Agenda Document Pack - Executive Committee - 27/08/2025
South Lanarkshire Council · 27 August 2025
Back to Executive Committee — 27 August 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, 19 August 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, 27 August 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 25 June 2025 submitted for approval as a correct record. (Copy attached) 5 - 20 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 4 - 1 April 2025 to 11 July 2025 Report dated 30 July 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 21 - 26 4 Capital Budget 2025/2026 and Monitoring for Period 4 - 1 April 2025 to 11 July 2025 Report dated 30 July 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 27 - 36 5 Update to Funding Report dated 30 July 2025 by Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 40 Item(s) for Decision 6 Local Action Fund - Further Spend Proposals Report dated 30 July 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 41 - 46 7 Administration and Approval of Firework Control Zones in South Lanarkshire Report dated 28 July 2025 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 47 - 52 8 Consultation on the Scottish Fire and Rescue Service’s Service Delivery Review Report dated 7 August 2025 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 53 - 62 9 Land and Property Transfers and Disposals Report dated 30 July 2025 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 63 - 66 Item(s) for Noting 10 South Lanarkshire Local Housing Strategy Annual Review 2024/2025 Report dated 6 August 2025 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 67 - 76 2
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11 South Lanarkshire Council Response to Pre-budget Scrutiny Call for Views on Responding to Long-Term Fiscal Pressures Report dated 5 August 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 77 - 90 12 Care Reform (Scotland) Act – Update Report dated 15 August 2025 by the Director, Health and Social Care. (Copy attached) 91 - 94 13 Good Food Nation Plan and Call for Evidence Report dated 30 July 2025 by the Chief Executive. (Copy attached) 95 - 102 14 Council Complaints Report: SPSO Annual Overview 2024/2025 Report dated 6 August 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 103 - 112 15 Membership Changes Report dated 13 August 2025 by the Chief Executive. (Copy attached) 113 - 114 Urgent Business 16 Urgent Business Any other items of business which the Chair decides are urgent. Exclusion of Press and Public 17 Exclusion of Press and Public It is recommended that the Committee makes the following resolution:- "That, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it is likely that there will be disclosure of exempt information in terms of Paragraphs 6 and 9 of Part I of Schedule 7A of the Act." Item(s) for Decision 18 Langlands West – Marketing for AI/Data Centre Opportunity • Exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act • Exempt information in terms of Paragraph 6 of Part I of Schedule 7A of the Act For further information, please contact:- Clerk Name: Tracy Slater 3
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Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 4
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EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 25 June 2025 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Robert Brown, Councillor Andy Carmichael, Councillor Ross Clark, Councillor Gerry Convery (Depute), Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Margaret Cowie (substitute for Councillor Davie McLachlan), Councillor Maureen Devlin, Councillor Celine Handibode (substitute for Councillor Gavin Keatt), Councillor Martin Hose (substitute for Councillor Richard Nelson), Councillor Cal Johnston-Dempsey (substitute for Councillor Maureen Chalmers), Councillor Susan Kerr, Councillor Eileen Logan, Councillor Katy Loudon, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Lesley McDonald, Councillor Elaine McDougall (substitute for Councillor Gladys Ferguson-Miller), Councillor Mark McGeever (substitute for Councillor Norman Rae), Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor John Ross, Councillor David Shearer, Councillor Margaret B Walker Councillors' Apologies: Councillor Maureen Chalmers, Councillor Gladys Ferguson-Miller, Councillor Elise Frame, Councillor Gavin Keatt, Councillor Ross Lambie, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Norman Rae Attending: Chief Executive’s Service P Manning, Chief Executive; J Kerr, Community Engagement Manager; T Little, Head of Communications and Strategy Community and Enterprise Resources A Brown, Head of Enterprise and Sustainable Development; G Simpson, Partner Liaison Manager Education Resources A Donaldson, Interim Executive Director Finance and Corporate Resources J Taylor, Executive Director; K McLeod, Administration Assistant; M Milne, Head of Personnel Services; T Slater, Administration Adviser; I Strachan, Head of Administration and Legal Services Housing and Technical Resources J Fernie, Homelessness and Housing Support Manager; C Jardine, Head of Property Services; G McParland, Property Manager (Assets and Estates); C Mitchell, Interim Head of Housing Services Health and Social Care/Social Work Resources L Purdie, Head of Children and Justice Services Chair’s Remarks The Chair advised that he had received a request, in terms of Standing Order No 4(c), to consider an item of urgent business in relation to school transport. The Chair ruled that he would not be accepting this request as he did not consider the matter to be urgent. The Chair further advised that, following a request by the Chair of the Education Resources Committee, a briefing on the issue would be circulated to all members this week. In response to a Point of Order made by Councillor Loudon, at the invite of the Chair, the Head of Administration and Legal Services advised that he was content with the Chair’s approach being in accordance with the Council’s Standing Orders on Procedures. 2 5
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1 Declaration of Interests No interests were declared. Councillors Johnston-Dempsey and Devlin made a transparency statement in relation to item 9 of the agenda, Local Action Fund – Spend Proposals, as they volunteered with Bothwell Futures. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 28 May 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Revenue Budget Year-End 2024/2025 A report dated 3 June 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the overall financial position of the Council’s General Fund Revenue Account and Housing Revenue Account for the period 1 April 2024 to 31 March 2025. Information was provided on:- the year-end outturn position across Resources, Corporate Items, Loan Charges and Council Tax, which was an underspend of £0.548 million after proposed transfers to reserves the proposed adjustment to the transfers to reserves of £45.580 million, approved as part of the probable outturn, to include £1.828 million to reflect the year-end position proposed year-end transfers to reserves of £9.023 million the retention of underspends for use by South Lanarkshire Leisure and Culture and the Integration Joint Board, as outlined in the report the proposed transfer of unused Empty Property Relief money to the Insurance Fund the proposed use of the £0.548 million underspend to support the Winter Wishes Strategy in 2025/2026 (£0.040 million) and the pay award (£0.508 million), leaving a breakeven position the Housing Revenue Account (HRA) breakeven position after a transfer from reserves Officers responded to members’ questions in relation to various aspects of the report. The Executive Director (Finance and Corporate Resources) undertook to provide members with:- information on the costs related to storms once there was a final position a copy of the Reserves report that would be going to the Finance and Corporate Resources Committee following the summer recess The Committee decided: (1) that it be noted that across Resources, Corporate Items, Loan Charges and Council Tax, there was a year-end underspend of £0.548 million, after proposed transfers to reserves, as detailed in Section 4 and Appendix 1 of the report; (2) that the Probable Outturn transfers approved by Committee be revised to £47.409 million (previously £45.580 million), as detailed in Appendix 3 of the report; (3) that the additional year-end transfers to reserves totalling £9.023 million, as detailed in Appendix 4 of the report, be approved; 6
