards 2023 – 2025 outcomes This report provides information on the progress made by South Lanarkshire Council towards achieving the outcomes set out in the mainstreaming report published in 2021. The council last reported progress towards these outcomes in the mainstreaming report published in 2023. The council’s key achievements since that report include the following: - Support provided Support is provided to assist local communities to develop their own static Men’s sheds and ongoing support is provided to those sheds currently up and running in South Lanarkshire; this has resulted in the establishment of 15 sheds in South Lanarkshire with the potential for another 3 to be developed in the near future. Supported groups with community activities in areas of deprivation, mostly for children, young people and family activities to promote community cohesiveness and inclusion. The Community Participation Team helped provide budget engagement for the Lived Experience Advisory Panel (LEAP) service users by assisting people with sight loss to take part in the 2024/2025 budget consultation by reading out the budget survey and recording responses. 2023/24 was a highly successful year in terms of raising the profile of autism and other forms of neurodivergence. Working in close partnership with the Autism Resources Co-ordination Hub (ARCH). A South Lanarkshire British Sign Language (BSL) Local Plan Working Group has been established with the aim of raising awareness of BSL users and to promote South Lanarkshire as a great place to live and work for the Deaf and Deafblind community. BSL users can now view content on the council website by clicking on a BSL ‘button’ that is on each page of the website. UK Shared Prosperity Fund (UKSPF) supported a range of initiatives in South Lanarkshire which help embed equalities across many aspects of service provision including Town entre improvements which enhance accessibility. 1,884 homes were adapted to support people with health conditions or disabilities to continue to live independently within their own homes, without the need for rehousing or moving to a care setting. Continue to support 1,074 people with a learning disability to live in their own communities. 924 people have been supported to complete a Community Payback order including the opportunity for personal development and learning opportunities. 579 orders were successfully completed in 21/22. Community projects are improved by those undertaking CPOs. Demand for telecare peripherals, such as telecare fire safety sensors and falls detectors, has risen year on year. Between April 2023 and March 2024, 4877 telecare installation visits (also includes assistive technology battery replacement visits, repairs, replacements, removals) were completed which is a 37% increase on the previous year. 3556 telecare installation visits were completed during the same time period in 2022 to 2023. 196
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The dedicated Asylum and Refugee Resettlement Team working in conjunction with partner agencies supported individuals and families as part of refugee resettlement programmes. Businesses were assisted via grants, loans or property advice, generating £14.5m in sales and creating or sustaining 646 jobs in 2023-2024. The council delivered a range of targeted interventions to improve outcomes for individuals and families where this is needed the most. Interventions include debt, welfare and money advice, supporting people to get back into training and work, youth diversion activity and extensive community capacity building support has been undertaken in some of the most deprived neighbourhoods. 787 referrals were received to support individuals improve their substance misuse behaviours with the support of specialist services. The council continued to support young people through ASPIRE, a Youth Employability programme that provides a bespoke programme for young people in the last 6 months of school to age 19 who are at risk of becoming unemployed (26 if care experienced). Continued provision of site improvements and services for the Gypsy / Traveller community in South Lanarkshire. Continued to support the delivery of the Armed Forces Covenant, through the establishment of a Veterans / Armed Forces housing enquiries tracker to help ensure that housing issues relating to this equality group are resolved quickly. Continued partnership working with other key agencies, including the South Lanarkshire Child Protection Committee and homelessness partners to modernise the care system and deliver the objectives of The Promise Scotland. The Promise aims to ensure that care experienced children and young people grow up loved, safe and respected with better life chances as they progress into adulthood. Continued development of services for older tenants including expanding digital connectivity and improving services for tenants living with dementia. Providing tactile paving, tactile cones, audible tones, dropped kerbs as well as “on crossing detectors” on all new and upgrades to traffic signals. A Framework for Developing an Anti-Racist and Decolonised Curriculum resource was launched to schools on 18 January 2024. Community engaged The council has actively engaged with members of the community to gain a better understanding of lived experiences that are then used to influence policy and practice across the council. Examples of groups that the council has actively engaged with include: Disability Partnership Housing Subgroup Residents of the council’s two Gypsy/Traveller sites Sheltered housing tenants People with lived experience of homelessness Veterans/Armed Forces community Care-experienced young people Seniors Together South Lanarkshire Violence Against Women and Girls Strategic Partnership 197
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South Lanarkshire Autism Strategy Group See Hear Strategic Working Group Financial Inclusion Network Digital Inclusion Sub-group South Lanarkshire Youth Bòrd-na-Gàidhlig Encouraged participation The council also proactively encourages participation to maximise input from relevant groups in key decision making that affects them. Examples of how the council has proactively encouraged participation includes: Used a participatory budgeting approach to engage and involve local residents, to promote participatory decision making and allocate elements of public funds. Carried out extensive consultation with the public and local interest groups such as the Access Panel, Seniors Together and the Youth Council. This informed the 2022-2027 Council Plan ‘Connect’ and the community planning partnership community plan 2022-2032. Through the Employee Network, the council engages, consults, and actively encourages participation with all employees. 3.1. Equality outcome one Increase the number of people from ethnic minority backgrounds employed in the South Lanarkshire Council workforce to reflect the diversity of the South Lanarkshire population. General duty: Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it, and Foster good relations between persons who share a relevant protected characteristic and persons who do not share it. Protected characteristics: Race – People from Black, Asian, and ethnic minority communities and different racial backgrounds. Socio-economic disadvantage: Low income/income poverty – cannot afford to maintain regular payments such as bills, food, and clothing Increasing the numbers of people in work will help to alleviate income poverty, particularly as SLC pays the living wage. Low and/or no wealth: enough money to meet basic living costs and pay bills but no savings to deal with any unexpected spends and no provision for the future. 198
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For some people they may be applying to the council for lower paid employment. Evidence: Data from the Annual Population Survey collected by the Office of National Statistics, and the Scottish Government’s Race Equality Framework for Scotland 2016 to 2030. The Framework highlights that in order to achieve a representative workforce, the majority of Scotland’s public bodies will need to invest additional effort – including tackling discrimination and looking at opportunities to take positive action. Analysis of South Lanarkshire Council's employee recruitment data shows that the number of applicants who identify as being from an ethnic minority group has increased from 2.8% in 2018/19 to 3.1% in 2019/20 to 3.8% in 2021/22 and 12.7% in 2023/24. There have been increased applications from people who identify as having an ethnic minority background to South Lanarkshire Council and, of those interviewed, 10.1% declared they identified as having an ethnic minority background. There has also been an increase in the number of appointments of people from an ethnic minority background. The number of appointments has risen from 2.1% in 2019/20 to 4.6% in 2023/24, which is in line with the working age population of South Lanarkshire which is 4.4%. Actions to achieve (1): recruitment process Review recruitment policies and processes that may lead to unintentional biases of recruiting managers which can result in disproportionately lower success rates. Measures: Analysis of success rates shows increase in number of successful ethnic minority candidates. Actions to achieve (2): - learning for employees involved in the process Ensure everyone involved in the recruitment process is trained to current standards in recruitment best practice. This should include understanding and recognising all relevant forms of discrimination, including bias. Anyone involved in the selection process to have undertaken learning in the following areas within the 12 months prior to being a member of any recruitment panel: Recruitment techniques, including sifting and interviewing. Unconscious bias Diversity/race equality awareness Measures The number of people involved in the recruitment process who have undertaken the required learning activities. Actions to achieve (3): - panel composition Where possible ensure that interview panel members are from diverse backgrounds to show commitment to different points of view and opinions and that SLC values diversity. 199
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Measures Increase in the number of ‘ethnic minority employees being part of recruitment panels. Increase in the development opportunities for employees to be part of the recruitment process. Increase in numbers of people from ethnic minorities backgrounds employed by SLC. Actions to achieve (4): - social media/publicity Advertise more widely to attract candidates from diverse backgrounds. Include additional wording in vacancy adverts stating that South Lanarkshire Council welcomes applications from people from Black and minority ethnic background to encourage applications from ethnic minority communities. Testimonials from people from Black and minority ethnic groups at all levels within the organisation sharing their experiences of working for the organisation. Use positive images of Black and minority ethnic employees in any marketing and advertising campaigns. Measures Analysis of the workforce data relating to job applicants shows an increased number of applications from Black and minority ethnic people. Monitor the number of jobs advertised using ethnic minority specific publications/ websites/ organisations. Increase in the number of people from Black and minority ethnic backgrounds applying for reemployment in SLC. Actions to achieve (5): - work with external organisations Work with ethnic minority community organisations, particularly those who have an employability remit, to engage with local ethnic minority communities. Work with ethnic minority communities to help them better understand the recruitment process, including improving their ability to undertake competency- based tests. With the support of external organisations whose aims are to build the capacity and sustainability of the ethnic minority voluntary sector and its communities: Inform ethnic minority young people of Modern Apprenticeships opportunities available within South Lanarkshire Council. Inform ethnic minority people of work experience opportunities available within South Lanarkshire Council. Inform ethnic minority people of opportunities to join South Lanarkshire Council Citizens Panel. Measures An increase in the number of minority ethnic young people applying for and being successful for Modern Apprenticeships. The number of minority ethnic people applying for and being successful for work experience opportunities increases. 200
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The number of minority ethnic people joining the South Lanarkshire Council Citizens Panel increase. Outcome One: Progress since 2023 Finance and Corporate Resources is responsible for the co-ordination and implementation of equality and diversity legislation, good practice, and advancing equality for all. Officers from the Resources provide both lead and support roles for several equalities related working groups, networks and forums including: the corporate Equality and Diversity Working Group and any of its short-life groups, for example, Integrated Impact Assessments (IIA) which began in October 2024 the network of Resource Diversity Liaison Officers who monitor recruitment and provide advice to managers on equality issues in employment and the employee forums the co-ordination of the Employee Network – Caring, Disability, Ethnicity and LGBT Matters Seniors Together in South Lanarkshire and the Older People’s Assembly Partnership working arrangements with other public agencies and the voluntary sector, for example, the South Lanarkshire Disability Partnership (incorporating the South Lanarkshire Access Panel) and the Lanarkshire Ethnic Minority Action Group (LEMAG) The council has a well-established employee network with four themes, one of these concentrates on Ethnicity (Ethnicity Matters). This forum provides employees the opportunity to be part of shaping policies and practices and provides them with a safe space to discuss work or personal related issues. Supports, including notetakers are provided for these meetings, if required. Training All employees are required to undertake mandatory online learning including equality and diversity awareness, race discrimination and unconscious bias. The figures for completion of the eLearning modules for the period April 2023 – March 2024 are: Equality and Diversity Awareness = 2795 Marriage and Civil Partnerships = 1008 Race Discrimination = 2635 Unconscious Bias = 910 Recruitment All council vacancies are advertised via Myjobscotland.com. The council has also increased the use of social media to advertise job vacancies, this includes Facebook and Twitter; and the council state in all job adverts that, South Lanarkshire Council is an Equal Opportunities employer and applications from all members of the community are encouraged. When recruiting for the Modern Apprenticeship programme, the council include positive messages in all adverts, diverse images are used on marketing materials, and there has been an increased use of social media to promote vacancies. 201
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Vacancies are shared with all South Lanarkshire Schools, including those with ASN bases, as well as across the Equality Forums and partner Resources. Any vacancies for the Modern Apprentice programme are notified to the Employee Network members for wider distribution. An eLearning course entitled “Recruitment and selection for managers” is available on Fusion Learning to support managers who have responsibility for recruiting employees. A mandatory suite of 6 eLearning modules is also available which covers the following topics: Online requisition for recruitment Shortlisting for interview The interview panel Interview questions and additional selection tools Preparing and conducting interviews Choosing the candidate “Recruitment and selection and the law” is a mandatory eLearning course covering key pieces of legislation which must be adhered to when recruiting and selecting employees, in order to avoid discrimination. The council’s Diversity Liaison Officers monitor recruitment and provide advice to managers on equality issues in employment and the employee forums. Information on Recruitment Monitoring for the period April 2023 – March 2024 is contained within section three of this report. From an analysis of Equal Opportunities Monitoring forms, the main points to note are: 96% of applicants completed an Equal Opportunities Monitoring Form. Of the 1900 applicants from a Black/ethnic background, 538 were shortlisted for interview and 57 were appointed. The council develop and monitor policies and strategies on equal opportunities in employment and service delivery. The council will investigate and identify any sources of inequity and develop consensus on effective ways to address sources of inequity. This will be done using relevant tools including Integrated Impact Assessments. 3.2. Equality outcome two Older people, those from vulnerable groups, and individuals who live alone are protected from scams and nuisance calls and their wellbeing is improved through increased awareness and preventative action. General duty: Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act. 202
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Protected characteristic: Age – particularly older people, however it could also have an impact on other vulnerable groups such as people with disabilities; people with mental health issues, cognitive abilities impaired or learning disabilities. Disability - people with disabilities/long standing conditions Evidence: Scams of all kinds are a real and constant threat to communities. They are operated by criminals with the sole purpose of identifying and exploiting victims, who are often vulnerable, elderly, or disabled. Although anyone can fall prey to a scam, regardless of age, gender, education or economic background, older people are often targeted by particular scams, such as mail or investment scams, and may be especially at risk because of their circumstances, such as, being isolated or lonely, particularly in rural communities, or living with dementia or cognitive decline. In 2018-19 the council’s Trading Standards team dealt with 350 scam complaints, with an average value of £450 lost to each consumer. However, Trading Standards are aware that only 5% of scams are reported. UK wide figures from National Trading Standards (NTS) report an average loss of £1,000 per victim. Applying that to the South Lanarkshire population, this could equate to a loss of up to £7m a year. Financial loss is not the only impact on a scam victim. Feelings of isolation, vulnerability, and fear lead to loss of confidence and withdrawal from family, friends and community. Research by UK National Trading Standards Team has shown that elderly scam victims are 2.5 times more likely to die prematurely or require residential care than those who have not been scammed. While Trading Standards is the local authority Service statutorily tasked to deal with scams, scams can also have a substantial impact on other services, for example, Housing, Social Work, Police, NHS. Providing people with the knowledge and information they need to recognise and avoid scams is key to reducing the financial, physical and mental detriment suffered by victims with the added benefit of minimising the impact scams can have on other Services. Actions to achieve (1): Scams Alert Network Review impact of ‘Scams Alert Network’ (launched in 2019 to give people knowledge and information to recognise and avoid scams). Trading Standards to work alongside colleagues in Police Scotland, NHS, Community Engagement teams and Adult Protection Committee, to disseminate up- to-date scam information via a single point of contact. Measures The number of scams identified and disseminated amongst partners The number of talks delivered to community groups The number of social media posts alerting the public 203
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The number of ‘Scam Marshalls’ (members of the public who have been targeted by a scam and now want to volunteer to fight back and take a stand against scams). The number of scam complaints dealt with by Trading Standards (target to decrease) Case studies demonstrating the impact that becoming a Scam Marshall has had on the lives of older and vulnerable residents of South Lanarkshire. Actions to achieve (2): - Support for Vulnerable Groups Support vulnerable adults by providing trueCall units (to monitor and stop scam calls) and video doorbell units (for doorstep crime) free of charge to vulnerable residents. These units will be installed for around 6 months to enable consumers to assess if the units provide the quality-of-life improvement they require. At this point, the unit is retrieved and given to someone else on the list. If the unit is due to be retrieved but it is felt the improvement has been valuable and there is an affordability issue for the consumer to purchase their own unit, a case specific decision would be taken on leaving the unit in situ. Measures The number of trueCall units installed to protect vulnerable residents from nuisance and scam phone calls Total number of nuisance calls received through the trueCall units Average number of nuisance calls received per user % of above nuisance calls which were blocked by the trueCall units Estimated number of scams prevented, and associated savings Number of video doorbell units installed Percentage of doorstep crime reports receiving an initial response from Trading Standards by the end of the next working day Impact 3-6 months after installation of trueCall unit: % of users reporting a positive impact on their wellbeing % of the users who previously felt threatened or scared by scam or nuisance calls who no longer felt this way % of users surveyed at three months (who originally felt unsafe in their own home) who feel safer due to having a call blocker installed % of applicants who were previously worried about losing money to scam and nuisance calls in the future who no longer feel this way % of applicants who feel more confident in answering the phone knowing it will not be a scam or nuisance call. Case studies demonstrating the impact that the trueCall units have had on the lives of older and vulnerable residents. Actions to achieve (3): - Work in partnership to protect consumers and safeguard the communities of South Lanarkshire Continue to work with Financial Institutions and the Police Banks will notify Trading Standards if they have an elderly and/or vulnerable adult withdrawing large sums of money, or regular unusual withdrawals 204
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Action taken will differ depending on the circumstances. For example, there is an existing project which provides short term support for victims to help them avoid becoming repeat victims and to give them the confidence to remain at home; Trading Standards may contact social services, or action may be taken to trace the perpetrator. Implementation of Operation Doric Joint Lanarkshire initiative (SLC Trading Standards, NLC Trading Standards and Police Scotland) focusing on bogus callers. Targeted promotion of ‘Buy with Confidence’ - the Trusted Trader Scheme with local tradesmen/businesses. Identify potential new members via Facebook, Scam Alert Network, Neighbourhood Watch, SLC Twitter, Seniors Together and community talks. Measures: Number of referrals received from Banks and the Police Number of members on the Trusted Trader Scheme Annual case study demonstrating impact one or more of these initiatives have had on the lives of older and vulnerable residents. Progress since 2023 Elderly and vulnerable adults are often the victims of scams, cold calling, and bogus workers. To prevent these individuals being victims, Trading Standards Officers have continued to work with Police Scotland and South Lanarkshire Council’s Social Work and Housing Services to provide talks and educational literature within sheltered housing complexes. Posts are also regularly made on Facebook and Twitter, raising awareness of the latest scams and signposting consumer educational resources. Over the last year: - 9 presentations were delivered by Trading Standards to Police Scotland, Seniors Together and Sheltered Housing. These talks help prevent elderly and vulnerable adults becoming the victims of scams by raising the awareness of the areas where scammers target. ‘No Cold Calling’ stickers were distributed to vulnerable consumer groups, and ‘Buy with Confidence’ literature was distributed to local businesses. Call blocking - 81 trueCall units have been installed to protect vulnerable residents from nuisance and scam phone calls, of which 37 have been active within the last year. In total, 36,729 nuisance calls were received, of which 36,315 were blocked (over 95%). Over the operational life of these units, they will have blocked 67,754 nuisance calls (of which 18,708 will have been scam phone calls), prevented 110 scams, saved vulnerable households £325,826 and led to a reduction of £302,648 in public service costs (NHS, social care and police). There will be wellbeing benefits of £156,573 across all users, and for those who would have been scam victims there are quality of life benefits of £185,209. This gives total project benefits of £970,256 of which £628,474 are direct financial benefits. 2 video doorbells have been fitted during 2024. 205
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Consumer and Trading Standards have carried out a number of inspections to local business, ensuring compliance with consumer protection - consumer safety, weight and measures, fair trading and animal health. The impact of these inspections lifts consumer confidence and ensures a level playing field for business in South Lanarkshire. To this end Trading Standards Officers carried out the following inspections of businesses: Weights and Measures related inspections - 169 visits and found 119 contraventions. Consumer Safety related inspections – 128 visits and found 49 contraventions. Fair Trading related inspections – 200 visits and found 155 contraventions. 53 visits have been made to ascertain compliance with the sale of products which are age restricted, mainly vapes, and 15 premises were issued with fixed penalty notices. The council intend to launch a ‘No Cold Calling Zones’ project in 2025/26 to reduce the number of cold callers visiting vulnerable people’s homes. Initially focus will be on areas where there is sheltered housing following which, once the project has been reviewed, consideration will be given to launching the initiative in other areas. 3.3. Equality outcome three Counselling through schools’ service is accessible for all children/young people aged 10 and over. General duty: Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it, and Foster good relations between persons who share a relevant protected characteristic and persons who do not share it Protected characteristic: Age - Older people, young people and children Disability - people with disabilities/long standing conditions Sexual orientation – lesbian, gay, bisexual, heterosexual/straight Socio-economic disadvantage: Low income/income poverty – cannot afford to maintain regular payments such as bills, food, clothing The Counselling through Schools service is available to all children/young people aged 10 years plus, with no cost to any family. Area deprivation – where you live (rural areas), where you work (accessibility of transport) 206
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Counselling through Schools has a number of counselling providers who can support children and young people in South Lanarkshire’s educational establishments throughout the four localities in South Lanarkshire. Evidence: In response to recommendations published by the Children and Young People’s Mental Health Task Force and funding through the Scottish Governments Mental Health Strategy, the council aim to improve access to mental health services for all children and young people, aged ten plus, through the ‘Counselling Through Schools’ programme. It is vitally important that young people receive the right help at the right time wherever they are. Actions to achieve (1): Counselling through Schools service set up in schools School staff are informed and supported to set up a ‘Counselling Through Schools’ service within their establishments. Measures All schools and counselling providers are issued with the SLC Framework for the Delivery of Counselling through Schools. Schools are provided with further practical guidance, templates, flowcharts. PEP and Quality Link Officer (QLO) support school requests for guidance/support. Actions to achieve (2): access to experienced counselling providers All schools have access to a variety of experienced counselling providers who operate safely and effectively Recruitment techniques, including sifting and interviewing. Measures Robust assessment of all applications for post of counselling providers. Approved counselling providers agreed for all schools throughout South Lanarkshire. Schools have access to, and information regarding, a variety of experienced qualified counsellors. Ongoing monitoring of counselling providers. Actions to achieve (3): awareness of the Counselling through Schools service All children/young people aged 10 plus in primary, secondary and Additional Support Needs establishments are aware of, and know how to access, the Counselling Through Schools service. Staff and parents/carers are aware of the service and know how to refer a child/young person. Measures Information about the counselling service is visible in school, on school website/social media outlets. There is a clear referral system in place and young people in secondary schools know how they can self-refer. 207
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Counselling service is discussed and highlighted during PSHE classes and assemblies. Educational Psychologists promote the service through their social media outlet, meetings with young people/school staff/parents. Information regarding the counselling service is on SLC website. Actions to achieve (4): Children and young people are supported Children and young people are supported by the counselling service and feel that it has had a positive impact on their wellbeing. Measures An increase in the number of young people who report a positive impact on their wellbeing from attending counselling. Staff and parent/carers report a positive impact regarding the wellbeing of the child/young person after attending counselling. Actions to achieve (5): Partnership working Work in partnership to further develop the service to ensure accessibility for all young people, with a particular focus on protected groups. Measures Adaptations are made, as required, to ensure the service is accessible for all young people, with a particular focus on identified groups who are not accessing the support. Quality Assurance visits/calls are undertaken with schools. The number of young people aware of the service is increasing. Parents/Carers/Staff awareness of the service is increasing. Progress since 2023 All secondary schools have a Counselling through Schools service. Primary Schools, working in their Learning Community, have access to counselling services, when required, with 45 counsellors currently providing support across the authority. Schools are supported by Inclusion Officer/Educational Psychologist for any queries and support that is required. Schools can access counsellors from ten counselling providers, who have been rigorously assessed and evaluated by Inclusion Officer and Educational Psychologists. All schools were issued with guidance and encouraged to raise awareness of the counselling support. Information is shared on school websites/social media, within PSHE classes, parent meetings, pupil meetings, Educational Psychologist social media, school events, HT conferences. Multi-agency guidance was created regarding counselling supports for children and young people and shared with colleagues across education, health, social work, police. 208
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Feedback from children and young people, school staff, counsellors and parents indicate that the support is having a positive impact. Feedback from pupils highlights how they feel ‘safe’ and ‘listened to.’ Recent data highlights that the majority of pupils feel that counselling has improved their general mental health and wellbeing and that they feel better/happier. South Lanarkshire Youth Employability Service (Education Resource) ‘My Brighter Future’ provides employability support, work-based learning opportunities and qualifications for young people in the Senior Phase of school or who have left school up to the age of 19 (24 if Care Experienced). Young people attending Aspire have a route to refer to counselling - The ASPIRE Programme is a targeted service which provides one-to-one bespoke key work support to young people who are not quite ready to enter employment, training or further education in the last 6 months of school and beyond. Referral information shared with Social Work and Health colleagues. There are termly multi-agency meetings with Education, Educational Psychologist, CAMHS and the Social Work Trauma Recovery Service staff focusing on counselling support for children and young people. A mental health guidance for schools has been developed which is shared with Education, Social Work and Police Scotland. In order to support pupils regarding mental health, a Counselling through Schools service has been established for children and young people 10 years of age and over. As part of this strategy, 10 counselling providers are available to schools across South Lanarkshire. Education Resources Inclusion Conference which highlighted for all staff the importance of working to embed the UN Convention on the Rights of the Child into practice. Along with that, staff have received in-service training on the key aspects of the national “Promise” for care experienced children and young people. Education Resources, in partnership with Social Work Resources, have placed specialist teachers in each geographic area to work as teachers. These teachers have worked directly with children and their families to overcome obstacles to attendance and attainment, as well as liaising with and advising school leaders on ways to support care experienced children through their day-to-day struggles. The recently published resources in the new Inclusion, Wellbeing and Equalities Professional Learning Resource explores six areas where inequality can cause the greatest impact on wellbeing: These areas will be a focus of Equalities work for Education Services over the next few years. During session 2024/2025 all schools will include an Equalities priority in their School Improvement Plan. Inclusive Education Services and the Curriculum and Quality Improvement Service are working together to provide schools with resources to support this and to ensure that 209
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there is a cohesive framework in place which draws together the main elements of the UNCRC, Rights and Equalities and Sustainability. In addition, the Inclusive Education Service is responsible for South Lanarkshire’s ‘Framework for Inclusion and Equality’ which brings together the key areas of practice of schools, establishments and education services in delivering an inclusive service. It provides information on the policy and principles underpinning the inclusive approach taken and details over 30 practice guides on a range of aspects of inclusive practice. For the period between July 2023 and March 2024, 1,411 children and young people accessed counselling in SLC Schools, 119 were primary pupils, 1279 were secondary pupils and 13 were young people attending the Aspire service, with 34% being male, 64% being female, 1% being non-binary, and 1% being other/prefer not to say. Within the primary schools, improved outcomes were recorded: 89% of pupils who completed the Stirling Wellbeing Scale, with 94% of Strengths and Difficulties Questionnaires completed by parents/carers. In secondary schools, 83% of pupils who completed the Strengths and Difficulties Questionnaire, recorded improved scores. Evaluations submitted by pupils reported that: 97% reported that they felt safe; 88% agreed it improved their mental health and wellbeing; 82% agreed that it helped them cope with difficult situations; 82% agreed it helped them to understand their feelings. Social Work offer therapeutic support to young people from South Lanarkshire, aged 0-26, who have experienced physical, emotional or sexual abuse, or sustained exposure to traumatic events. The Trauma Recovery Service (SW) is delivered by a team of therapists specialising in working with children and families, helping those who have experienced physical, emotional, or sexual abuse or sustained exposure to traumatic events, to understand their feelings and make changes in their life. As part of the council’s work to support the emotional wellbeing of young people, staff have been working with young people to inform what online support is available including digital platforms to inform what mental health supports that are available. This helped inform the use of Kooth, a support website that offers help, advice and access to qualified councillors via the website. The council commissioned Kooth to provide the service for all 10 to 18-year-olds, and those aged up to 26 who are care experienced. The Kooth website is accessible 24 hours a day, 7 days per week, 365 days a year - and there are no waiting lists or thresholds to meet to qualify for support. School managers have been provided information about Kooth, an online service procured by South Lanarkshire Council which offers children and young people aged 10 up with on-line counselling services and other supports. It will work alongside existing supports and services within South Lanarkshire and will help ensure that children and young adults have easy access to support if they need it. 210
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3.4. Equality outcome four Prevent homelessness occurring and significantly reduce homelessness General duty: Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it, and Foster good relations between persons who share a relevant protected characteristic and persons who do not share it Protected characteristics Age - Older people, young people and children Disability - people with disabilities/long standing conditions Gender reassignment - trans/transgender identity – anybody whose gender identity or gender expression is different to the sex assigned to them at birth Sex - Gender Identity - women and men (girls and boys) and those who self- identify their gender, Sexual orientation - lesbian, gay, bisexual, heterosexual/straight Socio-economic disadvantage: Low and/or no wealth – enough money to meet basic living costs and pay bills but have no savings to deal with any unexpected spends and no provision for the future Material deprivation – being unable to access basic goods and services such as financial products like life insurance, repair/replace broken electrical goods, warm home, leisure and hobbies. Evidence: Homelessness is an everyday crisis for thousands of adults and children living in Scotland. Households in crisis often struggle to access the accommodation and housing, health and social care support they need during difficult and vulnerable points in their lives. People from across the full range of protected characteristics may find themselves homeless, or at risk of becoming homeless. The risk of homelessness is not equally distributed in society. There are many sources which confirm that children living in poverty are much more likely to experience homelessness in adulthood. Another powerful predictor of homelessness is substance misuse with the predictability of homelessness being greater in higher housing pressure areas. For some systematically disadvantaged groups, the probability of homelessness is very high. In some cases, it becomes a normality due to the lack of key intermediary protections such as support from family and friends which make homelessness less likely. It is important then that using Scottish Government guidelines and the recommendations of the Homelessness and Rough Sleeping Action Group (HARSAG), Housing and Technical Resources progress the design of effective long- term interventions which recognise that if homelessness is predictable, it is also preventable. 211
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Preventing homelessness is about more than just finding somewhere else to live. Housing and Technical Resources has co-produced its Rapid Rehousing Transition Plan (RRTP) 2019-24 in conjunction with third sector and other public and private sector partners. The plan aims to ensure that households affected by homelessness, have access to the housing and support they need to sustain a secure, warm home and break the cycle of repeat homelessness. The RRTP aims to address inequality and improve opportunity for disadvantaged households across the spectrum of protected characteristics. Actions to achieve (1): Increase the number of affordable homes for rent Measures Number of affordable homes added to the housing supply is increased in line with the Strategic Housing Investment Plan (SHIP) Number of new supply affordable housing suitable to meet particular needs (amenity and wheelchair accessible, in line with the SHIP targets Number of additional homes purchased through the council’s Open Market Purchase Scheme, in line with SHIP targets Case studies to demonstrate the positive impact of a permanent home Actions to achieve (2): Develop and implement a Housing Options Framework for young people Measures Number of people accessing Housing Options services which prevent homelessness. Percentage of homeless households provided with Housing Support Officer assistance to reduce risk of repeat homelessness. Increase access to housing and tenancy sustainment services for care experienced young people. No. of homeless presentations is reduced in line with the RRTP Level of homeless households is reduced in line with the RRTP Case studies to demonstrate positive outcomes achieved for young people accessing Home Options and Housing Support services Actions to achieve (3): Work with Scottish Prison Service to implement SHORE standards for people entering and leaving prison, specifically ensuring suitable and sustainable accommodation. Measures Number of people housed and provided with support on leaving prison Case studies to demonstrate positive outcomes achieved for those supported on release from prison. Actions to achieve (4): Expansion of Rent Deposit Scheme to assist in meeting housing needs in the private rented sector and support prevention of homelessness from the private sector 212
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Measures: No of people supported to access a tenancy in the private rented sector No of people supported to sustain their tenancy in the private rented sector Case studies to demonstrate positive outcomes achieved for those provided with support to access and/or sustain a tenancy within the private rented sector. Progress since 2023 Affordable Housing Supply Programme During 2023/24, a total of 269 additional affordable homes for social rent were delivered by. the council. This included 104 new build homes, and 165 properties bought through the council’s Market Purchase Scheme. In delivering the new build housing programme, the Resource delivered 20 wheelchair accessible homes, which aced for 19% of all new build homes delivered, exceeding the 10% target set within the Local Housing Strategy 2022-2027. Adaptations Programme During 2023/24, a total of 1,884 homes were adapted to support people with health conditions or disabilities to continue to live independently within their own homes, without the need for rehousing or moving to a care setting. The Resource completed 944 adaptations to council properties and a further 940 adaptations were completed in private homes through grant funding provided through the Scheme of Assistance. Accessibility During 2023/24, the Resource continued to work in partnership with the South Lanarkshire Disability Partnership Housing Subgroup and Access Panel. A key aspect of this was working in consultation with both groups on the accessibility aspects of key housing policies and strategies. In February 2024, representatives from both groups undertook a site visit to the council new build wheelchair accessible properties at Wellhall Road in Hamilton. The visit centred around a property which had been specially adapted for an incoming tenant with particular needs. Feedback from both groups was positive with members impressed by the quality and standard of the facilities on offer. The Housing First programme This programme aims to provide people who are homeless and have ongoing support needs with a secure home quickly and support to live in their home. In delivering Housing First, Housing Services work closely with a range of partner agencies to ensure that appropriate housing and intensive support can be provided. The support provided is flexible, tailored to the needs and circumstances of the household and includes advice on budgeting, benefit entitlements, managing utility bills as well as support to integrate into the community. Homelessness is made harder by additional experiences of trauma, mental ill health and addictions, partnership working, and sustainable solutions are required to end their experience of homelessness. South Lanarkshire continues to maintain a well- trained workforce and is implementing Trauma Informed Practice across services. The Housing First approach combines settled housing options with person-centred, strength based, flexible, and open-ended support and is the best evidenced solution 213
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for ending homelessness for people experiencing this range of challenges. Housing First is central to South Lanarkshire’s Rapid Rehousing Transition Plan. A total of 40 households now supported through the programme. Housing and Homelessness The fifth annual review of the RRTP was undertaken during 2023/24 and will be reported to Housing and Technical Resources Committee in August 2024. The review notes that 2023/24 has been an extremely challenging year for homelessness services in South Lanarkshire, with no sign of abatement in the significant increase in the levels of homelessness experienced over the last two years. The experience locally is reflective of trends across the whole of Scotland. Against two key homelessness measures within the RRTP, the council experienced: a 28% increase in the number of people applying to the council for assistance due to homelessness. a 101% increase in the backlog of urgent need homeless households awaiting housing. Despite this challenging context, progress has been made in the fifth year of the plan with key highlights including: the continued strong focus on partnership working to deliver homelessness prevention and tenancy sustainment services. close partnership working to develop and progress specific ‘Directions’ within the Strategic Commissioning Plan 2022-25. a continued focus on early detection of housing risk factors and interventions to prevent homelessness where possible through the Integrated Housing Options model. Despite an increase in the demand for the service, 61% of advice cases were closed with support being provided preventing homelessness from occurring. an increase in the number of temporary tenancies which were ‘flipped’ to a Scottish Secure Tenancy, providing the homeless household with a permanent home, and avoiding the need for the disruption of further moves. A total of 117 tenancies have been flipped since the approach was introduced in 2019/20. the further development of Housing First, with a total of 40 households now supported through the programme. the continuation of the positive Personal Housing Planning approach for vulnerable groups including women experiencing domestic abuse, care leavers and people leaving prison. In reviewing the fifth and final year of the plan, the Homelessness Strategy Group reflected on the changing environment in which partners operate, not least the national spike in homelessness, the cost-of-living crisis and the wider increasing demand and pressures in the housing system, including from humanitarian programs. The council and its partners continue to have a strong track record of delivering effective homelessness services. The commitment to preventing and alleviating homelessness has been a continuing focus throughout the five years of the life of the RRTP and will remain so going forward. 214