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(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, as detailed in Section 4.5 of the report; (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 use in future years, as detailed in sections 4.6 and 4.7 of the report; (6) that the monies previously set aside for Empty Property Relief which was no longer required (£0.700 million) be transferred to support the cost of Insurance, as detailed in section 4.16 of the report; (7) that the £0.548 million underspend, after proposed transfers to reserves, be allocated to Winter Wishes (£0.040 million) and to support the Pay Award (£0.508 million), as detailed in section 4.20 of the report; (8) that the resulting breakeven position for the Council for 2024/2025, as detailed in section 4.23 of the report, be noted; and (9) that the breakeven position on the Housing Revenue Account, as detailed in Section 5 of the report, be noted. [Reference: Minutes of 30 April 2025 (Paragraph 3)] 4 Revenue Budget Monitoring for Period 2 - 1 April to 16 May 2025 A report dated 3 June 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the overall financial position of the General Fund Revenue Account and the Housing Revenue Account for the period 1 April to 16 May 2025 and a forecast for the year to 31 March 2026. The report and associated appendices provided information on the:- projected outturn for 2025/2026 for the Council’s General Fund Revenue Account General Fund Account for the period to 16 May 2025 following key budget areas, including proposed transfers to reserves:- 2025/2026 investments loans fund review employer National Insurance contributions Children and Family Services teacher numbers additional support for learning pay award assumptions Housing Revenue Account position Following a member’s question, the Executive Director (Finance and Corporate Resources) gave an undertaking to provide the member concerned with information on the estimated cost of the increase in employer National Insurance contributions for South Lanarkshire Leisure and Culture (SLLC), which had been built into SLLC’s budget. The Committee decided: (1) that the projected breakeven position on the General Fund Revenue Account for 2025/2026, as outlined in section 4.1 of the report, and the actual spend as at 16 May 2025, as detailed in Appendix 1 of the report, be noted; 7
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(2) that the proposed transfers to reserves, as outlined in sections 4.3 and 4.4 of the report, be approved; and (3) that the projected breakeven position on the Housing Revenue Account for 2025/2026, and the actual spend as at 16 May 2025, as detailed in section 5 and Appendix 2 of the report, be noted. [Reference: Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 2)] 5 Capital Budget Monitoring Final Outturn – 2024/2025 A report dated 4 June 2025 by the Executive Director (Finance and Corporate Resources) was submitted on:- the outturn position of the General Services and Housing Capital Programmes for the year ended 31 March 2025 the projects, expressed in financial terms, which had been carried forward into 2025/2026 Total spend on the General Services Capital Programme 2024/2025, as detailed in Appendix 1 to the report, amounted to £54.652 million. This compared to the budget of £69.832 million and resulted in an underspend of £15.180 million. This would be carried forward to the 2025/2026 financial year. Details were provided in Appendix 3 on the reasons for the underspend and those projects that would continue into 2025/2026. Information was also provided on the year-end accounting adjustments. The Housing Capital Programme 2024/2025, as detailed in Appendix 4 to the report, totalled £77.248 million, with actual expenditure amounting to £71.544 million, an underspend of £5.704 million. Details were given on the reasons for the underspend, which would be carried forward to the Capital Programme 2025/2026. The Executive Director (Finance and Corporate Resources) responded to members’ questions on various aspects of the report. The Committee decided: (1) that the outturn on the 2024/2025 General Services Programme of £54.652 million, as detailed in section 5.1 of the report, be noted; (2) that the underspend of £15.180 million of General Services Capital Programme be carried forward into 2025/2026, as detailed in section 6.3 of the report; (3) that the outturn on the 2024/2025 Housing Capital Programme of £71.544 million, as detailed in section 7.2 of the report, be noted; (4) that £5.704 million of Housing Capital Programme be carried forward into 2025/2026, as detailed in section 7.3 of the report; and (5) to note that the level of overall spend anticipated in 2025/2026, for both the General Services and Housing Capital Programmes, was the subject of a separate report to this Committee, as detailed in sections 6.4 and 7.3 of the report. [Reference: Minutes of 30 April 2025 (Paragraph 4) and Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 3)] 8
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6 Capital Budget 2025/2026 and Monitoring for Period 2 - 1 April to 16 May 2025 A report dated 4 June 2025 by the Executive Director (Finance and Corporate Resources) was submitted on:- consolidation of capital budget monitoring to give a Council-wide summary of the 2025/2026 Capital Programme, including 2024/2025 carry forward progress on the Capital Programme for the period 1 April to 16 May 2025 At its meeting on 26 February 2025, the Council agreed a General Services base budget for 2025/2026 amounting to £60.216 million. Since the approval of this programme, the financial year end and additional funding received had resulted in a revised General Services base budget position for 2025/2026 of £64.188 million. Details relating to this were provided in appendices 2 and 3 to the report. Since the budget was approved in February 2025, Resources had submitted proposed adjustments totalling £3.909 million. A detailed breakdown of those proposals was provided in Appendix 1 to the report and, if approved, the total capital spending programme for 2025/2026 would be £68.097 million. Appendix 3 summarised the programme spend and funding for the General Fund. Budget for the period amounted to £2.807 million and, as at 16 May 2025, £0.560 million had been spent. The Housing Capital Programme for 2025/2026 amounted to £85.948 million. Following carry- forward and other adjustments, a revised Housing Capital Programme of £87.540 million was proposed. Budget for the period amounted to £2.462 million and, as at 16 May 2025, £2.462 million had been spent. The position on the General Fund Capital Programme and the Housing Capital Programme would be monitored by the Financial Resources Scrutiny Forum. Following a request from Councillor Robb, officers from Roads and Transportation Services would provide information on the Active Travel funding projects. The Committee decided: (1) that the position of the General Fund Capital Programme, as detailed in section 4 of the report, and the Housing Capital Programme, as detailed in section 5 of the report, be approved; (2) that the adjustments to the General Fund programme, listed at Appendix 1 of the report, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 3)] 7 Employee Workforce Monitoring Information - 1 April 2024 to 31 March 2025 Yearly Summary A report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources) was submitted on workforce monitoring information relating to the Council for the period 1 April 2024 to 31 March 2025, as follows:- attendance statistics occupational health statistics 9