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Support to Care Experienced Children and Young People To support the objectives of The Promise, during 2023/24 the Resource worked in partnership to implement a number of initiatives to prevent where possible, children and young people entering the care system, and to better support children and young people experiencing care. This included: - Breaking the Cycle team continued to support families with children to improve parenting skills, address anti-social behaviour, identify and address risk, sustain accommodation, maximise opportunities in relation to income and connect to community networks, with successful outcomes reported. New joint Housing Services and Social Work Resources continuing care protocol, developed with partners and young people, was launched in December 2023 following approval at the Champions Board. As part of the new protocol, a Throughcare Housing Officer provides monthly ‘drop-in’ advice and assistance to care-experienced children and young people in relation to housing matters, and this has proved to be a valuable resource. Homelessness advice YouTube video link circulated to all South Lanarkshire high schools for distribution to students during Personal Social Education classes. Refugee Resettlement Programme Since December 2015 to the end of March 2024, 62 families (236 individuals) have been settled across South Lanarkshire through the UK Refugee and Afghan resettlement programmes supported by specialist Support Officers from the Asylum and Refugee Resettlement Team. Since the Russian invasion of Ukraine, in March 2022, approximately 900 individuals were supported across four hotels by the Team. Partnership working also provided support to resettle 92 families (232 individuals) in communities across South Lanarkshire and over 230 hosts have welcomed 248 guests. A further 210 individuals have been supported in interim accommodation as a move on option from hotel provision. The Asylum and Refugee Resettlement Team continues to work closely with Youth, Family and Community Learning Officers (ESOL), within Education Resources, enabling individuals to access opportunities, positively engage with employers, communities and develop English language skills. Asylum Dispersal During 2023/24, the Resource continued to work with a range of internal and external partners to support the implementation of the UK Government’s proposals to widen dispersal of asylum seekers. This work included ensuring the council is represented at national meetings and contributes effectively to discussions with the UK Government’s Asylum Accommodation and Support Provider and other agencies, in the identification of suitable accommodation options within South Lanarkshire. Services for Older Tenants During 2023/24, the Resource continued to support digital inclusion for sheltered housing tenants, with a further 14 digital devices added to the existing bank of equipment following a further successful bid to Connecting Scotland. These devices have now been deployed for communal tenant use, further increasing the scope and reach of digital connectivity for tenants across all four localities of South Lanarkshire. This work is supported by five volunteer Digital Champions, who work within the 215
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sheltered housing service and who continue to support a range of work and initiatives around digital inclusion and technology enabled care. ‘Dementia in Scotland: Everyone’s Story,’ the new National Dementia Strategy for Scotland was published in May 2023. The service continues to deliver a range of initiatives to support delivery of the Strategy with the aim of keeping tenants living with dementia living independently at home for longer. Some of these initiatives include: - Dementia- friendly design principles within sheltered developments. Dementia Awareness training for all sheltered housing staff. Promoting the Dementia Friends scheme. Linking with relevant agencies including Age Scotland and Alzheimer’s Scotland to share good practice. Promoting the use of the Herbert Protocol which helps locate people with dementia who may have gone missing. Providing adaptations and technology enabled care options to support tenants living with dementia to remain at home. Development of Home and Health Assessment Service During 2023/24, the Resource worked with the South Lanarkshire University Health and Social Care Partnership (SLUHSCP) to develop a new approach to the assessment of the medical aspect of housing applications. The new Home and Health Assessment Service (HHAS), delivered jointly by Housing Services and the Occupational Therapy Service, aims to assist people to remain in their existing home, however where this is not possible, an appropriate level of priority is awarded under the Housing Allocation Policy to help them to move to a more suitable home. Following a successful test of the new model and approach, the HHAS was launched in April 2024. The new service is a key aspect of the Progressive Housing Framework. Hospital Discharge Working in partnership with colleagues in NHS Lanarkshire, a joint hospital discharge tracker and protocol was developed. This helps ensure that tailored housing advice is provided to people who are ready to be discharged from hospital, thus assisting them to return to their homes as quickly as possible whilst also reducing hospital ‘bed blocking.’ Support to Victims of Domestic Abuse The Resource has a well-established person-centred housing pathway approach for people experiencing domestic abuse. The pathway considers options to support victims that can include agency support and safety planning to remain in their current accommodation or provision of housing advice, should they wish to move to a different location. During 2023/24, a total of nine housing pathways were completed. South Lanarkshire Autism Strategy During 2023/24, the Resource continued to work in partnership with the council’s Autism Strategy Group to support delivery of the South Lanarkshire Autism Action Plan and help improve services for individuals and families affected by autism. 2023/24 was a highly successful year in terms of raising the profile of autism and other forms of neurodivergence within the Resource. Working in close partnership with the Autism Resources Co-ordination Hub (ARCH), the Resource worked to 216
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deliver a range of work to improve the understanding of and to help meet the housing and support needs of individuals and families affected by autism and other forms of neurodivergence. This included: - Providing autism awareness-raising training across two sessions for housing and property services staff. The staff who attended the sessions assumed an informal ‘Champions’ role, cascading key messages from the sessions to their teams and providing practical advice and support when required. Developing an autism awareness Toolbox Talk for rollout to all Building Services Operatives, alongside an at-a-glance card offering practical tips and advice for communicating with people who have autism. Welcoming a member of the autism community to the Disability Partnership Housing Subgroup, thus ensuring that those with neurodivergence issues are represented on the group. Preparing a full response to the ‘Housing and Independent Living’ section of the Learning Disabilities, Autism and Neurodivergence (LDAN) Bill to inform the wider corporate response to the Scottish Government. A number of successful housing outcomes were achieved for service users following referrals from ARCH. This ranged from providing low level housing support to a young man to assist him in managing his first tenancy, to providing a new build council home to a family of five potentially facing homelessness. The Resettlement team (MAPPA) and SHORE Service act as a conduit for all prisoners from South Lanarkshire by working closely with Scottish Prison Service and Social Work Resources to provide links to the appropriate area housing office for prisoners. SHORE Service (The Sustainable Housing on Release for Everyone) has been in place for 4 years. Housing Officer carries out Housing Options appointments and this has proved to be an effective intervention, meeting with people 12 weeks prior to liberation. Housing Officers support with a person centred and planned approach to assist in a return to the community. The council have evidenced real positive outcomes with settled and secure accommodation being identified on release, access into the private rented sector and where anyone has had to present as homeless, planned access into a temporary furnished flat has been organised. In 2023/24, 374 prisoners were provided with support and 14 were provided with permanent tenancy on liberation. 23 new properties were identified and brought into the Rent Deposit Guarantee Scheme (RDGS) in 2023-24. 3.5. Equality outcome five Improve health, care and wellbeing for the most vulnerable in the communities of South Lanarkshire. 217
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General duty: Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it, and Foster good relations between persons who share a relevant protected characteristic and persons who do not share it Protected characteristics Age - Older people, young people and children Disability - people with disabilities/long standing conditions Gender reassignment - trans/transgender identity – anybody whose gender identity or gender expression is different to the sex assigned to them at birth Sex - Gender Identity - women and men (girls and boys) and those who self- identify their gender Sexual orientation – lesbian, gay, bisexual, heterosexual/straight Socio-economic disadvantage: Low and/or no wealth – enough money to meet basic living costs and pay bills but have no savings to deal with any unexpected spends and no provision for the future (Charging Policy for some care services) Material deprivation – being unable to access basic goods and services such as financial products like life insurance, repair/replace broken electrical goods, warm home, leisure and hobbies Health inequality – cognitive, physical ability to influence and direct daily routine, personal care needs. Evidence: The statutory framework for social work services is contained in different pieces of legislation. Principal among these is the Social Work (Scotland) Act 1968 which places a duty on all local authorities to “promote social welfare”. Social workers have a distinctive set of knowledge, skills and values when supporting the most vulnerable people. In giving some additional background, many of the services that are delivered to the public are set out in statute and therefore, the majority of direct service delivery has to comply with the respective legislative framework. This legislative framework is both complex and ever changing and requires Social Work Resources to manage and change service delivery in line with new requirements. However, it is this framework that provides the basis of Social Work service, in that the key focus is to promote social welfare and provide effective care to meet the needs of vulnerable people in South Lanarkshire. Therefore, as a targeted service, much of the work centres on the following areas: - Child protection Children with additional support needs Looked after children Adult support and protection Mental Health 218
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Alcohol and substance misuse Physical and learning disability Frail older people People who become involved in the justice system Unpaid Carers The nature of social work means that core business supports people who are specifically mentioned under legislation and defined within the Equality Act 2010 as the nine named protected characteristics groups. Actions to achieve (1): Advance the care facilities programme Measures Complete phase one of the Care Facilities Programme in the Blantyre area. Monitor occupancy of the in-house care home population Monitor occupancy of the external care home population Case studies to demonstrate the positive impact of a supported living environment/home Actions to achieve (2): Redesign community support services for adults and older people. Measures Implement the review of day care services Monitor occupancy in SLC day care /lifestyles facilities Review the use of externally provided day support services (Sense Scotland, Scottish Autism) Case studies to demonstrate the positive impact of a support service. Actions to achieve (3): Review operations of the in-house home care services Measures Review current locality model of 4 registered care at home services (Hamilton, East Kilbride, Cambuslang and Rutherglen, Clydesdale) Care Inspectorate improvement plans complete National Care Standards checklists complete and regularly reviewed for locality services Monitor the number and use of externally provided care at homes services Case studies to demonstrate positive outcomes achieved for those supported care at home services, annual surveys also undertaken. Actions to achieve (4): Continue to support carers, continue to care in good health and wellbeing Measures Adult carer support plan further enhanced Commissioned Carers Services regularly monitored Carers Partnership Group has oversite of all initiatives directed at carers. Case studies to demonstrate positive outcomes achieved for those carers who continue to care 219
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Actions to achieve (5): Protect front line staff and carers with access to Personal Protective Equipment Measures PPE Hub established Staffing to support PPE Hub recruitment underway Regular stock control managed and distributed effectively Monitor COVID implications for staff groups across care services. Case studies to demonstrate range of individuals accessing PPE in both SLC and externally commissioned services. Progress since 2023 Intermediate care provides reablement and rehabilitation support both within the Blantyre Life Care Campus and at home with integrated home-based support from the Home Assessment Teams. Blantyre LIFE, which opened in March 2023 provides support options to people across South Lanarkshire who no longer require in-patient treatment, have been assessed as clinically fit for discharge from hospital, and have rehabilitation potential, can be admitted to the Intermediate Care unit for a maximum of 42 days. The Home Assessment Teams also provide short-term reablement and rehabilitation service to adults within their own home for a period of up to six weeks with a focus on maximising individual choice, control, and independence. The Home Assessment teams located within the four locality areas of Clydesdale; East Kilbride; Hamilton; and Rutherglen/Cambuslang, introduce a new approach that provides support to individuals to return home with appropriate supports following an admission to hospital and to support others to remain at home as independently as possible. The team’s co-ordinate and promote an integrated reablement and rehabilitation approach, ensuring opportunities and outcomes for individuals are enabled to support people to live independently at home with choice and control. This short-term reablement and rehabilitation service is available for a period of up to 6 weeks and focuses on maximising the independence and abilities of service users. Individuals with ongoing support needs following the assessment period will be referred and supported by an alternative internal or commissioned Care at Home service. The Care Inspectorate has produced positive inspection reports for both Home Assessment teams with grades for both services across the inspected themes recorded as good/very good practice. Care at Home – a paid carer can assist with daily living tasks and can make a huge difference to quality of life. Home care is flexible if there is difficulty dealing with daily routines, such as washing dressing, getting out and about. A Care at Home Procured Service Arrangement commenced on 1 July 2024 and will run to 30 June 2034, with an option to extend to 2039. Procured Service Arrangements (PSA)’s are published in ‘phases’, which allows the PSA to remain 220
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permanently open for bidders, while the council evaluates cohorts of bidders within the phase. Technology Enabled Care (TEC) empowers individuals to live independently while reducing risks and enhancing choice and control through innovative technology. The transition to the national Digital Alarm Receiving Centre (ARC) and the completion of the digital alert alarm replacement programme will progress during 2025-26, along with the launch of phases 2 and 3 of the Amazon Healthcare Project. This development will allow community alarm service users to voice-activate calls to the ARC, connect with their support networks via video and participate in daily wellbeing checks. Child Friendly Complaints Handling - The Scottish Public Service Ombudsman introduced a new approach to handling complaints that involve children and young people. The Child Friendly Complaints Handling principles and guidance were publicly launched in July 2024 and will ensure the rights of the child under the United Nations Convention on the Rights of the Child (UNCRC) are met throughout the complaints process. Supported Living is a person-centred approach to housing and support that enables people to live independently within their communities. Unlike traditional residential care settling supported living promotes autonomy, choice, inclusion by offering flexible support tailored to each person preferences and needs. An Adult Supported Living Procured Service Arrangement (ASL PSA) commenced on 2 October 2020 and will run until 14 September 2035. The ASL PSA is structured to support service users with a range of conditions such as learning disabilities, physical disabilities, mental health problems, acquired or traumatic brain injury, hearing impaired, visually impaired, autism, substance misuse/addiction problems, palliative/end of life care. Lanarkshire Armed Forces - In its commitment to the Lanarkshire Armed Forces Covenant, the Justice Social Work Unpaid Work service developed the Positive Futures initiative for Armed Forces veterans who enter the Justice system. The service supports veterans with challenges in relation to substance use, employability, healthy living and mental health and signposts them to a range of specialist veteran organisations for ongoing support. The Scottish Veterans Commissioner commended the work of South Lanarkshire Council in the ‘Veterans and the Law’ report, published in October 2024, describing the initiative as best practice for the ‘life changing’ impact described by veterans involved in the initiative. The Care and Support Service offers care and support to individuals with a learning disability to live as independently as possible within their own home and remain valued members of their community. Following a review of the service in 2019, the SDS principles and South Lanarkshire Eligibility Criteria were applied and used to establish a personal budget for each individual to fund the care plan for each supported person. This is an important principle that enables the individual to have greater choice and control over their care and support through the use of a personal budget that can be used to create a 221
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bespoke support plan. A period of three years was allocated to the re-design process to ensure successful implementation. This was carried out over two phases from 2021 to 2022. Carers - South Lanarkshire University Health and Social Care Partnership (SL HSCP) is committed to delivering the legislative requirements in relation to the Carers (Scotland) Act 2016. Lanarkshire Carers is the commissioned service supporting adult carers in South Lanarkshire, whilst Action for Children support young carers. The planned recommissioning of carer support within South Lanarkshire for both young people and adults will progress during 2025. Co-location working arrangements and multi-disciplinary forums have been positively established to develop locality-based exploration of carer’s needs. Additional to that, the establishment of the Carers Lead post has facilitated the workforce to be upskilled in relation to carer’s rights and local authority duties under the Carers (Scotland) Act 2016. A Short Break Services Statement is information about what short breaks services are available locally and nationally to give carers a break from their caring role. The Short Breaks Services Statement has been informed by the responses of carers during consultation on the Carers Strategy 2023 - 2026, through other developments, consultation activity and profiling information. This statement will also continue to be reviewed on an ongoing basis with further engagement taking place when required. Lanarkshire Carers is the commissioned service supporting adult carers in South Lanarkshire. South Lanarkshire University HSCP has strengthened engagement with service users and carers through the use of Care Opinion across all services. Recent statistics have shown that, in its early stages, the HSCP has far exceeded the national average with record levels of engagement during its first year of implementation. 4. Employee information As outlined in the mainstreaming equality report published in April 2023, South Lanarkshire Council is committed to achieving equality outcomes and taking action to advance equality. To do this, the council will undertake a number of employee- focussed initiatives including: - Treating employees with fairness, to help ensure they feel valued Asking for, and acting on employee feedback to support equality, diversity and inclusion Ensuring employees feel that their wellbeing is a priority Operating a flexible approach to working practices Undertaking regular pay reviews to ensure that the reward system is fair - the gender pay gap, pay review activities and results are used to confirm this Encouraging employees to disclose personal information to improve equality data collection 222
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Encouraging job applications from people in under-represented groups to increase the diversity of job applicants Improving recruitment and selection processes in response to feedback Undertaking Integrated Impact Assessments, which has superseded the former Equality Impact and Fairer Scotland Assessments, when new policies are introduced, or existing policies are updated To help meet these commitments, the council collect, monitor, and publish information about the diversity of employees. This ensures the council actively supports a culture of equality, diversity and inclusion and identify areas for continuous improvement. The council aim to ensure that the workforce reflects the local community. In October 2012, the council began an employee verification exercise to capture relevant monitoring information across all protected characteristics. Publication of this information complies with the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012. In particular: - the duty to gather and use employee information the duty to publish gender pay gap information In addition to the legislative requirements to publish gender pay gap information, as good practice, the council also publish pay gap information in relation to disability and ethnicity. The published employee information looks at equality data through different stages of the employment journey, starting with the recruitment stage through to exit interviews. Gathering and using employee data helps the council progress towards meeting the requirement of having due regard to the general equality duty, as outlined in the Equality Act 2010. This requires public authorities to have due regard to the need to eliminate discrimination; advance equality of opportunity; and foster good relations, when making decisions and setting policies. The council is committed to using data to understand whether its efforts to promote diversity and equality across the workforce are delivering results. 4.1. Employee profile The data presented in the following tables is at 31 March for the years 2014, 2016, 2018, 2020, 2022 and 2024. Information before 31 March 2022 has been reported in earlier mainstreaming reports and is included for comparative purposes. A new option “Other Sexual Orientation” is now included at the sexual orientation question. As shown in the following tables, at 31 March 2024 a proportion of employees chose not to enter their details across multiple protected characteristics which will impact the data. The percentage of employees by protected characteristic who chose not to enter their details is as follows: - Ethnicity 29.67% National identity 48.25% 223