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accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases employee development labour turnover/analysis of leavers and exit interviews recruitment monitoring Staffing Watch as at 8 March 2025 The Committee decided: that the report be noted. [Reference: Minutes of 26 June 2024 (Paragraph 8)] 8 2026/2027 to 2027/2028 Revenue Budget Strategy A report dated 6 May 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the Budget Strategy for 2026/2027 to 2027/2028. Information was provided on:- the anticipated budget gap for years 2026/2027 to 2027/2028, including information on the Government Grant and the impact of budget decisions taken during the 2025/2026 budget setting process the programme of Transformational Reviews ongoing across the Council how an increase in Council Tax could impact the budget gap the proposed timeline for the next steps of the budget the annual review of the Reserves Strategy financial management and resilience communication and engagement with elected members and the public the risks for the budget In response to questions from Councillor Loudon, the Chair confirmed that:- an update on the number 65 bus service would be included in the briefing paper on school transport to be circulated to members this week the briefing paper would not be marked confidential and could assist councillors in dealing with enquiries from constituents The Chief Executive also confirmed that a final figure on the estimated savings in relation to school transport would be included in the briefing. The Committee decided: (1) that the Revenue Budget position for 2026/2027 to 2027/2028, as detailed in section 4 and Table 1 of the report outlining the Budget Gap of £24.273 million, be noted; (2) that the potential increase of the budget gap to £42 million, due to the pay award, as detailed in section 4.10 to 4.15 of the report, be noted; (3) that the programme of Transformational Reviews, as detailed in Section 5 of the report, be noted; (4) to note that, in arriving at the Budget Gap, no account had been taken of any increase in Council Tax, as detailed in section 6.1 of the report; 10
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(5) to note that a strategy around increasing Council Tax could contribute to reducing the Budget Gap, as detailed in section 6 of the report; (6) that the summary and next steps, including a timeline, as outlined at section 7 of the report, be approved; and (7) that the risks, as detailed at section 15.3 of the report, be noted. [Reference: Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 2)] 9 Local Action Fund – Spend Proposals A report dated 17 June 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the proposed spend of the Local Action Fund which had an allocation of £50,000 for each of the Council’s 20 geographical wards. The allocation of £50,000 to each of the Council’s 20 geographical wards had been approved by the Council at its meeting on 26 February 2025. Members had been issued with guidance to assist in the process of considering how the monies could be spent and were encouraged to discuss possible suggestions with their fellow ward councillors. Proposals for 13 wards that had reached agreement were attached as Appendix 1 to the report. In response to a member’s question, the Chair outlined the procedure that would be followed should ward members fail to come to an agreement. The Committee decided: (1) that the proposals for the 13 agreed Council ward submissions, as detailed in Appendix 1 to the report, be approved; and (2) that it be noted that the proposals for the remaining 7 wards would be submitted to a future meeting of the Committee. [Reference: Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 2)] 10 Agile Working Guidance A report dated 4 June 2025 by the Executive Director (Finance and Corporate Resources) was submitted on proposals to implement agile working guidance for all Council employees and managers and to standardise agile working arrangements across the Council. The Council had gone through a period of change over the last decade as the interaction options for customers and service users had broadened, as well as advances in technology and new ways of working. This had resulted in a range of flexible and agile working arrangements being agreed, including the ability to work from home. However, as there was no policy or guidance for employees and managers to refer to, this had resulted in inconsistencies in the operational application of those arrangements. Since October 2024, work had been underway to gather data relating to the current workstyles and arrangements within the Council, with an analysis of those who worked in an agile way provided in paragraph 3.7 of the report. 11
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The Agile Working Guidance proposed the introduction of the following 4 workstyles across all posts within the Council:- Fixed Frontline Fixed Office Fixed Office Grade 5 and above Agile Office Details on each of the workstyles were provided in Section 5 of the report. Employees would be provided with 3 months’ notice, from July to September 2025, of the workstyle proposals being introduced prior to their proposed implementation in October 2025. This would provide employees and services with a reasonable period to make any necessary arrangements that might be required and allow Resources to finalise their arrangements for the workspace. It would also allow the Council to deal with any Agile Working Change Requests and related activity, where required. Individual change requests would be considered in accordance with the guidelines detailed in Section 7 of the report. It was proposed to conduct a review exercise 18 months following the introduction of the Agile Working Guidance to give the Council the opportunity to review the arrangements and make any necessary adjustments. A copy of the Agile Working Guidance was attached as Appendix 1 to the report. The Head of Personnel Services responded to members’ questions in relation to various aspects of the report and gave an undertaking to expand on the answer to the Frequently Asked Question on those employees who might be able to work from home but not from the office due to an injury. The Chief Executive advised that the guidance set a baseline for the Council’s position and confirmed that there would be flexibility and reasonableness in the Council’s approach when engaging with its employees. In response to Councillor Robb’s request for an update on the commitment to consider a 4-day working week, the Chair advised that the 4-day working week was being pursued via COSLA and agreed that an update could be provided at a later date. After extensive discussion, Councillor Fagan, seconded by Councillor Convery, moved the recommendations in the report, with an additional recommendation that a further report on the implementation be brought to committee following the 18-month review period. Councillor Clark, seconded by Councillor Johnston-Dempsey, moved as an amendment that the report be deferred to allow further discussions with trades unions, with a view to seeking agreement and bringing back a more detailed report for decision. On a vote being taken using the electronic voting system, 16 members voted for the motion and 10 for the amendment. The motion was declared carried. The Committee decided: (1) that the Agile Working Guidance, attached as Appendix 1 to the report, and proposals for standardising agile working arrangements across the Council, be approved; (2) that the implementation timescales detailed in section 7 of the report be approved; and 12
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(3) that a further report on the implementation of the Agile Working Guidance be brought to Committee following the 18-month review period. Councillor McClymont, having experienced technical difficulties, texted her voting preference to the Clerk In terms of Standing Order No 14, the Chair adjourned the meeting following this item of business at 12.10pm and reconvened at 12.23pm. Due to technical difficulties experienced, Councillor Brogan attended the remainder of the meeting as a substitute for Councillor McClymont 11 Homelessness Temporary Accommodation Proposal A report dated 21 May 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted on a proposal to meet increased temporary accommodation needs, reduce unplanned budget overspend and ensure legislative compliance. The Council’s Temporary Accommodation Strategic Plan set out the approach to the provision of temporary accommodation, which was largely self-contained furnished properties. This was 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. Over the last 4 years, the Plan had detailed a requirement for additional temporary accommodation provision. In response, Housing Services had increased the supply of temporary furnished accommodation properties across communities year on year. The challenges in securing temporary accommodation provision were outlined in Section 3 of the report. In particular, the trend in increased spend on bed and breakfast accommodation over the last 4 years was highlighted. A Council owned site, at Beckford Street Business Centre, had been identified as an option for the development of First Stop accommodation. The property had been vacant for several years and, as a result, its condition had deteriorated, although the structure of the building was intact. No alternative purpose for its use had been identified and it was currently incurring holding costs to the Council linked to its security, non-domestic rates and potential demolition. Feasibility studies had indicated its suitability for use as temporary accommodation, with the estimated costs of repairs and set-up estimated to be £1.020 million. Estimated running costs for its operation of First Stop would be £0.650 million per annum. Rental income would, however, significantly offset running costs, with remaining running costs fully covered within the existing Homeless Business Plan. It was highlighted that the running costs from the Council’s former First Stop project, delivered from Lindsay House, were held as a saving for an interim period between the closure of Lindsay House and the set up of a replacement project. It was proposed that the Council appoint a management agent, via standard procurement processes, who would be responsible for the delivery of rented accommodation and associated services, including lease of the building from the Council. Property Services’ initial assessment concluded that the property could be in use as temporary accommodation within 6 months of project approval to delivery, therefore, potentially available for use in early 2026. 13
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At its meeting held on 12 February 2025, this Committee approved a transfer to Reserves of £0.237 million for investment in the Homelessness Service to meet future demands. The year- end position for Housing and Technical Resources included a proposal to increase the transfer to reserves in 2024/2025 to £0.437 million. Across 2025/2026 and 2026/2027, the underspends anticipated totalled approximately £0.730 million and would contribute to the overall costs of the project, and result in a total funding package of £1.171 million to cover the initial set-up costs. The net cost of running the service was estimated to be £0.300 million which was already accounted for in the homelessness business plan. The Homelessness and Housing Support Manager responded to members’ questions on various aspects of the report. In response to Councillor Allison’s question in terms of a previous planning application for this area, the Head of Enterprise and Sustainable Development gave an undertaking to provide an update to him. The Committee decided: (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 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. [Reference: Minutes of 12 February 2025 (Paragraph 3)] 12 Land and Property Transfers and Disposals Report A report dated 27 May 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted on proposed actions in respect of land and property transactions. The recommendations had been made in terms of agreed procedures for dealing with surplus land and property. The Property Manager (Assets and Estates) responded to members’ questions on various aspects of the report. The Committee decided: (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 would be the subject of negotiated transactions, be declared surplus to Council requirements. Councillor Allison left the meeting during consideration of the above item of business 14
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13 Health and Care (Staffing) (Scotland) Act 2019 A 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) was submitted providing:- 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 the annual return in relation to reporting requirements The Health and Care (Staffing) (Scotland) Act 2019, which came into effect on 1 April 2024, required every local authority and Integration Authority to have regard to a number of listed factors when planning or securing the provision of a care service from a third party, as detailed in Section 3 of the report. There was now a requirement under the terms of the Act for every local authority to publish an annual report to demonstrate how the regulations had been complied with. The proposed South Lanarkshire response for 2024/2025 was attached as Appendix 1 to the report. It was highlighted that Health Board requirements had a separate reporting structure and the requirements under the Integration Authority were only for those services commissioned through a Council route. The Committee decided: (1) that it be noted that the Council had complied with the requirements of the Health and Care (Staffing) (Scotland) Act 2019 for its year one return; and (2) that the return, attached as Appendix 1 to the report, be approved as the Council response to be returned by 30 June 2025. Councillor McGeever left the meeting during consideration of the above item of business 14 Commissioning Plan for Services Delivered by South Lanarkshire and Leisure and Culture (SLLC) A report dated 4 June 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the proposed Commissioning Plan for services delivered by South Lanarkshire Leisure and Culture (SLLC) Scottish Charitable Incorporated Organisation (SCIO) (2025 to 2027). A draft of the Commissioning Plan had been presented to this Committee in March 2025 for noting prior to consideration by the SLLC Board at its meeting in April 2025. It had since undergone some minor amendments, as detailed in paragraphs 4.8 to 4.12 of the report, and a draft copy was attached as Appendix 1 to the report. The Committee decided: (1) that the Commissioning Plan for South Lanarkshire Leisure and Culture SCIO (2025 to 2027), attached as Appendix 1 to the report, be approved; (2) that officers now undertake an exercise to review, update and streamline the legal documentation that underpinned 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. [Reference: Minutes of 12 March 2025 (Paragraph 11)] 15
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15 Marmot Place Programme for South Lanarkshire A report dated 5 June 2025 by the Chief Executive was submitted on progress made on the Marmot place programme and seeking approval of the proposed prioritisation of the programme, as well as the next steps. The Marmot place programme had the following 3 practical phases:- Phase 1: Data and evidence analysis Phase 2: System analysis (Health Equity System) Phase 3: Recommendations and action plan The programme was currently in Phase 1 and commencing Phase 2. A South Lanarkshire Marmot Data Working Group had been established to collate and analyse even more localised data sets to complement the work and reports of the Institute of Health Equity (IHE). The Working Group would create and narrate 8 local data sets based on the Marmot Principles. Those would be available and accessible for all to use and were on track to be completed in summer 2025. In the autumn, workshops to co-develop and verify the evidence base would be hosted and open to a wide range of local stakeholders. The South Lanarkshire Leadership Group, established as part of the governance arrangements, was composed of key community planning partners, including the third sector. The Leadership Group considered how the programme would be able to maximise what the Council and partners would learn from a time and resource-limited project. The