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Religion or belief 48.67% Sexual orientation 49.19% Age Mar-24 Mar-22 Mar-20 Mar-18 Mar-16 Mar-14 Under 21 0.67% 1.14% 1.09% 0.66% 0.36% 0.72% 21 - 29 11.92% 12.37% 11.62% 10.46% 9.37% 9.96% 30 - 39 21.88% 21.14% 20.73% 19.68% 19.26% 18.44% 40 - 49 22.75% 22.58% 22.92% 24.48% 25.22% 26.62% 50 - 59 26.67% 28.56% 30.74% 32.38% 32.05% 32.25% 60 - 65 11.88% 11.51% 10.98% 10.39% 11.42% 9.71% Over 65 4.33% 2.71% 1.93% 1.94% 2.33% 2.3% Table 1 – age Ethnicity Mar-24 Mar-22 Mar-20 Mar-18 Mar-16 Mar-14 Any Other background 0.24% 0.1% 0.11% 0.12% 0.15% 0.14% Arab - British/Scottish 0.02% 0.0% 0.02% 0.01% 0.00% 0.00% Arab - Other 0.00% 0.0% 0.01% 0.01% 0.00% 0.00% Asian - Bangladeshi 0.01% 0.0% 0.01% 0.01% 0.01% 0.01% Asian - Chinese 0.05% 0.0% 0.06% 0.04% 0.03% 0.02% Asian - Indian 0.15% 0.2% 0.17% 0.17% 0.14% 0.14% Asian - Other 0.12% 0.2% 0.18% 0.12% 0.12% 0.11% Asian - Pakistani 0.29% 0.3% 0.24% 0.17% 0.16% 0.14% Black - African 0.13% 0.1% 0.07% 0.07% 0.08% 0.08% Black - Caribbean 0.01% 0.0% 0.02% 0.01% 0.01% 0.01% Black - Other 0.03% 0.1% 0.06% 0.05% 0.03% 0.03% Mixed Background 0.20% 0.2% 0.13% 0.17% 0.19% 0.17% White - Eastern European 0.03% 0.1% 0.10% 0.07% 0.04% 0.00% White - Gypsy/Traveller 0.01% 0.0% 0.00% 0.00% 0.00% 0.00% White - Irish 0.34% 0.5% 0.52% 0.48% 0.50% 0.53% White - Other British 2.51% 3.5% 3.33% 3.29% 3.23% 3.19% White - Other White 0.85% 1.1% 0.95% 0.94% 1.01% 1.15% White - Scottish 64.63% 89.0% 90.95% 90.75% 92.40% 92.87% Not Disclosed 0.71% 0.4% 0.29% 0.34% 0.38% 0.45% Details not entered 29.67% 4.2% 2.79% 3.18% 1.52% 0.96% Table 2 – ethnicity National identity Mar-24 Mar-22 Mar-20 Mar-18 Mar-16 Mar-14 British 7.71% 9.72% 9.51% 5.33% 4.62% 4.61% English 0.31% 0.48% 0.46% 0.27% 0.25% 0.24% Northern Irish 0.19% 0.18% 0.15% 0.06% 0.06% 0.07% Other 0.96% 0.85% 0.58% 0.26% 0.16% 0.13% Scottish 41.52% 46.10% 37.26% 20.72% 17.01% 16.82% Welsh 0.08% 0.08% 0.07% 0.04% 0.03% 0.04% Prefer not to say 0.20% 0.12% 0.06% 0.02% 0.00% 0.00% Prefer not to answer 0.78% 0.44% 0.43% 0.32% 0.28% 0.28% Details not entered 48.25% 42.02% 51.48% 72.99% 77.60% 77.81% Table 3 – national identity 224
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Religion or belief Mar-24 Mar-22 Mar- 20 Mar-18 Mar-16 Mar-14 Buddhist 0.05% 0.07% 0.07% 0.04% 0.03% 0.03% Church of Scotland 11.42% 13.85% 12.73% 8.31% 7.43% 7.61% Hindu 0.02% 0.04% 0.03% 0.01% 0.01% 0.01% Humanist 0.18% 0.24% 0.27% 0.11% 0.09% 0.07% Jewish 0.02% 0.03% 0.03% 0.02% 0.01% 0.01% Muslim 0.31% 0.30% 0.22% 0.07% 0.07% 0.06% None 21.84% 3.47% 16.27% 7.00% 5.08% 4.79% Other Christian 2.85% 3.47% 3.10% 1.82% 1.67% 1.61% Other Religion 0.24% 0.33% 0.32% 0.22% 0.18% 0.18% Pagan 0.08% 0.07% 0.06% 0.06% 0.05% 0.04% Roman Catholic 10.74% 12.22% 10.05% 5.81% 4.84% 4.65% Sikh 0.05% 0.04% 0.04% 0.04% 0.03% 0.03% Prefer not to answer 3.54% 3.77% 3.08% 1.89% 1.61% 1.69% Details not entered 48.67% 43.42% 53.74% 74.61% 78.90% 79.22% Table 4 – religion or belief Sexual orientation Mar-24 Mar-22 Mar-20 Mar-18 Mar-16 Mar-14 Bisexual 0.38% 0.37% 0.22% 0.06% 0.06% 0.06% Gay 0.01% 0.01% 0.02% 0.07% 0.06% 0.06% Gay/Lesbian 0.82% 0.77% 0.49% 0.02% N/A N/A Heterosexual/ Straight 47.15% 52.15% 42.72% 23.07% 19.25% 18.73% Lesbian 0.01% 0.01% 0.01% 0.07% 0.05% 0.05% Prefer not to answer 2.42% 2.51% 2.05% 1.27% 1.11% 1.20% Details not entered 49.19% 44.14% 54.49% 75.47% 79.47% 79.89% Other Sexual Orientation 0.03% 0.03% - - - - Table 5 – sexual orientation Disability Mar-24 Mar-22 by Resource percentage Yes No Not Declared Yes No Not Declared Community and Enterprise Resources 1.01% 98.29% 0.70% 0.92% 91.98% 7.10% Education Resources 0.97% 97.23% 1.80% 1.19% 90.10% 8.71% Finance and Corporate Resources 2.83% 86.97% 10.20% 2.83% 79.85% 17.32% Housing and Technical Resources 3.63% 94.30% 2.07% 4.14% 82.47% 13.39% Social Work Resources 1.21% 92.24% 6.55% 1.60% 87.85% 10.55% South Lanarkshire Council 1.35% 95.63% 3.02% 1.55% 88.88% 9.57% Table 6a – disability by resource 225
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Disability Mar-20 Mar-18 By Resource percentage Yes No Not Declared Yes No Not Declared Community and Enterprise Resources 1.10% 93.71% 5.19% 1.21% 94.78% 4.01% Education Resources 1.12% 91.12% 7.76% 1.22% 92.01% 6.77% Finance and Corporate Resources 3.26% 81.08% 15.67% 3.19% 79.88% 16.92% Housing and Technical Resources 4.15% 81.47% 14.38% 4.60% 80.01% 15.38% Social Work Resources 1.80% 86.62% 11.58% 2.19% 85.22% 12.60% South Lanarkshire Council 1.65% 89.33% 9.02% 1.85% 89.38% 8.77% Table 6b – disability by resource Disability Mar-16 Mar-14 by Resource percentage Yes No Not Declare d Yes No Not Declare d Not Entere d Community and Enterprise Resources 1.47 % 95.17 % 0.95% 1.53 % 93.87 % 0.77% 3.83% Education Resources 1.50 % 92.54 % 2.84% 1.74 % 92.74 % 3.22% 2.29% Finance and Corporate Resources 3.39 % 74.35 % 20.48% 3.65 % 70.65 % 23.88% 1.82% Housing and Technical Resources 4.62 % 79.31 % 3.34% 4.78 % 79.02 % 3.42% 12.78% Social Work Resources 2.49 % 83.35 % 13.12% 2.79 % 80.93 % 15.44% 0.83% South Lanarkshire Council 2.14 % 88.96 % 5.24% 2.36 % 88.08 % 5.89% 3.67% Table 6c – disability by resource Gender Mar-24 Mar-22 Mar-20 by resource percentage Female Male Female Male Female Male Community and Enterprise Resources 54.13% 45.87% 53.50% 46.50% 50.71% 49.29% Education Resources 84.67% 15.33% 85.25% 14.75% 85.39% 14.61% Finance and Corporate Resources 75.00% 25.00% 74.60% 25.40% 75.89% 24.11% Housing and Technical Resources 35.51% 64.49% 33.45% 66.55% 33.40% 66.60% Social Work Resources 85.36% 14.64% 85.03% 14.97% 85.33% 14.67% South Lanarkshire Council 74.26% 25.74% 73.68% 26.32% 72.40% 27.60% Table 7a – gender by resource 226
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Gender Mar-18 Mar-16 Mar-14 by resource percentage Female Male Female Male Female Male Community and Enterprise Resources 50.71% 49.29% 50.42% 49.58% 49.58% 50.42% Education Resources 84.09% 15.91% 82.92% 17.09% 82.41% 19.59% Finance and Corporate Resources 75.73% 24.27% 68.08% 31.20% 67.63% 32.77% Housing and Technical Resources 33.86% 66.14% 45.27% 54.73% 45.89% 54.11% Social Work Resources 85.36% 14.64% 84.81% 15.19% 85.04% 14.96% South Lanarkshire Council 71.87% 28.13% 70.80% 29.20% 70.05% 29.95% Table 7b – gender by resource 4.2. Equality, diversity and inclusion training Equality and diversity training is available to all South Lanarkshire Council employees and elected members. The eLearning courses available include: - Age Discrimination awareness Autism Spectrum Disorder awareness Children (Equal Protection from Assault) (Scotland) Act 2019 Communicating with people who are D/deaf Deaf awareness Disability awareness Equality and diversity awareness Forced Marriage Gaelic and Scotland Gender Reassignment awareness LGBT people and public services Marriage and Civil Partnerships awareness Mental health and well-being an introduction Mental health and well-being for employees Mental health and well-being for managers Positive thinking module Race discrimination Raising awareness of Prevent Religion or belief awareness Sex discrimination awareness Sexual orientation awareness Sight loss awareness Transgender awareness Unconscious bias In addition to the online training there are also opportunities to participate in face-to- face equality training. 227
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The suite of training was reviewed and updated during 2022. A mandatory requirement was introduced to ensure that all council employees and elected members undertake the awareness modules for all the protected requirements within the first 6 months of taking up their appointments and there is also a requirement to undertake refresher training on a regular basis. 4.3. Employee network South Lanarkshire Council believes that speaking with and listening to employees is the best way to ensure their needs can be understood and met. To engage with the workforce employees are encouraged to take part in regular forums that are based around the protected characteristics. This approach is intended to be supportive, and a mechanism for sharing good practice and raising concerns confidentially. The Employee Network has four strands – Ethnicity Matters Disability Matters LGBT (Lesbian, Gay, Bisexual, and Transgender) Matters Caring Matters 4.4. Recruitment process South Lanarkshire Council are committed to providing the best recruitment service and are working to remove any barriers to equality of opportunity at all stages of the recruitment process. All job applicants are given the opportunity to complete an equality monitoring questionnaire. This is voluntary, confidential, and forms no part of the recruitment and selection process. The information requested includes age, gender, transgender status, sexual orientation, disability, national identity, ethnic background, religion or belief, marital status, and caring responsibilities. Guaranteed interviews are available to people with disabilities who meet the essential criteria requirements for the post, they will be invited to a selection event. This also applies to Veterans whose previous employer has been the Armed Forces. One of the factors that led to the council being recognised as a Silver Award holder of the Armed Forces Covenant Employer Recognition Scheme. Adjustments due to a disability will be made to enable people with disabilities to apply for a post or to attend the selection event. Examples of adjustments may be a large print or audio application form, location with ramp access, or a sign language interpreter. South Lanarkshire Council has a recruitment charter that outlines the council’s commitments to job applicants. Currently all applications are made online through My Job Scotland. However, a recent focus on equality issues from the Scottish Government with regard to the national Modern Apprenticeship programme, led the council to examine recruitment practices. It has always been difficult to attract applicants from an ethnic minority background to any Modern and Craft Apprenticeships. Measures, listed below, are now in place to try to increase applications for these opportunities from people from an ethnic minority background 228
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as well as those who are care experienced (people who have previously been looked after by the local authority). These measures included: - additional wording to encourage applications from people from an ethnic minority background as well as those who are care experienced sharing adverts with the council’s Diversity Officer – who in turn shares with the Employee Network and the local Syrian Re-settlement Officer increased use of social media when advertising and closer direct links with schools regarding Modern Apprenticeship careers At 31 March 2024, 18.9% of people who took part in the Modern Apprentice programme declared a disability/health impairment, health condition or learning disability - this was above the national figure of 17%. Ethnicity figures for the Modern Apprentice programme at 31 March 2024 show there were no modern apprentices in training from Black and minority ethnic backgrounds, when the national figure is 4.5%. Those who identified as care leavers at 31 March 2024 was 7.7%, which is above the national figure of 2.3% The in-training gender split was 48.7% male to 51.3% female, however the new recruits within 2023/24 were 32.4% male to 67.6% female. The national figure shows the opposite trend of 62.4% male and 37.6% female. To improve Modern Apprentice applications from people from Black and minority ethnic background, the council has taken positive action by including text in recruitment adverts to reinforce that the council encourages applications from a range of backgrounds. Apprenticeship opportunities are also shared with various equality groups. To identify opportunities to increase the diversity of the workforce by recruiting more people from Black and minority ethnic backgrounds the council uses the Scottish Government publication Ethnic Minority Recruitment Toolkit. The toolkit has been drawn from practice that is used in other parts of the public sector and includes a range of suggestions and ideas across the following five equally important components: - • Strategic direction • Developing and embedding capability and capacity • Using data • Advertising and engagement • Sifting and interviewing The council regularly reviews its recruitment processes, and data from the equality monitoring forms are reviewed regularly. Recruitment updates are also provided regularly to the Employee, Equality, Diversity and Inclusion Forum. These updates are provided corporately and by Resource. 229
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Recruitment and selection is based purely on the ability to complete the tasks of a job. In line with the council’s policy on flexible working, all posts are suitable for flexible working unless advertised to the contrary, and an applicant user guide to the on-line application process is available and can be downloaded from the on-line recruitment platform. Diversity Liaison Officers are available to managers to ensure access to appropriate supports are in place for candidates and successful appointees and also to ensure that the council’s recruitment practice is working fairly and effectively. Where issues are identified, managers are supported to ensure the process remains fair and open. 4.5. Recruitment monitoring The council collects monitoring information across all protected characteristics. The figures are not significantly robust for the areas of gender identity, religion and belief or sexual orientation and as such the information presented below provides an analysis by age, disability, ethnicity, and gender as provided by job applicants. This information is used by the council’s personnel managers and diversity liaison officers to ensure access to appropriate supports are in place for candidates and successful appointees and also to ensure that the council’s recruitment practice is working fairly and effectively. Where issues are identified, managers are supported to ensure the process remains fair and open. 1 April 2023 - 31 March 2024 Total Number Applications received: 15,592 Equal Opportunities Monitoring forms received: 14,979 Posts recruited for: 1,931 Appointments: 1,453 Age/ Disability/Ethnicity/Gender Applied Interviewed Appointed Total EO Forms Received 14979 5346 1235 Total No of Male Applicants 4963 1598 344 Total No of Female Applicants 9986 3335 829 Total No of Disabled Applicants 529 284 35 Total No of applicants aged under 50 11558 3773 869 Total No of applicants aged over 50 3686 1266 307 Total No of White applicants 12896 4516 1125 Total No of Black/Ethnic minority applicants* 1900 538 57 Table 8a – candidates by protected characteristic 230
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1 April 2022 - 31 March 2023 Total Number Applications received: 11771 Equal Opportunities Monitoring forms received: 11427 Posts recruited for: 2393 Appointments: 2050 Age/ Disability/Ethnicity/Gender Applied Interviewed Appointed Total EO Forms Received 11427 5953 1974 Total No of Male Applicants 3543 1929 475 Total No of Female Applicants 7836 3908 1369 Total No of Disabled Applicants 296 176 39 Total No of applicants aged under 50 9215 4699 1457 Total No of applicants aged over 50 2079 1078 379 Total No of White applicants 10647 5551 1783 Total No of Black/Ethnic minority applicants* 634 217 39 Table 8b – candidates by protected characteristic 1 April 2021 - 31 March 2022 Total Number Applications received: 13071 Equal Opportunities Monitoring forms received: 12907 Posts recruited for: 2788 Appointments: 2199 Age/ Disability/Ethnicity/Gender Applied Interviewed Appointed Total EO Forms Received 12907 5322 2116 Total No of Male Applicants 4670 1717 521 Total No of Female Applicants 8200 3591 1569 Total No of Disabled Applicants 453 218 63 Total No of applicants aged under 50 10661 4281 1732 Total No of applicants aged over 50 2059 926 349 Total No of White applicants 12268 4996 2047 Total No of Black/Ethnic minority applicants* 492 142 33 Table 8c – candidates by protected characteristic 231
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1 April 2020 - 31 March 2021 Total Number Applications received: 21586 Equal Opportunities Monitoring forms received: 21126 Posts recruited for: 1685 Appointments: 2855 Age/ Disability/Ethnicity/Gender Applied Interviewed Appointed Total EO Forms Received 21126 7008 2561 Total No of Male Applicants 7445 2439 697 Total No of Female Applicants 13406 4695 1851 Total No of Disabled Applicants 1150 482 95 Total No of applicants aged under 50 16917 5784 2065 Total No of applicants aged over 50 3970 1428 437 Total No of White applicants 20057 6980 2384 Total No of Black/Ethnic minority applicants* 727 221 58 Table 8d – candidates by protected characteristic 1 April 2019 - 31 March 2020 Total Number Applications received: 20090 Equal Opportunities Monitoring forms received: 19594 Posts recruited for: 1098 Appointments: 2726 Age/ Disability/Ethnicity/Gender Applied Interviewed Appointed Total EO Forms Received 19612 6613 2438 Total No of Male Applicants 6372 2053 568 Total No of Female Applicants 12987 4685 1858 Total No of Disabled Applicants 1028 464 89 Total No of applicants aged under 50 15793 5432 1933 Total No of applicants aged over 50 3703 1441 489 Total No of White applicants 18585 6634 2271 Total No of Black/Ethnic minority applicants* 604 189 51 Table 8e – candidates by protected characteristic 232
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1 April 2018 - 31 March 2019 Total Number Applications received: 13614 Equal Opportunities Monitoring forms received: 13300 Posts recruited for: 884 Appointments: 2060 Age/ Disability/Ethnicity/Gender Applied Interviewed Appointed Total EO Forms Received 13300 5880 2021 Total No of Male Applicants 4253 1638 393 Total No of Female Applicants 8836 4200 1478 Total No of Disabled Applicants 626 377 63 Total No of applicants aged under 50 8132 2950 983 Total No of applicants aged over 50 1660 721 204 Total No of White applicants 12615 5462 1811 Total No of Black/Ethnic minority applicants* 371 169 26 Table 8f – candidates by protected characteristic From: 1 April 2017 - 31 March 2018 Total Number Applications received: 10433 Equal Opportunities Monitoring forms received: 9939 Posts recruited for: 822 Appointments: 1730 Age/Disability/Ethnicity/Gender Applied Interviewed Appointed Total EO Forms Received 9965 3948 1591 Total No of Male Applicants 2580 821 274 Total No of Female Applicants 7316 2727 1143 Total No of Disabled Applicants 369 176 41 Total No of applicants aged under 50 8442 2987 1213 Total No of applicants aged over 50 1437 623 200 Total No of White applicants 9553 3435 1385 Total No of Black/Ethnic minority applicants* 277 92 32 *Black/Ethnic Minority applicants include Mixed, Asian, Black and other backgrounds. Table 8g – candidates by protected characteristic 233
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From: 1 April 2016 - 31 March 2017 Total Number Applications received: 11471 Equal Opportunities Monitoring forms received: 10810 Posts recruited for: 934 Appointments: 2077 Age/Disability/Ethnicity/Gender Applied Interviewed Appointed Total EO Forms Received 10806 4241 1723 Total No of Male Applicants 3252 1101 363 Total No of Female Applicants 7524 3119 1298 Total No of Disabled Applicants 322 152 30 Total No of applicants aged under 50 9262 3575 1437 Total No of applicants aged over 50 1464 628 218 Total No of White applicants 10459 4119 1627 Total No of Black/Ethnic minority applicants* 224 66 26 *Black/Ethnic Minority applicants include Mixed, Asian, Black and other backgrounds. Table 8h – candidates by protected characteristic 4.6. Training The council is committed to ensuring that every employee is provided with the opportunity to undertake learning and development which relates to their job. All applications for internal and external training are monitored. During 2023/24, there were 12,010 attendances at classroom learning and development events. There were 4,396 attendances at virtual classroom learning and development events. Recorded equalities information shows that 69.5% of attendees were women and 30.5% were men. Training places taken up by those who declared a disability is 1.1%, sitting slightly lower than the percentage of the workforce who declared a disability, which is 1.35%. Of those who attended training events, 20.9% did not disclose their disability status. The age ranges with the majority of attendees were the 21-29 years of age category (23.6%) and the 50-59 years of age category (23.4%). The majority of people attending training identified as white (72.3%). Digital opportunities for learning and development continue to be the main approach taken for employee development. Digital interventions include the use of webinars, recorded live sessions, and eLearning modules. Digital learning has supported employees to access learning and development at a time which suits them, this is particularly helpful for employees who work out with core hours. Digital learning opportunities also remove the requirement to travel, saving on time and travel costs. 234
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From 1 April 2023 to 31 March 2024, employees have successfully completed 122,500 e-learning packages covering a wide variety of subjects. In-person learning and development interventions still take place and are used in situations where the subject matter has practical elements. Examples include some Health and Safety courses, driver training, and elements of home care training. The council collects monitoring information across all protected characteristics this information is used alongside course to monitor and understand the response to internal and external training. Information relating to the numbers of in-person courses delivered is shown below: • 1 April 2016 and 31 March 2017 = 2543 • 1 April 2017 and 31 March 2018 = 2099 • 1 April 2019 and 31 March 2020 = 1936 • 1 April 2020 and 31 March 2021 = 817 • 1 April 2021 and 31 March 2022 = 1402 • 1 April 2022 and 31 March 2023 = 1599 • 1 April 2023 and 31 March 2024 = 1525 Course completion by protected characteristic Gender Mar-23 Mar-21 Mar-20 Mar-18 Mar-16 Mar-14 Male 30.51% 44.06% 27.08% 34.60% 28.91% 37.39% Female 69.49% 55.94% 72.92% 65.40% 71.09% 62.61% Table 9a – training by gender Disability Mar-23 Mar-21 Mar-20 Mar-18 Mar-16 Mar-14 Disabled 1.07% 1.08% 1.33% 1.80% 1.86% 1.86% Not Disabled 78.02% 90.80% 83.60% 88.60% 86.98% 85.95% Not Disclosed 4.42% 2.90% 2.72% 3.80% 4.85% 5.42% Not Entered 16.48% 5.22% 12.35% 5.90% 6.31% 6.77% Table 9b – training by disability Ethnicity Mar-23 Mar-21 Mar-20 Mar-18 Mar-16 Mar-14 White – Scottish 72.28% 89.59% 82.65% 90.60% 91.34% 92.04% White - Other British 2.37% 3.22% 2.98% 2.60% 2.89% 2.73% White – Irish 0.40% 0.48% 0.57% 0.50% 0.48% 0.57% White - Any other Background 0.71% 0.88% 1.09% 0.90% 0.94% 1.15% Asian – Pakistani 0.15% 0.05% 0.15% 0.20% 0.30% 0.24% All Others 24.11% 5.79% 12.57% 5.30% 4.04% 3.28% Table 9c – training by ethnicity 235
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Age Mar-23 Mar-21 Mar-20 Mar-18 Mar-16 Mar-14 Under 21 Years 1.19% 2.51% 3.07% 2.40% 2.53% 2.51% 21-29 Years 23.61% 19.74% 19.54% 17.00% 17.69% 16.96% 30-39 Years 19.56% 21.02% 20.96% 20.20% 19.45% 17.80% 40-49 Years 20.37% 21.02% 23.54% 25.40% 26.79% 28.29% 50-59 Years 23.38% 25.31% 24.80% 26.60% 26.43% 27.92% 60-65 Years 9.24% 8.25% 6.69% 7.00% 5.84% 5.44% Over 65 Years 2.64% 2.15% 1.41% 1.50% 1.27% 1.08% Table 9d – training by age 4.7. Leavers In 2023/24 there was a total of 900 leavers. All employees are invited to take part in an exit survey and provide the reasons for leaving. This data shows that the top three reasons given for leaving were: - personal reasons 32.1%. career development 22.0%, other teaching elsewhere 16.4% Of those who provided information on their reason for resigning, the following data is presented by protected characteristics: 77.6% resignations were from women 2.2% declared their ethnic backgrounds as African, Asian, Caribbean or Black, Mixed or Multiple Ethnic Groups or Other Ethnic Group (data about specific ethnic backgrounds is not included due to low numbers) o 22.6% did not state their ethnic background, o the remaining 75.2% declared their ethnic background as white/White others 0.4% declared a disability. Data about other protected characteristics and retention has not been included given the low numbers. 4.8. Real living wage Along with a number of employers across South Lanarkshire the council pays the real Living Wage. The real Living Wage is an independently calculated rate based on the cost of living and is paid voluntarily by employers. The rate is calculated each year by The Resolution Foundation on an analysis of the wage that employees need to earn in order to afford the basket of goods required for a decent standard of living. This basket of goods includes housing, childcare, transport and heating costs. The real Living Wage in 2024/25 is £12.60 (£13.85 for London wages). South Lanarkshire Council has been paying the living wage to its employees since 2011 and achieved accreditation as a living wage employer in 2016. More information about the real Living Wage can be accessed at this link: The Real Living Wage. 236
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4.9. Job evaluation The Equality Act 2010 defines a job evaluation scheme as ‘a study undertaken to evaluate the jobs being done in terms of the demands made on a person by reference to factors such as effort, skill and decision-making. Every aspect of the council’s Job Evaluation Scheme is scrutinised to ensure that it does not discriminate on grounds of gender, race, disability or age and to ensure that the tasks and evidence gathered do not contain any form of bias. The aim of the council’s Job Evaluation Scheme and processes is to minimise subjectivity and make decisions about jobs in a rational, consistent and transparent manner. It is important to recognise that any assessment of a job's total demands relative to another will always contain elements of subjectivity. The process of job evaluation is carried out using the South Lanarkshire Council 555 Grading Scheme (555 Grading Scheme). The Job Evaluation Scheme is an analytical process and is accepted by the courts as an appropriate method for determining whether jobs are, or are not, equivalent. The 555 Grading Scheme is used to determine the grade and level for the identified tasks for post(s) and the value of jobs relative to others in the organisation. Job evaluation is used to establish key tasks for a new post or review tasks where an existing post has undergone a significant change, such as, in cases where more than 33% of the job has altered. The Job Evaluation Scheme applies to all South Lanarkshire Council employees, with the exception of employees covered by the Scottish Negotiating Committee for Teachers (SNCT) conditions, this covers teachers and associated professionals. 4.10. Employee data summary and conclusion South Lanarkshire Council is fully committed to the principles and practice of equality, diversity and inclusion. The council regularly analyses relevant workforce data so that it can identify trends, disproportionality, and opportunities for further improvement. The council is responsive to socio-economic changes over time and the approach to equality, diversity and inclusion continues to change and grow. Collecting good quality data about the council’s workforce, employees, and job applicants, is important to provide accurate data about the diversity of the workforce. Data is analysed so that it can be used to ensure the council has fair and open recruitment practices, that employees are given fair access to learning and development and career progression opportunities, as well as ensuring that in as far as possible the workforce is reflective of the South Lanarkshire community. The information is also used to look at opportunities for continuous improvement and workforce monitoring data is reported to the senior management team on a regular basis. The analysis of the data within this Mainstreaming Equalities Report 2025 indicates that the council’s policies and practice are supportive of the protected characteristics. 237
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The council has identified some areas where the data analysis suggests further examination would be useful and, where applicable, this has been detailed within this report. Officers will continue to explore options for positive action to increase the number of applicants from groups who are underrepresented in the workforce. The council will continue to provide young people with Modern Apprenticeships, giving them access to paid work experience and qualifications to help support their future life choices and career plans. The council also strives for an increase in the number of job applicants from people with disabilities as it is recognised there is immense value in having a diverse workforce and the additional skills that some individuals with disabilities can bring. Through internal policies and practices the council will work to ensure there is a positive effect on all employees and show it values having a workforce from diverse backgrounds. The council will continue to encourage employees to have a voice in how it can develop a more diverse workforce and become a more inclusive organisation through various working groups including the Employee Network. 5. Equality, diversity and inclusion monitoring All job applicants are given the opportunity to complete an equality monitoring questionnaire. This is voluntary, confidential, and forms no part of the recruitment and selection process. The information requested includes age, sex, transgender status, sexual orientation, disability, national identity, ethnic group, religion or belief, marital status, and caring responsibilities. Periodically, current employees are asked to take part in a verification exercise in which they are asked to check and update their data, as necessary. The last exercise of this type was undertaken in December 2021. Although the council has a duty to request equality information there is no requirement for people to provide this. Employees and job applicants provide their information in relation to the protected characteristics on a voluntary basis. There are inevitable gaps in the information provided as a result. Legislation requires the council to state how it uses employee equality data to better meet the equality duty. The information gathered is used to ensure the council has fair and open recruitment practices, that employees are given fair access to learning and development, and to promotion opportunities, as well as striving to ensure the workforce is reflective of the South Lanarkshire community. The information is also used to look at opportunities for continuous improvement. Workforce monitoring data is reported to the senior management team and to elected members on a regular basis. On 31 March 2024, South Lanarkshire Council employed 14,696 people. Information relating to the workforce is shown in the following paragraphs. The information below represents the council workforce including Education teaching staff as at 31 March 2024. 238
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Where the number of employees with a protected characteristic is fewer than five, and the information is sensitive or personal, the number has not been specified in order to avoid individuals being identified. Full detail about each protected characteristic and recruitment information at 31 March 2024 is provided below. 5.1. Equality, diversity and inclusion data The tables below allow comparisons over the period March 2014 - to March 2024. For certain characteristics, some employees have not provided a response or prefer not to provide the information. Providing this information is voluntary. Sex (gender) The most recent population estimate in 2023 as provided by the National Records of Scotland (2023) suggests there are 330,280 people living in South Lanarkshire. This is broken down as 159,674 males and 170,606 females. Based on the total estimated population this shows a gender split of 48.3% male and 51.7% female which is in line with the national trends for Scotland which is 48.6% male and 51.4% female. The gender split across the council also reflects the national trends within the public sector where data provided by Scottish Government shows the majority of the workforce is female 73.7%. The gender split of the council workforce is women 74.3% and men 25.7%; and the gender split of the Corporate Management Team is women 37.5% and males 62.5%. Disability The disability profile continues to reduce, with the percentage of employees who have declared that they consider that they have a disability decreasing from 1.5% at March 2022 to 1.4% at March 2024. The council continues to raise awareness of the purpose of declaring disabilities and will continue to do this via the Employee Network. Female, 74.3% Male, 25.7% Gender Split -Council Workforce Female Male 239
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The council recognises that many employees have traditionally been reluctant to disclose they consider themselves to have a disability. The percentage of employees choosing not to disclose a disability is 3.0%. Whilst the figure remains low compared to the Scottish Government working age national estimate of 19%, the council will continue to encourage disclosure of the protected characteristic. The council is a Disability Confident employer and continues to emphasise the supports that are available to employees through its Employee Assistance Programme. All new and existing employees are asked to confirm whether they consider themselves to have a disability. This allows for any required adjustments to be put in place. Disclosing this information is voluntary. Figures for March 2024 show that 97.0% of all employees who completed the equalities monitoring form had disclosed information on this protected characteristic. The responses are detailed in the following chart. Each Resource within the council has a Diversity Liaison Officer (DLO) who is there to provide advice and support to managers and employees with regards to recruitment and ongoing in-work support such as Access to Work. The DLO can help by sourcing and arranging reasonable adjustments. These are often required to eliminate or reduce barriers faced by an individual in accessing or remaining in employment, for example, the DLO can assist at the interview stage by sourcing/providing specialist equipment, translation or interpreting services. The DLOs ensure that the council promotes best practice in this area. The DLOs receive regular training in this area and support is also available via the Employee Network. The council will continue to encourage employees to disclose information about disability through promotion of the council’s Disability Confident status. Ethnicity The 2022 Census reports that in Scotland the white population figure is 92.2%, while 7.8% of the population are from a Black, Asian, Ethnic Minority background, with the Asian population being the largest ethnic minority group (3.9%). No, 95.6% Not Disclosed, 3.0% Yes, 1.4% Disability No Not Disclosed Yes 240
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The 2022 Census reports that in South Lanarkshire the working age population figures are – • White Scottish, British 92% • Black and Minority Ethnic 4% • White other 4% South Lanarkshire Council employee data shows that 69.6% of employees have chosen to declare their ethnic origin. The responses are detailed in the following chart. Analysis of the council’s overall workforce position shows a gradual increase in the percentage of ethnic minority employees. The largest ethnic minority employee group in South Lanarkshire Council is Asian. Work started during 2020 to analyse job applications to get a better understanding of the numbers of people from Black and minority ethnic backgrounds applying for jobs in the council is continuing. This work explores practical steps the council can take to increase the diversity of the workforce. Age The average age of a South Lanarkshire Council employee is 45 years. This has not changed from the figure recorded at 31 March 2022. There has been an increase in the number of employees who are in the age ranges 30-39, 40-49, 60-65 and over 65 years. The other age ranges, under 21, 21-29 and 50-59 show decreases in numbers. The chart below shows the age profile of South Lanarkshire Council workforce at 31 March 2024. Not Disclosed, 30.4% White, 68.5% Ethnic Minority, 1.1% Ethnicity Not Disclosed White Ethnic Minority 241
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Marital status 73.1% of employees declared their marital status. Of those who disclosed their marital status 41.2% responded as married or in a civil partnership, 21.8% responded as single, and 10.1% responded as either living together, widowed, or divorced. The remaining 26.9% did not disclose their marital status as shown in the following chart. Pregnancy and maternity South Lanarkshire Council has a Maternity, Adoption, Paternity Leave, Additional Paternity Leave, Shared Parental Leave and Pay Policy. This policy outlines the 2 maternity schemes that are available to South Lanarkshire Council employees. Everyone who is pregnant, irrespective of length of service and hours worked are entitled to a 52-week maternity leave. During 2023/24, 304 women took maternity leave. Religion and belief 52.2% preferred not to share their religion or belief. The remaining 47.8% of employees who did declare their religion or belief, 11.4% associate with the Church Under 21 21 -29 30 -39 40 -49 50 -59 60 -65 Over 65 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Age Not Disclosed , 26.9% Single, 21.8% Married/Civil Partnership, 41.2% Other, 10.1% 0000 Marital Status Not Disclosed Single Married/Civil Partnership Other 242
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of Scotland, 10.7% with the Roman Catholic Church, 3.8% declared another religion or belief, and the remaining 21.8% do not associate with any religion. The council recognises that it has a diverse workforce which includes a number of employees whose faith requires prayer at specific times. A small room in Beckford Street is available to all employees and provides a tranquil space that allows for quiet reflection or religious observance. There is flexibility in the way that people can book their annual leave, this allows colleagues who observe key dates in their religious calendar to engage in such events and occasions. Sexual orientation The 2022 Scottish Census reports that 87.8% of the Scottish population (aged 16 and over) identified as heterosexual/straight; 4.1% identified as gay, lesbian, bisexual or other (LGBO); and 8.2% did not answer the sexual orientation question. The council workforce profile figures show that, of the 48.4% of employees who disclosed their sexual orientation, 47.1% identify as heterosexual/straight, 1.2% identify as LGBO, and the remaining employees chose not to record their sexual orientation. South Lanarkshire Council supports all employees and works to ensure that all LGBO employees are accepted without exception and that council policies and processes remain inclusive and considerate. Sexual orientation is one of the strands of the employee Network. Church of Scotland, 11.4% Roman Catholic, 10.7% None, 21.8% Other, 3.8% Not Disclosed, 52.2% Religion or Belief Church of Scotland Roman Catholic None Other Not Disclosed 243
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6. Pay gap analysis The information presented below outlines the full year 2024 pay gap analysis for the council including teaching staff. Figures for the council as a whole and for teaching staff are provided for gender, disability and ethnicity. The pay gap for all employees, including teachers, has continued to fall since 2013 figures are shown below – 2013 – 8.5% 2014 – 8.1% 2016 – 6.8% 2018 – 5.78% 2020 – 4.34% 2022 – 4.00% 2024 – 2.62% Pay gap figures are provided in the following tables and show the average (mean) pay gap and the mid-point pay gap, for gender, ethnicity, and disability. The average pay gap is calculated by listing all employees' salaries from highest to lowest and comparing the number that sits in the middle. The following tables show the information as hourly rates and also annual salaries for part-time and full-time employee. 1, 51.7% Heterosexual/Stra ight, 47.1% LGBO, 1.2% Sexual Orientation Not Declared Heterosexual/Straight LGBO 244
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Position at 31 March 2024 6.1. Gender pay gap information Salaries are based on 35 hours per week therefore hours have been grossed up to equate to 1.0 FTE. Full time (Local Government (LG) employees) basic hourly rate Grade Male Female Total M/F Ratio Average Male Hourly Rate Average Female Hourly Rate Pay Gap (%) Mid- point Male hourly Rate Mid- point Female Hourly Rate Mid-point Pay Gap % Grade 1 852 480 1,332 1.5:1 £13.14 £13.10 0.30% £13.11 £13.11 0.00% Grade 2 987 1778 2,765 1:2 £17.37 £17.24 0.75% £17.78 £17.31 2.64% Grade 3 606 720 1,326 1:1 £22.83 £23.61 -3.42% £21.21 £23.90 -12.68% Grade 4 92 132 224 1:1 £29.28 £28.30 3.35% £29.44 £27.33 7.17% Grade 5 34 55 89 1:1 £37.81 £37.83 -0.05% £39.06 £39.06 0.00% Grade 6 1:1 Chief Officials 14 9 23 1.5:1 £69.05 £65.25 5.50% £61.33 £61.33 0.00% Table 10a – local government employees - full time by hourly rate Full time (LG employees) basic salary Grade Male Female Total M/F Ratio Average Male Basic Salary Average Female Basic Salary Pay Gap (%) Mid-point Male Basic Salary Mid-point Female Basic Salary Mid- point Pay Gap % Grade 1 852 480 1,332 1.5:1 £23,979.19 £23,906.19 0.30% £23,924.44 £23,924.44 0.00% Grade 2 987 1778 2,765 1:2 £31,698.51 £31,461.28 0.75% £32,446.72 £31,589.02 2.64% Grade 3 606 720 1,326 1:1 £41,662.47 £43,085.89 -3.42% £38,706.13 £43,615.11 -12.68% Grade 4 92 132 224 1:1 £53,433.07 £51,644.67 3.35% £53,725.06 £49,874.52 7.17% Grade 5 34 55 89 1:1 £68,999.47 £69,035.97 -0.05% £71,280.59 £71,280.59 0.00% Grade 6 1:1 Chief Officials 14 9 23 1.5:1 £126,009.35 £119,074.73 5.50% £111,921.12 £111,921.12 0.00% Table 10b – local government employees - full time by basic salary 245
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Part time (LG employees) basic hourly rate Grade Male Female Total M/F Ratio Average Male Hourly Rate Average Female Hourly Rate Pay Gap (%) Mid-point Male hourly Rate Mid-point Female Hourly Rate Mid-point Pay Gap % Grade 1 386 3500 3886 1:9 £13.00 £12.75 1.92% £13.11 £12.59 3.97% Grade 2 221 1730 1951 1:8 £17.27 £16.99 1.62% £17.31 £16.84 2.72% Grade 3 86 219 305 1:2.5 £22.60 £23.66 -4.69% £21.21 £23.90 -12.68% Grade 4 12 20 32 1:1.5 £29.50 £29.18 1.08% £29.44 £29.44 0.00% Grade 5 2 3 5 1:1 £39.16 £37.65 3.86% £39.16 £39.65 -1.25% Grade 6 Chief Officials Table 10c – local government employees - part time by hourly rate Part time (LG employees) basic salary Grade Male Female Total M/F Ratio Average Male Basic Salary Average Female Basic Salary Pay Gap (%) Mid-point Male Basic Salary Mid-point Female Basic Salary Mid-point Pay Gap % Grade 1 386 3500 3886 1:9 £19,878.04 £19,625.93 1.27% £23,924.44 £22,975.49 3.97% Grade 2 221 1729 1950 1:8 £31,516.02 £31,005.05 1.62% £31,589.02 £30,731.32 2.72% Grade 3 86 219 305 1:2.5 £41,242.74 £43,177.13 -4.69% £38,706.13 £43,615.11 -12.68% Grade 4 12 20 32 1:1.5 £53,834.55 £53,250.58 1.08% £53,725.06 £53,725.06 0.00% Grade 5 2 3 5 1:1 £71,463.08 £68,707.49 3.86% £71,463.08 £72,357.29 -1.25% Grade 6 Chief Officials Table 10d – local government employees - part time by basic salary 246
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Part time (Education employees covered by SNCT conditions) basic hourly rate Basic Hourly Rate Male Female Total M/F Ratio Average Male Hourly Rate Average Female Hourly Rate Pay Gap (%) Mid-point Male hourly Rate Mid-point Female Hourly Rate Mid-point Pay Gap % Total 112 1041 1,153 1:9 £27.74 £27.59 0.54% £26.66 £26.66 0.00% Table 10e – education employees - part time by hourly rate Part time (Education employees covered by SNCT conditions) basic salary Basic Salary Male Female Total M/F Ratio Average Male Basic Salary Average Female Basic Salary Pay Gap (%) Mid-point Male Salary Mid-point Female Salary Mid-point Pay Gap % Total 112 1041 1,153 1:9 £50,622.73 £50,348.99 0.54% £48,651.83 £48,651.83 0.00% Table 10f – education employees - part time by basic salary Full time (Education employees covered by SNCT conditions) basic hourly rate Basic Hourly Rate Male Female Total M/F Ratio Average Male Hourly Rate Average Female Hourly Rate Pay Gap (%) Mid-point Male hourly Rate Mid-point Female Hourly Rate Mid-point Pay Gap % Total 720 2226 2,946 1:3 £28.46 £27.66 2.81% £26.66 £26.66 0.00% Table 10g – education employees - full time by hourly rate Full time (Education employees covered by SNCT conditions) basic salary Basic Salary Male Female Total M/F Ratio Average Male Basic Salary Average Female Basic Salary Pay Gap (%) Mid-point Male Salary Mid-point Female Salary Mid-point Pay Gap % Total 720 2226 2,946 1:3 £51,936.65 £50,476.73 2.81% £48,651.83 £48,651.83 0.00% Table 10h – education employees - full time by basic salary 247
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All SLC employees – basic hourly rate Basic Hourly Rate Male Female Total M/F Ratio Average Male Hourly Rate Average Female Hourly Rate Pay Gap (%) Mid-point Male hourly Rate Mid-point Female Hourly Rate Mid-point Pay Gap % Total 4124 11913 16,037 1:3 £19.87 £19.35 2.62% £19.05 £17.31 9.13% Table 10i – all employees - by hourly rate All SLC employees – basic salary Basic Salary Male Female Total M/F Ratio Average Male Basic Salary Average Female Basic Salary Pay Gap (%) Mid-point Male Salary Mid-point Female Salary Mid-point Pay Gap % Total 4124 11913 16,037 1:3 £36,260.76 £35,311.82 2.62% £34,764.35 £31,589.02 9.13% Table 10j – all employees - by basic salary 6.2. Disability pay gap Disability (All SLC employees) – basic hourly rate Figures exclude NULL and Non-Disclosed employees Basic Hourly Rate Non Disabled (Excludes Null and Non disclosed) Declared Disabled Employees Total Employees Ratio Average Non Disabled Employee Hourly Rate Average Disabled Employee Hourly Rate Pay Gap (%) Mid-point Non Disabled Employee Hourly Rate Mid-point Disabled Employee Hourly Rate Mid-point Pay Gap % Total* 13934 221 14155 63:1 £19.56 £18.84 3.68% £17.31 £17.31 0.00% Table 11a – disability pay gap - all employees - by hourly rate 248
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Disability (All SLC employees) – basic salary Basic Salary Non Disabled (Excludes Null and Non disclosed) Declared Disabled Employees Total Employees Ratio Average Non Disabled Employee Basic Salary Average Disabled Employee Basic Salary Pay Gap (%) Mid-point Non Disabled Employee Salary Mid-point Disabled Employee Salary Mid-point Pay Gap % Total 13934 221 14155 63:1 £35,695.04 £34,381.12 3.68% £31,589.02 £31,589.02 0.00% Table 11b – disability pay gap - all employees - by basic salary Disability (LG employees) – basic hourly rate Basic Hourly Rate Non Disabled (Excludes Null and Non disclosed) Declared Disabled Employees Total Employees Ratio Average Non Disabled Employee Hourly Rate Average Disabled Employee Hourly Rate Pay Gap (%) Mid-point Non Disabled Employee Hourly Rate Mid-point Disabled Employee Hourly Rate Mid-point Pay Gap % Total 10389 180 10569 57:1 £16.56 £17.00 -2.66% £15.43 £15.43 0.00% Table 11c – disability pay gap – local government employees - by hourly rate Disability (LG employees) – basic salary Basic Salary Non Disabled (Excludes Null and Non disclosed) Declared Disabled Employees Total Employees Ratio Average Non Disabled Employee Basic Salary Average Disabled Employee Basic Salary Pay Gap (%) Mid-point Non Disabled Employee Salary Mid-point Disabled Employee Salary Mid-point Pay Gap % Total 10389 180 10569 57:1 £30,220.34 £31,023.30 -2.66% £28,158.21 £28,158.21 0.00% Table 11d – disability pay gap – local government employees - by basic salary 249
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Disability (Education employees covered by SNCT conditions) – basic hourly rate Basic Hourly Rate Non Disabled (Excludes Null and Non disclosed) Declared Disabled Employees Total Employees Ratio Average Non Disabled Employee Hourly Rate Average Disabled Employee Hourly Rate Pay Gap (%) Mid-point Non Disabled Employee Hourly Rate Mid-point Disabled Employee Hourly Rate Mid-point Pay Gap % Total 3545 41 3586 86:1 £28.36 £26.95 4.97% £26.66 £26.66 0.00% Table 11e – disability pay gap – local government employees - by basic salary Disability (Education employees covered by SNCT conditions) – basic salary Basic Salary Non Disabled (Excludes Null and Non disclosed) Declared Disabled Employees Total Employees Ratio Average Non Disabled Employee Basic Salary Average Disabled Employee Basic Salary Pay Gap (%) Mid-point Non Disabled Employee Salary Mid-point Disabled Employee Salary Mid-point Pay Gap % Total 3545 41 3586 86:1 £51,754.16 £49,181.06 4.97% £48,651.83 £48,651.83 0.00% Table 11f – disability pay gap – local government employees - by basic salary 250