Leadership Group had come to a consensus that, given that both the Council and the Community Planning Partnership had a priority to tackle poverty, then a child poverty lens should be applied to the Marmot practice through which many of the 8 principles and work with both children and families across a range of ages and stages would be incorporated. Furthermore, a focus within this on early years acknowledged the largest potential long-term impact for effective early intervention and prevention by reducing health inequity and improving life prospects for this population group. Further analysis was underway to break data down to neighbourhood levels and compare health outcomes of the local population. The programme was now in the early stages of Phase 2 and the Leadership Group wanted to specifically apply the evidence to child poverty. The programme would 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 served them. Throughout Phase 2, the IHE would support the partnership by hosting a partnership workshop to analyse the local health equity system and develop actions to improve its outcomes. As Phase 2 progressed, the localised data would help identify where there were greater areas of need and compare the allocation of the Partnership’s joint support and resources across the family support systems in South Lanarkshire. This information would be critical to plan service delivery and invest in prevention in a considered and evidence-based manner. Details of the next steps and key upcoming development were outlined in Section 8 of the report. The Community Engagement Manager responded to members’ questions on various aspects of the report. 16
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In response to a member’s comment in terms of keeping members briefed on progress outwith the committee process, the Chair suggested that it might be helpful, as a first step, to circulate the initial report on the Marmot Place Programme to all members. Officers could then consider ways that Marmot information could be included in councillor briefings. The Committee decided: (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. [Reference: Minutes of 11 December 2024 (Paragraph 10)] Councillors McDougall and Ross left the meeting during consideration of the above item of business 16 Equalities Mainstreaming Progress Report A report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources) was submitted on progress achieved in meeting the Council’s equality outcomes in 2025 and in mainstreaming equalities within the Council. The Mainstreaming Equalities Report 2025, attached as Appendix 1 to the report, set out the Council’s equality outcomes for 2025 to 2029 and reported on the progress of the equality outcomes from 2023 to 2025. The Report was also available on the Council’s website. The equalities outcomes were included in the Council Plan, “Connect” to ensure equalities duties were mainstreamed into the culture of the Council. In line with the Scotland specific duties of the Equality Act 2010, the Mainstreaming Equalities Report 2025 contained the Council’s workforce figures and position on the gender pay gap. In line with the guidance provided by the Equality and Human Rights Commission, the Council’s outcomes for 2025 to 2029 would focus on actions to produce results intended to achieve specific and identifiable improvements in people’s life chances. The Committee decided: that the Equalities Mainstreaming Report 2025 be noted. [Reference: Minutes of 21 June 2023 (Paragraph 11)] 17 Interim Update 10-Year Estate Strategy A report dated 4 June 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted providing:- an update on the development and implementation of a cross-cutting review of the Council’s property asset base, which was linked to an intention to seek approval for a 10-year Estate Strategy a summary of tasks undertaken to date and confirming the timescales for the subsequent phase of this exercise Since March 2025, work had continued to progress on a review that would promote a strategic and outcome focused methodology to asset management, with the key aim of securing approval for a 10-year Estate Strategy. 17
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The approach to strategy development had been split into 3 inter-related phases. Phase One was ongoing and scheduled for completion by the end of June 2025. It comprised a comprehensive review of assets and properties within the Council’s public building estate using an assessment and scoring criteria, as outlined in paragraph 4.2 of the report. Phase Two would explore and identify potential service transformation initiatives, making the case for investment. Using the information generated from Phase One, it would identify potential funding sources and create a potential list of prioritised real estate/project pipeline against each potential funding source, based on availability and achievability. Phase Three was the development of the Estate Strategy and an associated 10-year delivery plan. This would provide detailed objectives, timelines and financial projections and include future governance arrangements. An initial high-level public consultation exercise had been conducted following consideration of the Estates Strategy Review previously at this Committee which ran until 30 May 2025. The results of the initial survey showed general approval for the approach, details of which were outlined in paragraph 6.3 of the report. Section 7 of the report outlined the steps to be taken to progress to the conclusion of the exercise. In response to a member’s question, the Chair advised that Housing and Technical Resources would circulate a response to all members of the Committee in relation to ways in which they could encourage an increase in participation in terms of the next stage of the consultation. The Committee decided: (1) that the progress made to date and next steps on the development and implementation of a cross-cutting review of the Council’s property asset base be noted; (2) that the initial phase of public consultation feedback be noted; and (3) to note that a final report on the proposed 10-Year Estate Strategy would be presented to this Committee on 5 November 2025. [Reference: Minutes of 12 March 2025 (Paragraph 10)] 18 Commercial Opportunities Update A report dated 4 June 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the work being undertaken to explore commercial opportunities for the Council. An update was provided on investment opportunities in relation to the following:- Town Centre Regeneration Civic Centre, East Kilbride East Kilbride Shopping Centre Hamilton Town Centre inward investment film and TV opportunities renewable energy 18
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The Committee decided: 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. 19 Resource Plans and Connect Reporting 2025/2026 A report dated 27 May 2025 by the Chief Executive was submitted on the 2025/2026 Resource Plans. The Resource Plans for 2025/2026 had been prepared in line with corporate Resource Planning guidance and a Resource Plan template. In preparing the 2025/2026 Plans, Resources had undertaken a horizon scanning and situational awareness exercise covering:- social change, legislation and policies areas for improvement, including the Local Government Benchmarking Framework (LGBF) customer views and external inspection results other triggers for action such as top risks From that exercise, a number of areas had been selected for inclusion and development in each Resource Plan and those were detailed in the report. The Resource Plans 2025/2026 were provided as a link contained in the report. Resources had used the 6 Connect outcomes to generate their own Resource outcomes, supported by a range of actions and measures. Additional actions and measures had also been developed under the heading Delivering the Plan and Achieving Best Value. Details were given on the number of measures from each Resource Plan and achieving Best Value. Progress reports would be submitted to the Performance and Review Scrutiny Forum and appropriate Resource Committee for monitoring at Quarters 2 and 4. The Committee decided: (1) that the Resource Plans 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. [Reference: Minutes of 26 June 2024 (Paragraph 16)] 20 Urgent Business There were no items of urgent business. 19