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6.3. Ethnicity pay gap Ethnicity (All SLC employees) – basic hourly rate Figures exclude NULL and Non-Disclosed employees Basic Hourly Rate White Minority Ethnic Staff Total Employees Average White Employee Hourly Rate Average Minority Ethnic Basic Hourly Rate Pay Gap (%) Mid-point White Employee Hourly Rate Mid-point Minority Ethnic Employee Hourly Rate Mid-point Pay Gap % Total 14705 314 15019 47:1 £19.52 £20.74 -6.25% £17.31 £18.15 -4.85% Table 12a – ethnicity pay gap – all employees - by hourly rate Ethnicity (All SLC Employees) – basic salary Basic Salary White Minority Ethnic Staff Total Employees Average White Employee Basic Salary Average Minority Ethnic Basic Salary Pay Gap (%) Mid-point White Employee Salary Mid-point Minority Ethnic Employee Salary Mid-point Pay Gap % Total 14705 314 15019 47:1 £35,622.05 £37,848.43 -6.25% £31,589.02 £33,121.94 -4.85% Table 12b – ethnicity pay gap – all employees - by basic salary Ethnicity (LG employees) – basic hourly rate Basic Hourly Rate White Minority Ethnic Staff Total Employees Average White Employee Hourly Rate Average Minority Ethnic Hourly Rate Pay Gap (%) Mid-point White Employee Hourly Rate Mid-point Minority Ethnic Employee Hourly Rate Mid-point Pay Gap % Total 11200 229 11429 49:1 £16.69 £17.85 -6.95% £15.43 £16.84 -9.14% Table 12c – ethnicity pay gap – local government employees - by hourly rate 251
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Ethnicity (LG employees) – basic salary Basic Salary White Minority Ethnic Staff Total Employees Average White Employee Basic Salary Average Minority Ethnic Basic Salary Pay Gap (%) Mid-point White Employee Salary Mid-point Minority Ethnic Employee Salary Mid-point Pay Gap % Total 11200 229 11429 49:1 £30,457.58 £32,574.47 -6.95% £28,158.21 £30,731.32 -9.14% Table 12d – ethnicity pay gap – local government employees - by basic salary Ethnicity (SNCT employees only) – basic hourly rate Basic Hourly Rate White Minority Ethnic Staff Total Employees Average White Employee Hourly Rate Average Minority Ethnic Basic Hourly Rate Pay Gap (%) Mid-point White Employee Hourly Rate Mid-point Minority Ethnic Employee Hourly Rate Mid-point Pay Gap % Total 3505 85 3590 41:1 £28.57 £28.50 0.25% £26.66 £26.66 0.00% Table 12e – ethnicity pay gap – local government employees - by basic salary Ethnicity (SNCT employees only) – basic salary Basic Salary White Minority Ethnic Staff Total Employees Average White Employee Basic Salary Average Minority Ethnic Basic Salary Pay Gap (%) Mid-point White Employee Salary Mid-point Minority Ethnic Employee Salary Mid-point Pay Gap % Total 3505 85 3590 41:1 £52,137.39 £52,009.65 0.25% £48,651.83 £48,651.83 0.00% Table 12f – ethnicity pay gap – SNCT employees - by basic salary 252
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6.4. Occupational segregation As part of the council’s ongoing work on equal pay, the following tables provide a breakdown of the key occupational areas and an overall analysis by grading at 31 March 2024. The figures show there has been an increase of men across traditionally female roles of catering. There has also been an increase in men working as school support assistants, another traditionally female role. There continues to be an increase of women in the traditionally male roles in grounds, however, there has been a decrease of women working as road operatives. In relation to grading there have been continued increases of women at grade 2 and grade 4 levels. Occupational segregation Position as at 31 March 2024 Male Female White Minority Ethnic Declared Disabled Non-Disabled Cleaning 8.27% 91.73% 93.57% 1.37% 0.40% 92.69% Catering 2.02% 97.98% 93.35% 0.95% 0.36% 91.57% Janitorial 58.60% 41.40% 97.67% 0.47% 0.93% 92.56% Refuse 95.29% 4.71% 92.03% 0.36% 0.36% 92.75% Grounds 93.44% 6.56% 86.48% 0.20% 0.99% 93.24% Home Care 13.58% 86.42% 95.58% 1.13% 0.41% 89.30% Road Operatives 99.17% 0.83% 99.17% 0.00% 2.48% 90.91% School Support 5.81% 94.19% 93.17% 1.52% 1.11% 87.61% Table 13 – occupational segregation Teaching staff breakdown Teaching Staff breakdown Male Female White Minority Ethnic Declared Disabled Non-Disabled Early Years 2.09% 97.91% 92.16% 1.73% 1.15% 87.41% Primary Teachers 8.47% 91.53% 83.59% 0.82% 0.60% 83.11% Secondary Teachers 32.86% 67.14% 80.45% 2.16% 1.27% 82.56% Music Instructors 62.75% 37.25% 76.47% 1.96% 0.98% 65.69% Improvement Service 18.75% 81.25% 96.88% 0.00% 3.13% 87.50% Psychological Services 18.75% 81.25% 84.38% 3.13% 3.13% 81.25% Inclusion services 30.00% 70.00% 93.33% 0.95% 2.38% 85.71% Table 14 – teaching staff breakdown 253
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7. Equality outcomes for 2025 – 2029 The council has set its equality outcomes for 2025 to 2029. These outcomes focus on achieving specific and identifiable improvements in people’s lives. In addition, as part of the council’s ongoing approach to mainstreaming equalities, it will continue to work towards the objectives set out in the Council Plan, Connect, as shown below: - 254
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7.1. Equality outcome one Increase the number of people from ethnic minority backgrounds employed in the South Lanarkshire Council workforce to reflect the diversity of the South Lanarkshire population. General duty: Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it, and Foster good relations between persons who share a relevant protected characteristic and persons who do not share it. Protected characteristics: Race – People from Black, Asian, and ethnic minority communities and different racial backgrounds. Socio-economic disadvantage: Low income/income poverty – cannot afford to maintain regular payments such as bills, food, and clothing Increasing the numbers of people in work will help to alleviate income poverty, particularly as SLC pays the living wage. Low and/or no wealth: enough money to meet basic living costs and pay bills but no savings to deal with any unexpected spends and no provision for the future. For some people they may be applying to the council for lower paid employment. Evidence: Data from the Annual Population Survey collected by the Office of National Statistics, and the Scottish Government’s Race Equality Framework for Scotland 2016 to 2030. The Framework highlights that in order to achieve a representative workforce, the majority of Scotland’s public bodies will need to invest additional effort – including tackling discrimination and looking at opportunities to take positive action. Analysis of South Lanarkshire Council's employee recruitment data shows that the number of applicants who identify as being from an ethnic minority group has increased from 2.8% in 2018/19 to 3.1% in 2019/20 to 3.8% in 2021/22 and 12.7% in 2023/24. There have been increased applications from people who identify as having an ethnic minority background to South Lanarkshire Council and, of those interviewed, 10.1% declared they identified as having an ethnic minority background. Actions to achieve (1): recruitment process Review recruitment policies and processes that may lead to unintentional biases of recruiting managers which can result in disproportionately lower success rates. Measures: Analysis of success rates shows increase in number of successful ethnic minority candidates. 255
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Actions to achieve (2): learning for employees involved in the process Ensure everyone involved in the recruitment process is trained to current standards in recruitment best practice. This should include understanding and recognising all relevant forms of discrimination, including bias. Anyone involved in the selection process to have undertaken learning in the following areas within the 12 months prior to being a member of any recruitment panel: - Recruitment techniques, including sifting and interviewing. Unconscious bias Diversity/race equality awareness Measures The number of people involved in the recruitment process who have undertaken the required learning activities. Actions to achieve (3): panel composition Where practical ensure that interview panel members are from diverse backgrounds to show commitment to different points of view and opinions and that SLC values diversity. Measures Increase in the number of ‘ethnic minority employees being part of recruitment panels. Increase in the development opportunities for employees to be part of the recruitment process. Increase in numbers of people from ethnic minorities backgrounds employed by SLC. Actions to achieve (4): social media/publicity Advertise more widely to attract candidates from diverse backgrounds. Include additional wording in vacancy adverts stating that South Lanarkshire Council welcomes applications from people from Black and minority ethnic background to encourage applications from ethnic minority communities. Testimonials from people from Black and minority ethnic groups at all levels within the organisation sharing their experiences of working for the organisation. Use positive images of Black and minority ethnic employees in any marketing and advertising campaigns. Measures Analysis of the workforce data relating to job applicants shows an increased number of applications from Black and minority ethnic people. Monitor the number of jobs advertised using ethnic minority specific publications/ websites/ organisations. Increase in the number of people from Black and minority ethnic backgrounds applying for reemployment in SLC. 256
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Actions to achieve (5): - work with external organisations Work with ethnic minority community organisations, particularly those who have an employability remit, to engage with local ethnic minority communities. Work with ethnic minority communities to help them better understand the recruitment process, including improving their ability to undertake competency-based tests. With the support of external organisations whose aims are to build the capacity and sustainability of the ethnic minority voluntary sector and its communities: - Inform ethnic minority young people of Modern Apprenticeships opportunities available within South Lanarkshire Council. Inform ethnic minority people of work experience opportunities available within South Lanarkshire Council. Inform ethnic minority people of opportunities to join South Lanarkshire Council Citizens Panel. Measures: An increase in the number of minority ethnic young people applying for and being successful for Modern Apprenticeships. The number of minority ethnic people applying for and being successful for work experience opportunities increases. The number of minority ethnic people joining the South Lanarkshire Council Citizens Panel increase. 7.2. Equality outcome two Older people, those from vulnerable groups and individuals who live alone are protected from scams and nuisance calls and their wellbeing is improved through increased awareness and preventative action. General duty: Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act. Protected characteristic: Age – particularly older people. However, it could also have an impact on other vulnerable groups such as disability; people with mental health issues, cognitive abilities impaired or learning disabilities. Disability - people with disabilities/long standing conditions. Evidence: 73% of UK adults (40 million people) have been targeted by scams, with 35% (19 million people) losing money because of this criminal offence. The average amount lost by victims is £1,730, but fewer than a third (32%) report the crime to the authorities, according to new research released in October 2023 by National Trading Standards. Typically, scams are targeted at the more vulnerable groups in society. If these figures are applied to South Lanarkshire, it would mean that over 100,000 residents could have lost substantial sums of money. However, despite high 257
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numbers of scams and the huge financial and emotional impact on victims, these crimes are underreported. The research from National Trading Standards showed that people who had become a victim of a scam experienced a range of emotion, the most common feelings were being ‘angry’ with themselves, (46%), feeling ‘stupid’ (40%) and ‘embarrassed’ (38%). Fewer than a third (32%) then reported the crime to an authority such as the police, and 42% did not tell their bank. Two thirds did not even tell a relative or friend they had become a victim. This vicious cycle of shame, underreporting and under resourcing may also be contributing to a sense of helplessness in society – an incredible one in five adults (20%) believe they are likely to become a victim of a scam in the next five years. Better education to prevent people becoming victims of scams, is key to reducing this sense of helplessness and to limit the impact scammers can have on communities in South Lanarkshire. The scammers are often based overseas so effective enforcement is almost impossible but intercepting the scammers before they get to their intended victims is one way to intervene. Initiatives working to fight scammers include The Scam Marshall scheme from National Trading Standards, which aims to reduce scam mail, and the trueCall call blockers, which aims to cut out scam callers, have both proven effective in the past. Actions to achieve (1): Scams Alert Network Promote ‘Scams Alert Network’ and increase reach to enable wider distribution of information to help residents recognise and avoid scams. Working in partnership with colleagues in Police Scotland, NHS, Community Engagement teams and Adult Protection Committee, Trading Standards will continue disseminating up-to-date scam information via a single point of contact. Measures Number of scams identified and disseminated amongst partners Number of talks delivered to community groups Number of social media posts alerting the public Number of ‘Scam Marshalls’ (members of the public who have been targeted by a scam and now want to volunteer to fight back and take a stand against scams). Case studies demonstrating the impact that becoming a Scam Marshall has had on the lives of older and vulnerable residents. Actions to achieve (2): - Support for Vulnerable Groups Support vulnerable adults by providing trueCall units (to monitor and stop scam calls) and video doorbell units (for doorstep crime) free of charge to vulnerable residents. Measures Number of trueCall units installed to protect vulnerable residents from nuisance and scam phone calls Total number of nuisance calls received through the trueCall units Average number of nuisance calls received per user 258
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% of above nuisance calls which were blocked by the trueCall units Estimated number of scams prevented, and associated savings Number of video doorbell units installed Percentage of doorstep crime reports receiving an initial response from Trading Standards by the end of the next working day Impact after installation of trueCall unit: % of users reporting a positive impact on their wellbeing % of the users who previously felt threatened or scared by scam or nuisance calls who no longer felt this way % of users surveyed at three months (who originally felt unsafe in their own home) who feel safer due to having a call blocker installed % of applicants who were previously worried about losing money to scam and nuisance calls in the future who no longer feel this way % of applicants who feel more confident in answering the phone knowing it will not be a scam or nuisance call. Actions to achieve (3): - Work in partnership to protect consumers and safeguard the communities of South Lanarkshire Continue to work with Financial Institutions and the Police Banks will notify Trading Standards if they have an elderly and/or vulnerable adult withdrawing large sums of money, or regular unusual withdrawals Action taken will differ depending on the circumstances. For example, there is an existing project which provides short term support for victims to help them avoid becoming repeat victims and to give them the confidence to remain at home; the council may contact social services, or action may be taken to trace the perpetrator. In partnership with Police Scotland, South Lanarkshire Council will establish No Cold Calling Zones within the authority. Targeted promotion of ‘Buy with Confidence’ - the Trusted Trader Scheme with local tradesmen/businesses Measures: Number of referrals received from Banks and the Police Number of members on the Trusted Trader Scheme Number of No Cold Calling Zones Case study demonstrating impact one or more of these initiatives have had on the lives of older and vulnerable residents. 7.3. Equality outcome three To ensure that Education Resources has fully embedded the United Nations Convention on the Rights of the Child (UNCRC) in all our actions during 2025-2029. This is to ensure Education Services is aligned with the UNCRC (Incorporation) (Scotland) Bill. 259
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General duty: Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it, and Foster good relations between persons who share a relevant protected characteristic and persons who do not share it Article 2 states that every child has rights without discrimination of any kind, based on race, colour, gender, language, religion, ethnicity, disability or other status. Education Resources continues to support schools in understanding and celebrating the diversity of all pupils. Actions to achieve (1) Ensure there are mechanisms in place to capture the voice of children and young people when planning and delivering services Measures At school level, all schools will consult with pupils and incorporate their views into the School Improvement Plan. This will include a child friendly version. Schools will be supported to ensure all pupils can participate, including those pupils with English as an Additional Language and those with communication difficulties. Schools will make use of translation services and Alternative Aug- mentative Communication (AAC) where applicable. Education Services to have UNCRC Champions who advocate for and ac- tively increase children’s participation. Education Resources will lead on a project to ensure children and young peo- ple’s voices inform the council budget setting process and wider public ser- vices. Feedback will be provided to children and young people on the impact of their voices being heard. Actions to achieve (2) Carry out Children’s Rights Wellbeing Impact Assessments Measures Training for Staff across Education Resources to ensure there is a robust un- derstanding of the importance of Children’s Rights Wellbeing Impact Assess- ments Children’s Rights Wellbeing Impact Assessments should be carried out on all new legislation that impacts on children, not just for direct children’s services. Assessments will be carried out when we introduce or reduce services we de- liver to children. Children will receive feedback on the impact of their participation. CRWIA will be embedded into the corporate Integrated Impact Assessment (IIA) Model for council wide services. 260
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Actions to Achieve (3) • Put in place a Child Friendly Complaints procedures Measures • Revised Guidance to be created for a Child Friendly Complaints System. • The guidance to be published on South Lanarkshire Council Website and to be clearly displayed in schools. • Clear record to be kept of all child friendly complaints made including outcome feedback to child or young person • Activity to be reported as part of reporting requirement in UNCRC (Incorpora- tion) (Scotland) Act 2024 Actions to Achieve (4) Report on activity to be compliant with the measures in the Bill Measures We will encourage staff to recognise, record and report rights respecting prac- tice and achievements to support our reporting of children’s rights activity Rights respecting practice will be reported primarily through Education Re- sources Standards and Quality Report Activity to support the implementation of the UNCRC (Incorporation) (Scot- land) Act 2024 will be reported through the statutory reporting requirement of the act and embedded in our Children’s Services Plan reporting which is acknowledged nationally as good practice. Training webinar has been developed by Education Resources and is now live on Oracle Fusion learning and development platform. Staff from across public services being encouraged to use the resource Actions to achieve (5) Ensure that all children and young people have the opportunity to be aware of and understand their rights Measures Education will update its Making Rights Real curricular resource for embed- ding rights in the curriculum Training and awareness raising will be provided for staff on the use of the up- dated resource Opportunities to share practice of using the resource will be provided to staff across schools and ELC settings. 7.4. Equality outcome four Prevent homelessness occurring wherever possible thus reducing its impact General duty: Advance equality of opportunity between persons who share a relevant pro- tected characteristic and persons who do not share it, and 261
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Foster good relations between persons who share a relevant protected char- acteristic and persons who do not share it Protected characteristics Age - Older people, young people and children Disability - people with disabilities/long standing conditions Gender reassignment - trans/transgender identity – anybody whose gender identity or gender expression is different to the sex assigned to them at birth Sex - Gender Identity - women and men (girls and boys) and those who self- identify their gender Sexual orientation – lesbian, gay, bisexual, heterosexual/straight Socio-economic disadvantage: Low and/or no wealth – enough money to meet basic living costs and pay bills but have no savings to deal with any unexpected spends and no provision for the future Material deprivation – being unable to access basic goods and services such as financial products like life insurance, repair/replace broken electrical goods, warm home, leisure and hobbies. Actions to achieve (1): Increase the number of affordable homes for rent Measures Number of affordable homes added to the housing supply is increased in line with the Strategic Housing Investment Plan (SHIP) Number of new supply affordable housing suitable to meet particular needs (amenity and wheelchair accessible, in line with the SHIP targets Number of additional homes purchased through the council’s Open Market Purchase Scheme, in line with SHIP targets. Case studies to demonstrate the positive impact of a permanent home Actions to achieve (2): Continue to develop and implement approaches to prevent youth homelessness, with a particular focus on pathway approach to meeting the needs of care experienced young people Measures Number of young people accessing Housing Options services which prevent homelessness. Increase access to housing and tenancy sustainment services for care experienced young people. No. (%) of Housing Pathway Plans completed for care experienced young people No. of homeless presentations from young people is maintained or reduced Levels of homeless households among young people is maintained or reduced 262
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Case studies to demonstrate positive outcomes achieved for young people accessing Housing Options and Housing Support services Actions to achieve (3): Continue to deliver the SHORE Standards (Sustainable Housing on Release for Everyone), by providing appropriate support to individuals leaving prison with identified housing need. Measures No of people housed and provided with support on leaving prison Case studies to demonstrate positive outcomes achieved for those supported on release from prison Actions to achieve (4): Continue to develop and implement approaches to support victims of domestic abuse and prevent homelessness. Measures • No of Personal Housing Plans developed for victims of domestic abuse • Prepare and publish a domestic abuse policy setting out how tenants affected by domestic abuse will be supported with a view to preventing homelessness • Case studies to demonstrate the positive impact of Personal Housing Plans for victims of domestic abuse 7.5. Equality outcome five Improve health, care and wellbeing for the most vulnerable in the communities of South Lanarkshire. General duty: Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it. Foster good relations between persons who share a relevant protected characteristic and persons who do not share it. Protected characteristics Age - Older people, young people, and children Disability - people with disabilities/long standing conditions Gender reassignment - Trans/Transgender Identity – anybody whose gender identity or gender expression is different to the sex assigned to them at birth Marriage or Civil Partnership – people who are married or in a civil partnership Pregnancy and Maternity – woman who are pregnant and/or on maternity leave Race - people from Black, Asian and minority ethnic communities and different racial backgrounds Religion or Belief – people with different religions and beliefs including those with no beliefs Sex - Gender Identity - women and men (girls and boys) and those who self- identify their gender 263