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 4 - 1 April 2025 to 11 July 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 2026 for the Council’s General Fund Revenue Account and Housing Revenue Account, and the actual spend position for the period 1 April 2025 to 11 July 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 11 July 2025 (Appendix 1), be noted; (2) that the available budget of £4.2 million in 2025/2026 (section 4.5) be transferred to Reserves, and consideration given to its use to support the Budget Strategy, be approved; (3) to note that the proposals for the use of £1.8 million Additional Support for Learning (ASL) funding will be presented to the September meeting of the Executive Committee, (section 4.7); (4) that the anticipated underspend of £7.106 million in core Council budget (section 4.9) be transferred to Reserves, and consideration given to its use to support the Budget Strategy, be approved; and (5) that the projected break-even position on the Housing Revenue Account for 2025/2026, and the actual spend as at 11 July 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 11 July 2025. 4. General Services 2025/2026 Projected Outturn as at 13 June 2025 4.1. As at 11 July 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. 3 21
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4.3. Pay Award: National agreement has now been reached on the pay award for Scottish Joint Council (SJC), Craft Operatives and Chief Officials on the basis of a 4% uplift in 2025/2026 and 3.5% in 2026/2027. The 2025/2026 uplift will be paid in August 2025 and the budget allocated to Resources in period 5 based on requirements. Funding from the Scottish Government to support the enhanced pay offer in 2025/2026 is also due to be received. There will be no gap in funding in 2025/2026 once the Scottish Government’s 1% has been received, however, this multi-year pay award is higher than budgeted by the Council and has increased the Budget Gap in future years. Funding for this is being considered as part of the ongoing work on the 2026/2027 and 2027/2028 Revenue Budget Strategy. 4.4. Discussions on the pay offer for Teachers are ongoing and being considered by the Scottish Negotiating Committee for Teachers (SNCT) Teachers Panel. Updates will be provided as further information becomes available. 4.5. Teacher Numbers / Reduced Class Contract Time: A budget issue was identified in relation to teacher numbers during the Council’s 2025/2026 Budget process. £4.2 million was earmarked as this was the estimated cost if we had to reinstate teacher numbers to the 2023 level. As there is no longer a need to restore teacher numbers to the higher level, this budget line can be transferred to reserves. Given the budget pressures resulting from the higher than budgeted pay award, it is recommended that consideration be given to using the £4.2 million to support the Budget Strategy – with a view to setting this aside for Pay Award. 4.6. If implemented, there is still a risk in relation to Reducing Class Contact Time for teachers, and national discussions on this are ongoing. Reducing the amount of time that a teacher is in the classroom would mean a requirement for additional teachers to be brought into the system. This would have financial implications for councils including South Lanarkshire Council. Cosla and local government are engaged with the Scottish Government on this matter, and local government have made it clear that funding would have to be provided by the Scottish Government. If the Scottish Government do not fully fund the cost of RCCT, then this will be added to the Council’s Budget Gap and further savings would be required to balance the Council’s Budget. Updates will be provided as this matter progresses. 4.7. Additional Support for Learning: The 2025/2026 Settlement allocated a national amount of £28 million to “develop” the Additional Support for Learning (ASL) workforce. The Council’s share is £1.8 million. Education Resources are finalising how the funds will be spent, with a view to reporting this to the Executive Committee in September. This will include additional staffing and consideration of additional costs associated with ASL, including the increased cost of pay. 4.8. Packaging Extended Producer Responsibility: New waste Regulations came into force on 1 January 2025 and are designed to drive producers of packaging waste to reduce the amount of waste. The scheme is being managed by DEFRA and the Council has had confirmation of £7.716 million funding for 2025/2026. While there is no certainty of the funding beyond 2025/2026, proposals are in place to meet known obligations this year via an increase to the annual staffing structure at a cost of £0.305 million, over a 2-year period (total cost estimate of £0.610 million). These posts have been approved by the Community and Enterprise Resources Committee (12 August 2025). 22
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4.9. The remaining pEPR funding of £7.106m will be allocated to the Community and Enterprise budget for costs associated with the collection of household packaging waste as required by the scheme. By funding these core Council costs already being incurred by the Resource, this will release core Council budget in 2025/2026 only. This will result in an underspend of £7.106 million anticipated in the current financial year and as noted above, given the pressures arising from the higher than budgeted pay award, it is recommended that this be transferred to Reserves, and consideration given to its use to support the Budget Strategy – with a view to setting this aside for the cost of the 2025 Pay Award in future years. 5. Housing Revenue Account Position 5.1. As at 11 July 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. 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) 30 July 2025 23
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Community and Enterprise Resources Committee, 12 August 2025 List of Background Papers Financial Ledger and budget monitoring results to 11 July 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 24
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Note: While the Year to Date Actual at period 4 presents a net surplus position (£55.138m), 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 128.335 128.335 0.000 0.00% 22.987 Facilities Waste and Grounds 79.406 79.113 0.293 0.37% 13.229 Leisure and Culture 19.788 19.788 0.000 0.00% 4.299 Planning and Regulatory Services 4.786 4.661 0.125 2.61% 0.995 Enterprise and Sustainable Development 6.140 5.980 0.160 2.61% 1.814 Roads, Transportation and Fleet 18.215 18.793 (0.578) (3.17%) 2.650 Education Resources 487.722 487.722 0.000 0.00% 122.859 Education 487.722 487.722 0.000 0.00% 122.859 Finance and Corporate Resources 39.784 39.784 0.000 0.00% 18.683 Finance Services - Strategy 2.018 2.071 (0.053) (2.63%) 0.952 Finance Services - Transactions 17.258 17.051 0.207 1.20% 7.692 Audit and Compliance Services 0.339 0.301 0.038 11.21% 0.131 Information Technology Services 7.775 7.775 0.000 0.00% 5.488 Communications and Strategy Services 2.257 2.242 0.015 0.66% 0.820 Administration and Licensing Services 3.798 3.905 (0.107) (2.82%) 1.728 Personnel Services 6.339 6.439 (0.100) (1.58%) 1.872 Housing & Technical Resources 12.330 12.330 0.000 0.00% 5.200 Housing Services 8.681 8.720 (0.039) (0.45%) 3.965 Property Services 3.649 3.610 0.039 1.07% 1.235 Social Work Resources 246.649 246.649 0.000 0.00% 80.860 Performance and Support Services 5.872 5.872 0.000 0.00% 1.598 Children and Families 50.337 50.337 0.000 0.00% 13.501 Adults and Older People 189.707 189.707 0.000 0.00% 65.384 Justice and Substance Misuse 0.733 0.733 0.000 0.00% 0.377 Joint Boards 1.629 1.629 0.000 0.00% 0.501 916.449 916.449 0.000 0.00% 251.090 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 916.449 916.449 0.000 0.00% 251.090 CFCR 6.610 6.610 0.000 0.00% 0.000 Loan Charges 37.249 37.249 0.000 0.00% 0.000 Corporate Items 33.084 33.084 0.000 0.00% 0.220 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 1,020.600 1,020.600 0.000 0.00% 251.310 Council Tax 196.599 196.599 0.000 0.00% 60.492 Less: Council Tax Reduction Scheme (24.776) (24.776) 0.000 0.00% (7.623) 171.823 171.823 0.000 0.00% 52.869 General Revenue Grant 453.021 453.021 0.000 0.00% 139.391 Non Domestic Rates 371.110 371.110 0.000 0.00% 114.188 Transfer from Reserves 24.646 24.646 0.000 0.00% 0.000 Total Income 1,020.600 1,020.600 0.000 0.00% 306.448 Net Expenditure 0.000 0.000 0.000 0.00% (55.138) Period Ended 11 July 2025 (No.4) Revenue Budget Monitoring Report SOUTH LANARKSHIRE COUNCIL 25
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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 15.120 0.053 0.35% 2.740 Property Costs 61.584 61.584 0.000 0.00% 3.644 Supplies and Services 0.473 0.473 0.000 0.00% 0.065 Transport and Plant 0.195 0.195 0.000 0.00% 0.013 Administration 5.594 5.594 0.000 0.00% 0.109 Payment to Other Bodies 3.271 3.271 0.000 0.00% 0.495 Payment to Contractors 0.100 0.100 0.000 0.00% 0.068 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. 121.265 121.212 0.053 0.04% 7.134 Total Controllable Inc. (133.884) (133.831) (0.053) 0.04% (22.389) 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% (15.255) Loan Charges 16.620 16.620 0.000 0.00% 0.000 Net Controllable Exp. 0.000 0.000 0.000 0.00% (15.255) Variance Explanations There are no significant variances to report. SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 11 July 2025 (No.4) Housing Revenue Account 26
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2025/2026 and Monitoring for Period 4 - 1 April 2025 to 11 July 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Executive Committee of progress on the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2025 to 11 July 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [r (1) that the position of the General Fund Capital Programme (Appendices 1 to 3) and the Housing Capital Programme (Appendix 4), as at 11 July 2025, be noted; (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. The attached statements to this report provide a summarised monitoring position as at 11 July 2025 (period 4). Spending has been split into two separate sections below: General Fund Capital Programme inc. Education, Social Work, Roads and General Services (Section 4) Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2025/2026 Budget: The revised programme for the General Fund is £73.834 million (summarised in Appendix 2). This revised programme consists of the base budget plus carry forward projects and adjustments which have been agreed by the Executive Committee up to and including its meeting on 25 June 2025. 4.2. The programme of £73.834 million also includes proposed adjustments totalling an overall increase of £5.736 million. These are detailed in Appendix 1. 4.3. The funding available of £73.834 million to support the programme is detailed in Appendix 3. 4 27
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4.4. Delivering and Enabling Commercial Space Programme: As reported to the Executive Committee on 28 May 2025, £11.076 million was awarded to the Council from the City Deal Infrastructure Fund which was previously allocated to improvements in connectivity to Glasgow Airport. Community and Enterprise Resources identified projects at Cathcart Road, Rutherglen (£1.113m), Red Tree Labs, Shawfield Innovation Campus (£9.000m) and Industrial Unit Upgrade & Retrofit (£0.963m). 4.5. Business cases and multi-year spend profiles are being progressed. Once complete and agreed with the Glasgow City Region Project Management Office, the relevant budget will be brought into the 2025/2026 Capital Programme as required, with the remainder profiled into future years. 4.6. Vacant Derelict Land Fund (VDLF): Community and Enterprise Resources Committee (August 2025) have approved the allocation of the 2025/2026 VDLF for Clyde Cycle Park (£0.400 million) and Clyde Climate Forrest (£0.025m). 4.7. The Council had previously identified an allocation of £0.200 million for Clyde Cycle Park which can be replaced by £0.200 million of the VDLF allocation above. The Council’s Capital Programme can reduce by the £0.200 million and the Council can reduce its borrowing requirement by the same amount. 4.8. The Community and Enterprise Resources Committee paper notes that projects are currently being identified for the balance of VDLF monies (£0.103 million) and will be presented to a future Committee for approval. 4.9. Leisure and Culture Transformation Fund: When the original Transformation projects were agreed, there remained a balance of unallocated monies. A list of projects has now been identified to utilise these unallocated funds, as well as some of the contingency budget no longer required. These projects total £1.126 million and are included in Appendix 1 for consideration. 4.10. 2025/2026 Forecast: As noted in 4.1, the total capital spending programme for the year is £73.834 million. 4.11. Appendix 3 also shows a forecast for the financial year of £73.834 million. 4.12. 2025/2026 Actual Position: Actual spend incurred to the 11 July 2025 totals £5.276 million. 4.13. Actual funding received to 11 July 2025 is £8.566 million. This is shown in Appendix 3. Relevant officers will continue to closely monitor the generation of all income including receipts. 5. Housing Programme 5.1. 2025/2026 Budget: Appendix 4 summarises the position on the Housing programme as at 11 July 2025. The revised Housing Capital programme for the year is £87.700 million. This includes £0.160 million Scottish Government grant for the Climate Emergency Fund which has been approved to spend on Council Houses. 5.2. As reported previously, the programme takes account of the Scottish Government funding of £1.767 million from the £40.000 million funding for the National Acquisition Programme in 2025/2026. This has been used to offset borrowing in line with anticipated spend for the financial year. 28
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5.3. The Affordable Housing Supply funding from the Scottish Government is allocated to both the Council and Registered Social Landlords (RSLs). It is anticipated that the Council will receive approximately £2 million more than originally budgeted in 2025/2026 with RSLs requiring less of the grant available. Again, this will be used to offset borrowing in line with anticipated spend for the financial year. 5.4. Programme funding for the year also totals £87.700 million. Appendix 4 summarises the position on the Housing programme as at 11 July 2025. 5.5. 2025/2026 Forecast: As noted in 5.1, the total capital spending programme for the year is £87.700 million. Current estimates from Resources have identified an outturn of £87.700 million for the year. 5.6. 2025/2026 Actual Position: Spend to 11 July 2025 on the Housing Capital Programme amounts to £14.380 million. 5.7. As at 11 July 2025, £14.380 million of funding had been received. 5.8. 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 Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function, or strategy and, therefore, no impact assessment is required. 9.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 30 July 2025 29
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 25 June 2025 Executive Committee, 28 May 2025 Community and Enterprise Resources Committee, 12 August 2025 List of Background Papers Capital Ledger prints to 11 July 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 30