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Sexual Orientation – lesbian, gay, bisexual, heterosexual/straight, other. Socio-economic Disadvantage: Low Income/Income Poverty – cannot afford to maintain regular payments such as bills, food, clothing Low and/or no wealth – enough money to meet basic living costs and pay bills but have no savings to deal with any unexpected spends and no provision for the future Material Deprivation – being unable to access basic goods and services such as financial products like life insurance, repair/replace broken electrical goods, warm home, leisure and hobbies Area Deprivation – where you live (rural areas), where you work (accessibility of transport) Socioeconomic Background – social class such as parents’ education, employment and income. Evidence: Information provided in this section has been sourced from National Records of Scotland. Data from Scotland’s Census has been considered in terms of disability. Age - Older population growth South Lanarkshire has an older population compared to Scotland as a whole, with a mid-point age of 44 years. This is important because the number of people aged 65 and over is expected to grow significantly by 22.0% in South Lanarkshire over the next decade. The population of those aged 75 or over is projected to increase by 50% by 2043. Impact As the older population increases, demand for services tailored to older adults will rise. If this is not sufficiently addressed the needs of this ageing demographic, including those who may require extra care, support, or adjustments in service delivery, could exacerbate inequalities, particularly in health and social care provision. Youth population decline Although the child population (0 to 15 years) is expected to decrease by 6.6%, this change might not be as impactful as the rise in older age groups, but it still reflects the demographic trend toward an ageing population and a decline in potential workforce across all sectors including social care. Disability - high prevalence of disability South Lanarkshire has just under a third of working-age adults (32.3%) identified as disabled under the Equality Act 2010. Long-term health conditions such as arthritis, cancer, diabetes, and epilepsy affect a significant portion of the population, with 22.1% of individuals reporting such conditions in 2022. Impact The design of services needs to consider the needs of those with learning disabilities, physical disabilities, mental health issues, and substance misuse problems. Given that a substantial portion of the population has long-term illnesses, 264
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any policy changes may disproportionately affect these individuals, particularly if services fail to meet their evolving needs. Additionally, the steady proportion of the population with multiple long-term conditions further underscores the need for carefully planned and accessible services for people with complex health needs. Race – the number of South Lanarkshire social care referrals 2021-2024 Ethnicity 2021/22 2022/23 2023/24 Asian 47 69 93 Black 10 26 18 Mixed 19 17 26 Not disclosed 47 132 128 Other 24 24 46 White 9920 11436 12373 Not known 1781 1915 2421 Total 11848 13619 15105 Impact Minority ethnic communities can experience additional barriers to accessing care. Some people who speak English as a second language or not at all will require to receive information about services and care in their first language. Health inequalities are patterned by ethnicity as well as by socioeconomic position and people from minority ethnic community groups generally experience poorer health outcomes than white Scottish and British people. This can be related to and exacerbated by access to, and experiences of, healthcare being impacted by racial discrimination or cultural barriers. Actions to achieve (1): Use technology enabled care to support people to live safely and independently within their community. Measures Transfer existing community alarm devices from analogue to digital to maintain service continuity and independence of service users In partnership with the Amazon Health Project, enable people to voice- activate their community alarm service through to the Digital Alarm Receiving Centre Explore opportunities to expand the short life Smart TV messaging service within residential services Case studies to demonstrate the positive impact of technology in maintaining independence and connecting people with their communities Actions to achieve (2): Provide service users and carers with choice to achieve healthy, active lives and reduce inequalities. Measures Deliver an intermediate care approach within Blantyre Life, supporting people to regain levels of independence following a hospital admission or time of crisis Reduce levels of reliance on Care at Home services through integrated reablement support from the Home Assessment Team 265
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Provide children, young people and adults with access to Self-directed Support (SDS), enabling choice and control over the way in which their care is arranged and delivered. Gather service user and carer feedback on their health and social care experiences through the Care Opinion platform. Provide assurance on the quality of registered care services through the monitoring of Care Inspectorate activity Measures Deliver an intermediate care approach within Blantyre Life, supporting people to regain levels of independence following a hospital admission or time of crisis Reduce levels of reliance on Care at Home services through integrated reablement support from the Home Assessment Team Provide children, young people and adults with access to Self-directed Support (SDS), enabling choice and control over the way in which their care is arranged and delivered. Gather service user and carer feedback on their health and social care experiences through the Care Opinion platform. Provide assurance on the quality of registered care services through the monitoring of Care Inspectorate activity Actions to achieve (3): Support people in the Justice system to integrate safely and effectively within their community. Measures Provide the Positive Futures initiative for Armed Forces to veterans who enter the Justice system Deliver early intervention with key partners in support of the prisoner early release programme Case studies to demonstrate the positive impact of partnership working to create a safer, fairer and more inclusive community. Actions to achieve (4): Promote social welfare and provide effective care and support to meet the needs of vulnerable children, young people and families. Measures Increase the membership of care experienced champions, focusing on the recruitment of younger champions, to ensure the views and opinions of all care experienced children and young people are heard. In partnership with Barnardo’s, support young people currently in continuing care placements to transition to independent living Work collaboratively with young people, parents and carers to develop the Family Support Hubs and encourage feedback through consultation and the use of Care Opinion. Provide a range of services and other autism-related supports through the Autism Resources Co-ordinations Hub (ARCH) Case studies to demonstrate positive outcomes achieved through collaborative working and engagement 266
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Measures Increase the membership of care experienced champions, focusing on the recruitment of younger champions, to ensure the views and opinions of all care experienced children and young people are heard. In partnership with Barnardo’s, support young people currently in continuing care placements to transition to independent living Work collaboratively with young people, parents and carers to develop the Family Support Hubs and encourage feedback through consultation and the use of Care Opinion. Provide a range of services and other autism-related supports through the Autism Resources Co-ordinations Hub (ARCH) Case studies to demonstrate positive outcomes achieved through collaborative working and engagement Measures Recommission independent services to ensure information, advice and support is available for people who provide care Provide information, advice and support in multilingual formats through commissioned services Engage, involve and represent carers from minority ethnic communities in local and national forums Case studies to demonstrate positive outcomes achieved for those carers who continue to care 7.6. Equality outcome six Protect vulnerable children, young people and adults - young people are supported by work to prevent the sale of tobacco and Nicotine Vapour Products (NVPs) to children (under 18s) which assists in the prevention of children taking up smoking. General duty: Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act. Protected characteristic: Age – particularly under 18s. However, it could also have an impact on other vulnerable groups such as disability; people with mental health issues, cognitive abilities impaired or learning disabilities. Disability - people with disabilities/long standing conditions Actions to Achieve (1): Tobacco and Nicotine Vapour Products enforcement Measures Number of underage sale test purchase visits Number of failed test purchases Number of fixed penalty notices issued Number of failures reducing over time 267
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7.7. Additional outcomes In addition to the specific Outcomes, outlined above for 2025-2029 the council will continue to mainstream equalities by working towards the outcomes in its 2022-2027 Council Plan, Connect. Examples of some of the work being undertaken is as follows: Remove barriers faced by British Sign Language (BSL) users to help make South Lanarkshire a great place for BSL users to live, work, visit and learn by continuing to action the shared Lanarkshire BSL plan and the local BSL plan for South Lanarkshire, which aims to deliver on the ten priorities of the national plan 2023 - 2029. Take ac of poverty and deprivation through the work of the South Lanarkshire Community Planning Partnership which aims to work with communities to deliver better services targeted at reducing poverty and tackling inequalities and deprivation across South Lanarkshire. Include people and recognise diversity across all aspects of planning. Actions to achieve this include the following: - o The Scottish Government’s reform of the planning system in Scotland resulted in the Planning (Scotland) Act 2019. A key outcome for the planning system is an increased emphasis on inclusion and recognition of diversity across all aspects of planning. A position statement published in late 2020 in relation to the direction of national planning policy advises that future places and spaces need to be considered through the lens of gender, ethnicity age and disability to ensure they are inclusive. It also points out that there will be new policies to encourage more people to get involved in planning to improve equality and eliminate discrimination. The legislation makes provision for communities to develop their own ‘local place plans’ and also promotes the concept of ’20-minute neighbourhoods’, where residential and employment opportunities and retail, health and other services will be easily accessible, reducing the need for travel. o These themes will be incorporated in government guidance and will influence planning policy at the local level, through development management procedures and the preparation of future local development plans. There will be increasing emphasis on community involvement and engagement in the planning process. The planning service in South Lanarkshire is already working jointly with the council’s Community Engagement team to explore new ways to ensure meaningful engagement with local residents and groups. Further policy and guidance on these issues, developed through engagement with service users and communities, will be included in the next local development plan and associated supporting planning guidance. Work and support women and girls affected by domestic abuse through the work of the Gender Based Violence Partnership. Equally Safe is Scotland’s strategy for preventing and eradicating violence against women and girls and it sets out a clear vision of: ‘a strong and flourishing Scotland, where all individuals are equally safe and respected, and where women 268
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and girls live free from all forms of violence and abuse – and the attitudes that help perpetuate it.’ South Lanarkshire’s Gender Based Violence Partnership (SLGBVP) is the mechanism to deliver on Equally Safe at a local, strategic level. The partnership is committed to working collaboratively with key partners in the public, private and third sector to prevent and eradicate all forms of violence against women and girls in South Lanarkshire. The partnership recognises that no agency alone has the resources, skills or reach to achieve the aims of Equally Safe. It is only by working between agencies that the council will successfully achieve the vision and aims of Equally Safe. SLGBVP is responsible for the development and implementation of policy, process and guidance as well as delivering a full suite of learning and development opportunities to support a multi-agency workforce in providing positive outcomes for those affected by GBV. In collaboration with South Lanarkshire Child Protection Committee, SLGBVP has implemented the Safe and Together Model. This child-centred model derives its name from the concept that children are best served when the council can work toward keeping them safe and together with the non-offending parent. The Model provides a framework for partnering with domestic abuse survivors and intervening with domestic abuse perpetrators in order to enhance the safety and well-being of children. A Safe and Together Steering Group has been established to oversee the ongoing implementation of the model, coordinating training for the multi-agency workforce, and carrying out an evaluation of the impact on professional practice and improved outcomes for children and young people affected by domestic abuse. The Partnership oversees the coordination, development, and evaluation of MARAC (Multi-Agency Risk Assessment Conference) which aims to reduce immediate and long-term risk for those affected by Domestic Abuse as well as reducing repeat victimisation. This is achieved by providing a robust multi-agency safety and support plan tailored to individual’s needs. South Lanarkshire Social Work’s Criminal Justice Services operates the Caledonian System, which consists of a behaviour programme for those convicted of domestic abuse offences, and support, safety planning and advocacy services for their partners and children. The aim of the programme is to reduce reoffending by addressing and challenging offender’s problematic behaviour patterns. Monitoring and evaluation of the Caledonian System is reported into the GBVP on a quarterly basis. SLGBVP has a robust quality assurance framework and action plan which involves monitoring and reporting on progress of the strategy and action plan and statistical information from a national and local perspective to Chief Officer’s Group, Safer South Lanarkshire Board and The Improvement Service. Representation from SLGBVP on South Lanarkshire’s Equality and Diversity Working Group will ensure that selected measures and outcomes are gender competent taking cognisance of the complexities and nuances associated with a gendered analysis of abuse. 269
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8. Equality reporting In addition to statutory reporting requirements, the council reports a wide range of workforce monitoring information to its Elected Members and Corporate Management Team (CMT) as follows: - Report Frequency of reporting Workforce monitoring reports CMT Monthly Resource Committees In line with committee cycle Executive Committee 6 monthly Employee, Equality, Diversity, and Inclusion Forum In line with meeting cycle Resource Parent Joint Consultative Committees (JCCs) In line with meeting cycle Local JCCs In line with meeting cycle If you would like this information in a different format or language, phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 270
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Interim 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 a further 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 next steps of this report, be noted; (2) that the initial phase of public consultation feedback be noted; and (3) that a final report on the proposed 10-Year Estate Strategy will be presented to the Executive Committee on 5 November 2025. 3. Background 3.1. As reported previously, 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. 3.2. Since March 2025, work has continued to progress on a review that will promote a strategic and outcome focussed methodology to Asset Management, with the key aim of securing approval for a 10-year Estate Strategy. This long-term approach 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. 3.3. When providing the report to the Executive Committee in March 2025, a commitment was made to provide a progress update to Committee in June 2025. The purpose of this report is to keep the Executive Committee updated. 4. Progress Update 4.1. The report presented to the Executive Committee in March 2025 advised that the approach to strategy development is split into three inter-related phases. 17 271
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4.2. Phase One is ongoing and is scheduled for completion by the end of June 2025. It comprises a comprehensive review of assets and properties within the Council’s public building estate. Using the proposed assessment and scoring criteria, assets will be categorised into either Core, Flex, or Tail using the following definitions: 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. Tail: Properties with consistently low scores across multiple criteria will be classified as 'Tail' assets. These properties will typically (but not universally) be considered suitable for disposal, demolition or repurposing. To this end, they will typically be maintained to a minimum standard until the future use is agreed, taking account of the wider needs and opportunities of the place. 4.3. Since March 2025, officers across all Resources have worked collaboratively to collate and analyse asset data and information, driving greater understanding of overall asset performance against the baseline criteria of cost effectiveness, sustainability, service deliver, place making, and use/utilisation. 4.4. To ensure that wider corporate and place making opportunities as well as the needs of services are captured, this analytical exercise is being supported by ongoing meetings with nominated leads across all Resources. 4.5. To provide consistency, transparency, and completeness across the asset assessment process, a series of standardised assumptions have been applied in instances where data was incomplete or unavailable. These assumptions underpin the robustness of the Estates Baseline information and ensure that all assets are evaluated on a comparable basis. In consultation with individual Resource Leads, the assumptions have been developed to reflect industry best practice, and local context. They are designed to support evidence-led decision-making and to ensure that the outputs of the assessment process remain objective and defensible. 4.6. Phase Two will explore and identify potential service transformation initiatives, making the case for investment. Using the information generated from Phase One, it will identify potential funding sources (in addition to the £24m agreed by Council) and create a potential list of prioritised real estate/project pipeline against each potential funding source, based on availability and achievability. 4.7. Phase Three is the development of the Estate Strategy and an associated 10-year Delivery plan. Subject to approval later this year, the final strategy will provide detailed objectives, timelines and financial projections and include future governance arrangements. 5. Development of Projects 5.1. By working with stakeholders across Resources, several potential initiatives will be identified to meets the Council’s vision of a smaller, better, greener estate. 272
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5.2. Whilst this is work in progress, examples of these projects will include: maximise use of all primary school halls as community ‘hall’ assets where appropriate the remodelling of other educational assets to better accommodate evening/weekend use reduction in the leisure estate through colocation and consolidation of services, including, were appropriate, lease acquisition of retail premises for suitable services reduction in the footprint of the office estate through refurbishment of Council owned assets to increase desk capacity supported by lease acquisition of for ‘Front Office’ spaces where required a potential reduction in leased office accommodation, maximising Council owned assets to increase desk capacity, subject to contract accelerated community asset transfer of pavilions consider rationalisation of depots into fewer, larger, better located sites, collocated across all relevant resources at a town/local level, we will look to consolidate any ‘tail’ or ‘low flex’ assets into higher quality retained assets with sufficient space adopting a ‘One Public Estate’ approach 5.3. Using evidence-based data to guide discussions, we will continue to engage with Resource leads to develop the scope and priority of projects into a clear pipeline, noting the timescales agreed for the deployment of the £24m of capital that is already agreed. The expectation is that that consultation with Resources will be complete by the end of July 2025. 6. Initial Stakeholder Consultation 6.1. In approving the report in March 2025, it was noted that 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. 6.2. Following the consideration of the Estates Strategy Review at Executive Committee on 22 April 2025, an initial, high-level public consultation exercise was launched. The consultation exercise ran until midnight on Friday 30 May 2025 and included a short survey which asked if people approved the approach being taken. This was always intended to be just the first stage of consultation, with further, more detailed exercises anticipated at key times as the review progressed. 6.3. The initial consultation showed general approval for the approach. With 298 responses, 96% of people agreed there was a need for the review and 68% agreed with the aims. 68% agreed that the outcome was likely to be a smaller estate, but one of higher quality and greater energy efficiency, while 69% agreed the review it was necessary to address the challenges of climate change and Net Zero. This feedback gives an initial sense of some community concerns which will help inform the next stage of public consultation. 273
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7. Next Steps 7.1. 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 continue to engage with Resources and stakeholders across the Council and South Lanarkshire Leisure and Culture (SLLC) 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. The next round of Resource consultation meetings will take place throughout July 2025 to help inform initial proposals. 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 provide clear structure and funding routes for larger investments, enabling informed decisions about the Council’s pathway to net zero. This work stream criteria will feed into Core, Flex and Tail decisions within the final report. 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. The next phase of Resource consultation during July 2025 will include Scottish Futures Trust to ensure we are covering options around the best possible place making decisions including maximising the use of building across all available times. 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?’. An initial draft Estate Strategy will be prepared by the end of July 2025 for review and wider consultation. 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. 274
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The plan will explore potential funding opportunities and set out a prioritised list of investment interventions required to realise the asset management plan. An initial draft Delivery Plan will be prepared by the end of July 2025 for review and wider consultation. Consultation Shaping new futures in existing places requires a mix of engagement methods. The initial consultation exercise concluded on 30 May 2025 with the feedback detailed in section 6. The next round of public consultation will be held over the summer once proposals are developed. Presentation of Final Report to Executive Committee It is expected that a final Estate Strategy and Delivery Plan will be available for review by the end of September with a final report being presented to Executive Committee in November 2025. 8. Employee Implications 8.1. There are no immediate employee implications at this stage however if the final proposal moves towards a smaller, higher quality Estate then there may be employee implications at that stage. 8.2. Trade Unions will be updated on the progress of the Estate Strategy through the Joint Trades Union Council (JTUC) Executive. Once employee implications are known consultation will take place through the Partnership Working arrangements. 9. Financial Implications 9.1. The financial implications of this exercise have not yet been quantified either in terms of savings realised from rationalising the number of buildings, or in terms of any additional costs of investment in the buildings being retained. These financial implications will be identified through the next phases of the review programme. 9.2. To meet any costs of investment in the estate, the Council has earmarked £24 million, with initial spend anticipated to commence in 2026/2027. 10. Climate Change, Sustainability and Environmental Implications 10.1. 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 10.2. 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. 275
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10.3. 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 11. Other Implications 11.1. 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. 11.2. 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. 11.3. It should also be noted that the Estates Review Strategy is interlinked to the Corporate savings and efficiencies and has a direct link to the South Lanarkshire Leisure and Culture Commission Plan, which is also being presented at Executive Committee on 25 June 2025 for approval. 12. Integrated Impact Assessment and Consultation Requirements 12.1. 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 at the appropriate time. 12.2. Trade Union consultation will take place as detailed in section 8. Sharon Egan Interim Executive Director (Housing and Technical Resources) 4 June 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Caring, connected, sustainable communities. Previous References None List of Background Papers Draft SLLC Commissioning Plan 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 276
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Commercial Opportunities Update 1. Purpose of Report 1.1. The purpose of the report is to:- ♦ provide an update on the work being undertaken to explore commercial opportunities for the Council 2. Recommendation(s) 2.1. Committee is asked to approve the following recommendation(s):- (1) that the work being undertaken to explore commercial opportunities be noted, specifically in relation to Town Centre activity, Langlands West and Film and TV Opportunities. 3. Background 3.1. The medium-term position regarding the Council’s budget remains challenging and, therefore, the Council needs to consider commercial opportunities to generate income and reduce revenue costs where possible. This report sets out the various opportunities which have/are being explored by the Head of Enterprise and Sustainable Development. 3.2. It is worth highlighting that due to legislative changes, the Council is prohibited from investing in commercial opportunities purely for financial gain. Instead, any investment must be linked to economic/regeneration outcomes. 4. Town Centre Regeneration 4.1. Civic Centre, East Kilbride 4.1.1. Working with colleagues in Property, Finance and Legal Services, Enterprise and Sustainable Development had prepared proposals for a 130,000sqft Grade A office development for an occupier on the Civic Centre site in East Kilbride. Heads of Terms had also been agreed with an investor who would deliver the project once ‘preferred developer status’ had been confirmed. The Heads of Terms would have secured a capital receipt for the site, taking account of the demolition costs of the building. 4.1.2. As reported to this Committee previously, the occupier is no longer seeking a new build development but instead has committed to remain in their existing premises for the foreseeable future. Whilst this opportunity would have realised a modest capital receipt for the Council, it would have also removed a liability and acted as the catalyst for the redevelopment of the wider town centre. 18 277
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4.1.3. Taking advantage of the work undertaken on this project, the site was marketed on behalf of the Council by Avison Young with a number of expressions of interest received. At the closing date on 30 January 2025, one offer was received for a 45,000sqft retail store which required the Council to provide a cleared site for development. This would involve the demolition of the existing Civic Centre ahead of any new ‘civic hub’. This would be challenging in respect of replacement office accommodation for Council staff, commitments made for the Ballerup Hall and the relocation of the existing data centre which serves a numbers of Council facilities. 4.1.4. This exercise does, however, demonstrate potential market value in the site. A further marketing exercise will be undertaken as the ‘civic hub’ comes to fruition. 4.2. East Kilbride Shopping Centre 4.2.1. On 13 September 2023, Committee approved the East Kilbride Town Centre Masterplan as the basis for the future strategic approach to investment. Heads of Terms for the transfer of the Centre West site have been agreed with the Administrators, Interpath, which was agreed at Executive Committee in May 2024. Subject to final contract with Interpath, the site will transfer to the Council on 30 December 2025, paving the way for demolition and redevelopment of the site. External advisors have been procured to support the delivery of this complex project. 4.2.2. Enterprise and Sustainable Development, together with colleagues in Property, Housing, Corporate and Finance are working on several workstreams including: ♦ legal contracts and vacant possession of Centre West ♦ demolition strategy and procurement of contractor (which is currently out to the market) ♦ design development of a ‘Civic Hub’ ♦ development strategy for new residential neighbourhood 4.2.3. The design team including property agents are considering the details for the development of the residential area including density, market interest and resultant land values. Consideration is also being given to the delivery model for realising this development including disposal of plots, joint venture arrangements and investor opportunities. A further report will be brought to Committee on the preferred delivery model in due course. 4.2.4. An Outline Business Case was approved by Executive Committee in December 2024 and subsequently approved by Glasgow City Regional Cabinet in February 2025 for the re-allocation of £32.2m from the Stewartfield Way Project to East Kilbride Town Centre, giving a total project value of £50.3m and approval for the project. 4.3. Hamilton Town Centre 4.3.1. In February 2024, Committee approved the Hamilton Town Centre Masterplan which includes proposals for the New Cross Centre, which the Council owns, and the Regent Centre, which the Council holds the ground lease. 278
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4.3.2. Colleagues in Property are working toward securing vacant possession of the remaining leases within the New Cross Centre prior to the Centre’s closure. Enterprise and Sustainable Development are preparing proposals and a delivery model for the redevelopment of the site for residential development. A team is also currently being procured to facilitate the demolition of the Centre. 4.3.3. The current owner of the Regent Shopping Centre has marketed the site as a ‘substantial mixed use development opportunity’ which has resulted in offers being received and a preferred developer being identified. Subject to due diligence, this acquisition is likely to conclude by June 2025 and, to this end, the Executive Committee on 30 April 2025, agreed to the assignation of the Centre by the current tenant Martation Limited to Parial Limited. Parial Limited has intimated to the Council that they would be seeking for the renunciation of the Council’s ground lease in order to secure development of the wider site. Consideration needs to be given as to whether the renunciation of the ground lease gives Best Value to the Council. Officers will consult with legal and commercial advisors on the options open to the Council and the best way to deliver the objectives of the masterplan while ensuring best value. A further report will be provided once this exercise is completed. 5. Inward Investment 5.1. In February 2024, Community and Enterprise Resources Committee approved the Inward Investment Strategy for South Lanarkshire. Since then, a new dedicated website ‘Invest South Lanarkshire’ has been launched which provides a platform for marketing sites and attracting investment. Invest South Lanarkshire | Property, Land, TV and Film Investment 5.2. A ‘One Stop Shop’ approach has been established for engaging with developers, agents and investors with enquiries being monitored and tracked which are also now reported to Community and Enterprise Resources Committee. 5.3. In February 2025, the UK Government sought ‘Expressions of Interest’ (EOI) for Artificial Intelligence (AI) Growth Zones. At the same time, the Council was approached by several developers in respect of the Langlands West site in East Kilbride for a data centre development. In response to market interest, the Council submitted EOI’s for Langlands West and Clydebridge in Cambuslang (the latter in conjunction with Scottish Enterprise and Clyde Gateway). A closing date for formal proposals was set for 31 May 2025 and it is understood a developer has submitted a bid for a number of sites in North and South Lanarkshire. Separately, the Council has also appointed property agents, Savills to market the Langlands West site as a data centre location. A number of developers/companies have expressed an interest with a closing date set for end June 2025. 5.4. Community and Enterprise Resources commissioned a Land and Property Market Analysis which was reported to Community and Enterprise Resources Committee in November 2024. This analysis identifies opportunities for industrial commercial development across South Lanarkshire with specific opportunities for the Council which is now being developed. 279
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5.5. This work has also been the catalyst for a similar analysis undertaken by Glasgow City Region which looked at commercial development opportunities across the region in which South Lanarkshire feature prominently. This has led to a new regional project being developed to create new industrial/commercial space. In this regard, the Council has been awarded £11m to develop commercial/industrial space by 2030 and the Executive Committee approved at its meeting on 28 May, the allocation of funding for the following projects: ♦ Cathcart Road Net Zero Industrial Units – Estimated project value £2.1m delivered by SLC providing a rental income ♦ Red Tree Labs, Shawfield – Estimated project value £17m (delivered by Clyde Gateway subject to funding from Clyde Gateway, Scottish Enterprise, and GCR) creating 3,700sqm of office and lab space and supporting 244 jobs ♦ Industrial Unit Retrofit – Estimated project value £0.963m providing an upgrade Council industrial unit 5.6. Enterprise and Sustainable Development will continue to develop a suite of shovel ready projects which will allow the Council to react effectively to market interest and future funding opportunities through either internal funds or more likely Scottish or UK Government funding. The delivery of projects could be via a variety of models depending on the individual circumstances including, Council development, partnership working / joint ventures, gap funding / grant support. All proposals will be subject to appropriate committee approval / delegated authority. 6. Film and TV Opportunities 6.1. Film and TV opportunities for Lanarkshire have until 2024 been co-ordinated by North Lanarkshire Council which has resulted in this Council being in a more reactive position. 6.2. In order to take a more proactive approach to these opportunities and also to promote South Lanarkshire, Enterprise and Sustainable Development is now leading on this activity. In recent months, Enterprise and Sustainable Development have secured a number of film and television productions: ♦ EE Commercial – Council HQ ♦ BBC Children in Need – Paddy McGuiness Cycle Challenge ♦ Who Do You Think You Are? – filming on location in Leadhills ♦ Half Man Production – new six-part drama from Baby Reindeer writer Richard Gadd. Filming took place in East Kilbride Civic Centre ♦ McDonald’s commercial In East Kilbride – in development 6.3. Income generated from these productions was £50,000. Film and TV opportunities will continue to be sought over the coming year, and consideration will be given to whether income can support an additional post, which would be subject to future approval. 6.4. A separate report is being prepared for Community and Enterprise Resources Committee providing greater detail on this area of work and the opportunities it affords. 280
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7. Renewable Energy 7.1. Working with colleagues in Housing and Technical Resources, discussions are taking place with Scottish Water regarding the establishment of a heat network for the Bothwell Road/Almada Street area. Further details will be brought forward in due course, including any potential revenue savings. 7.2. Separately, officers are exploring renewable generation opportunities in Lanark, Hamilton and East Kilbride with the first step being the technical feasibility of the projects and potential grid connections or ‘private wire’ opportunities to Council properties. 7.3. Officers have also been discussing with a windfarm operator, opportunities to generate energy and/or realise an income stream. In this regard, this could be considered at odds to the general powers of competence. 7.4. Officers are continuing to explore commercial delivery models for electric vehicle charging to be rolled out across Glasgow City Region. 8. Next Steps and Timescales 8.1. There are a number of opportunities being explored or being realised which have varying timelines. Separate reports will be brought to Committee as opportunities crystalise, and approvals sought. 9. Employee Implications 9.1. Opportunities are being led by officers within the Enterprise and Sustainable Development Service. 10. Financial Implications 10.1. The opportunities being explored aim to ultimately generate income for the Council and in the short to medium term contribute to future year’s budget strategies. 11. Climate Change, Sustainability and Environmental Implications 11.1. All projects will be taken forward in line with the Council’s sustainability objectives. 12. Other Implications 12.1. A number of the opportunities being explored have current and future liabilities for the Council which require to be mitigated. Disposal and redevelopment must be actively considered which may incur some upfront expenditure which will be subject to future approvals. 13. Integrated Impact Assessment and Consultation Requirements 13.1. Integrated Impact Assessments will be undertaken as projects are developed. 13.2. Consultations have taken place with a number of Resources and will continue to do so as projects are developed. The town centre masterplan activity has also been subject to extensive community consultation. David Booth Executive Director (Community and Enterprise Resources) 4 June 2025 281
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Link(s) to Council Values/Priorities /Outcomes ♦ Ambitious, self-aware and improving ♦ Fair, open and sustainable ♦ We will work towards a sustainable future in sustainable places ♦ Thriving business, fair jobs and vibrant town centres Previous References ♦ Commercial Opportunities Report, Executive Committee, 11 December 2024 ♦ Commercial Opportunities Report, Executive Committee, 24 January 2024 ♦ Hamilton Town Centre Masterplan, Executive Committee, 21 February 2024 ♦ East Kilbride Town Centre Masterplan, Executive Committee, 13 September 2023 ♦ Recommendations Referred by Community and Enterprise Resources Committee, Executive Committee, 8 May 2024 ♦ Glasgow City Region City Deal – Centre West, East Kilbride Outline Business Case, Executive Committee, 11 December 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: Alison Brown, Head of Enterprise and Sustainable Development Ext: 4700 alison.brown@southlanarkshire.gov.uk 282
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Report Agenda Item Report to: Executive Committee Date of Meeting: 25 June 2025 Report by: Chief Executive Subject: Resource Plans and Connect Reporting 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with the Resource Plans for 2025/2026, for noting, together with an indication of how the Council Plan, Connect, will be reported in the 2025/2026 financial year [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [] (1) that the Resource Plans 2025/2026, prepared in line with the corporate guidance, be noted; and (2) that the reporting intention in relation to Connect, summarised at Section 5 of this report, be noted. 3. Background 3.1. This report presents the suite of Resource Plans 2025/2026. These plans are submitted to the relevant Resource Committee for approval and can be accessed at the following link: Plans and progress - South Lanarkshire Council. This report also provides an indication of how the Council Plan, Connect, will be reported in the 2025/2026 financial year. 4. Resource Planning Process 2025/2026 4.1. The Resource Plans for 2025/2026 were prepared in line with corporate Resource Planning guidance and template. 4.2. As part of the Resource Planning process, Resources undertake a horizon-scanning and situational-awareness exercise covering Social Change, Legislation and Policies; Areas for Improvement, including Local Government Benchmarking Framework (LGBF), customer views and external inspection results; and other triggers for action such as top risks. 4.3. From this exercise, a maximum of ten topics are selected as key areas of focus for inclusion and development in the Resource Plans. The key areas are shown in table 1 below and are provided to give Committee an overview of the most significant Resource Plan issues identified for 2025/2026. 19 283
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Table 1: Key areas of focus in Resource Plans 2025/2026 CER • Local Development Plan • Cost of living crisis • Economic Development and Renewal/Town Centre Regeneration • External Funding • Glasgow City Region City Deal • Deliver effective employability services to support individuals and business • Sustainable Development and Climate Change • Circular Economy • Local Transport Strategy • Health and Wellbeing • Free school meals roll out • Legislative and Policy Changes EDR • Children’s rights in Education • Health and wellbeing • Inclusion, Equity and Equality • The Curriculum, strategic leadership and professional practice • Safe and respectful environments • Climate justice and Sustainability FCR • Cost of living crisis • Financial Strategy • Involving our Communities • Strategic Workforce Planning • Oracle Fusion • Strategic digital developments • Sustainable development and climate change • Continued development of the council transformation programme • Customer engagement • Digital transformation HTR • Cost of living crisis • Housing to 2040 • Financial Considerations • Severe pressure on Homelessness services • Continuing to improve the supply and availability of housing • Provision of Services to Gypsy/Travellers • Health and Social Care • Development of Integrated Housing and Property Management System • Health and Safety • Sustainable development and climate change • Refugee re-settlement programme and asylum dispersal SWR • Challenges and service demand • Regulation and inspection of services • Recruitment and retention • Justice • Children, young people and families • South Lanarkshire University Health and Social Care Partnership • Cost of living crisis • Social Work IT system replacement • National Social Care Reform • Sustainable Development and Climate Change 284
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4.4. The cost of living crisis features as the main challenge in the year ahead in most Resource Plans. Financial considerations and sustainability and climate change feature strongly, as does tackling inequalities and achieving equity in the aftermath of Covid-19. Other topics which feature across a number of Plans include service transformation and efficiencies, health and wellbeing, and engagement with communities. 5. Resource Plans – Outcomes, Measures and the Link to Connect 5.1. Resources have used the six Connect outcomes to generate their own Resource outcomes, supported by a range of actions and measures. Recognising that the Council continually aims to improve and ensure effective and efficient use of resources, additional actions and measures have been developed under the heading Delivering the Plan and achieving Best Value. 5.2. Table 2 below shows the number of measures from each Resource Plan selected to be reported against Connect. The figures for 2025/2026 are based on the Resource Plans 2025/2026. Table 2: Number of measures from Resource Plans selected to be reported against Connect Number of measures 2023/24 2024/25 2025/26 Community and Enterprise 49 53 60 Education 64 44 52 Finance and Corporate 32 37 41 Housing and Technical 68 70 88 Social Work 28 27 24 TOTAL (Resource Plans) 241 231 265 Council Plan, Connect 70 61 66 (Note – 2025/2026 figures correct per Resource Plans as at May 2025; the final number of measures may vary following internal verifications and cross-checks.) 5.3. As part of the performance reporting arrangements Connect progress reports will be presented to the Performance and Review Scrutiny Forum for monitoring at the mid- year point (Quarter 2) and at the end of the financial year (Quarter 4). 6. Next Steps 6.1. Committee is asked to note the suite of Resource Plans 2025/2026, and that progress reports will be taken to the appropriate Resource Committees for monitoring at Quarter 2 and Quarter 4. 7. Employee Implications 7.1. There are no direct employee implications. 8. Financial Implications 8.1. There are no direct financial implications. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 285
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9.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 10. Other Implications 10.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. Consultation was undertaken internally with Resources through the annual Resource Planning process and associated guidance. Paul Manning Chief Executive 27 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Community and Enterprise Resources Committee – 13 May 2025 Housing and Technical Resources Committee – 14 May 2025 Education Resources Committee – 10 June 2025 Social Work Resources Committee – 11 June 2025 Finance and Corporate Resources Committee – 11 June 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 286