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APPENDIX 1 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2025 TO 11 JULY 2025 Proposed Adjustments Community and Enterprise Resources Braidwood Play Area Redevelopment Approval is sought to increase the 2025/2026 capital programme by £0.123 million for the redevelopment of Braidwood play area funded from a range of funding sources including REF and Developer Contributions. Wooddean Phase 2 Approval is sought to increase the 2025/2026 capital programme by £0.146 million for the construction of a wetland, boardwalk, path network and sensory seating area funded via Land Trust (£0.050 million), Wooddean Community Project Organisation (£0.043 million) and Developers Contributions (£0.053 million). £0.123m £0.146m SLC Industrial Infrastructure – Energy Efficiency (Cathcart Road) This project has been delayed due to issues identified by SEPA, which requires the design team to undertake significant additional works and produce a range of additional supporting information. This has caused a delay to the programme, and specifically the tendering and appointment of the contractor impacting upon the level of spend this financial year. Approval is therefore sought to slip £0.590 million into financial year 2026/2027 to reflect the timing of expenditure for this project. Leisure and Culture Transformation Fund Following consideration, a number of projects are proposed for approval and will be funded by the Transformation Fund. These are listed below: Approval is sought to increase the capital programme by £0.400 million for the Whitemoss Pitch, East Kilbride project to replace the existing 3G pitch with a modern, high-quality surface that will significantly improve capacity, reliability, and overall quality. Approval is sought to increase the capital programme by £0.200 million for a Digital Inclusion project implementing digital support hubs and device lending libraries in communities, running awareness campaigns to inform residents about the available digital inclusion resources and support services across partners. Approval is sought to increase the capital programme by £0.400 million for the Hamilton Water Palace project to replace the floating floor. Approval is sought to increase the capital programme by £0.126 million for high priority projects, that will make a difference to useable spaces. These are: South Lanarkshire Lifestyles – Lanark, Chiller Unit (£0.050m), Rutherglen Library, Automatic Door Mechanisms (£0.006m), South Lanarkshire Lifestyle - Eastfield, Air Handling (£0.020m), Hamilton Town House, Heiton Room Ceiling, (£0.020m) and Dollan Aqua Centre, Entrance Area Heating (£0.030m) (£0.590m) £0.400m £0.200m £0.400m £0.126m 31
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In addition, following consideration of the profile of spend for the previously approved Phase 2 projects, approval is sought to increase the capital programme by £1.857 million to reflect the anticipated spend in 2025/2026. The remaining spend of £1.430 million is profiled into 2026/2027. 2025/2026 Place Based Investment Fund Funding from the Scottish Government of £1.213 million has been confirmed for the 2025/2026 Place Based Investment Programme. The funding will provide support for projects at Larkhall Leisure Centre (£0.940 million – this is already included in the funding package for this project) and Cathcart Road, Rutherglen / Industrial refit project (£0.273 million – this is in addition to the other funding noted earlier). Approval is sought to increase the 2025/2026 capital programme by £1.213 million and slip this into financial year 2026/2027 reflecting the timing of when the funding is required for these projects. Civic Centre/EK Town Centre Masterplan Profiling of spend for the year has been completed by the contractor to include demolition, survey, consultant and legal fees. Approval is sought to increase the 2025/2026 capital programme by £2.117 million, funded by UK Shared Prosperity Funds (£0.350m) and City Deal (£1.767m). People and Place Local Authority Grant Funding has been made available to take forward active travel initiatives supporting active and sustainable travel, promoting initiatives to increase the frequency of active travel journeys, by developing walking routes to schools, parks and in town centres. Approval is sought to increase the 2025/2026 capital programme by £0.210 million which will be funded by Transport Scotland through the People and Place Local Authority Direct Award 2025/2026. SPT Regional Congestion Reduction Measure Funding has been made available to deliver congestion reduction measures at various defined locations. These measures focus on enhancing traffic flow and capacity through junction upgrades, improved or new traffic signals, and urban traffic control systems. Project identified to upgrade the traffic signals at the junction of High Blantyre Road / Hunthill Road / Douglas Street Blantyre and introduce MOVA (Microprocessor Optimised Vehicle actuation) to the junction, this additional software can better manage queues, reduce delays and optimise the traffic signal timings. Approval is sought to increase the 2025/2026 capital programme by £0.250 million funded by Strathclyde Partnership for Transport (SPT) with grant funding claimed retrospectively upon financial completion. City Deal – Greenhills Road Landscape works will be carried out by Grounds Services with cost of works covering work undertaken in financial years 2024/2025 and throughout 2025/2026, funded through Greenhills/Strathaven Road City Deal. Approval is sought to increase the 2025/2026 capital programme by £0.270 million. £1.857m £1.213m (£1.213m) £2.117m £0.210m £0.250m £0.270m 32
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Housing & Technical Resources Net Zero Innovation Fund The Amendment to the Council Budget for 2024/2025 approved an allocation of £0.150m to be used to develop ‘spend to save’ and sustainable income generation options for South Lanarkshire Council over more than one financial year. Proposed energy efficiency projects include upgrade of existing lighting to LED for John Wright Sports Centre (£0.070 million) and Hallside Primary School (£0.025 million) and feasibility studies for Mini Heat Network in Carluke (£0.030 million) and Heat Network in East Kilbride (£0.025 million). Approval is sought to increase the 2025/2026 capital programme by £0.150 million. Education Resources St John Ogilvie High School Capacity Improvements Phase 2 Works are planned to improve the Education accommodation at St John Ogilvie High School. The Phase 2 works will convert existing storage accommodation into additional pupil changing facilities, to alleviate congestion in the PE timetable. Approval is sought to increase the 2025/2026 capital programme by £0.052 million which will be funded by Developers Contributions. £0.150m £0.052m Minor Adjustment (including realignment) £0.025m TOTAL ADJUSTMENTS £5.736m 33
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2025 TO 11 JULY 2025 £m Total Base Budget (including carry forward from 2024/2025) 68.098 Proposed Adjustments – Period 4 5.736 Total Revised Budget 73.834 2025/26 Budget Period 4 Proposed Adjustments Revised 2025/26 Budget Resource £m £m £m Community & Enterprise 50.793 5.375 56.168 Education 5.759 0.211 5.970 Finance & Corporate 0.545 - 0.545 Housing & Technical 10.664 0.150 10.814 Social Work 0.337 - 0.337 TOTAL CAPITAL PROGRAMME 68.098 5.736 73.834 34
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2025 TO 11 JULY 2025 2025/26 Original Estimate inc C/F 2025/26 Revised Budget 2025/26 Forecast Spend 2025/26 Forecast Variance 2025/26 Actual to 11/07/25 Expenditure £m £m £m £m £m General Fund Programme 64.188 73.834 73.834 - 5.276 Income 2025/26 Budget 2025/26 Revised Budget 2025/26 Actual To 11/07/25 £m £m £m Prudential Borrowing 17.192 21.602 0.000 Developers Contributions 1.965 4.718 0.000 Partners 0.450 2.222 0.276 Scottish Government: - Capital Grant 27.467 27.467 6.867 - Vacant & Derelict Land 1.447 1.502 0.994 - Place Based Investment 0.589 0.589 0.014 Levelling Up Fund 7.700 7.700 0.004 Capital Receipts 0.700 0.700 0.411 Specific Reserves 0.038 0.724 0.000 Revenue Contribution 6.610 6.610 0.000 TOTAL FUNDING 64.188 73.834 8.566 35
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APPENDIX 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2025 TO 11 JULY 2025 2025/26 Annual Budget 2025/26 Forecast Spend 2025/26 Forecast Variance 2025/26 Actual to 11/07/25 £m £m £m £m Expenditure 2025/26 Budget 87.700 87.700 - 14.380 2025/26 Annual Budget 2025/26 Actual to 11/07/25 £m £m Income Capital Funded from Current Revenue 35.633 8.090 Prudential Borrowing 26.948 2.581 Scottish Government Specific Grant: - New Build 18.839 0.000 - Open Market Purchase Scheme 6.000 3.629 - Mortgage to Rent 0.120 0.000 Other Income 0.160 0.080 87.700 14.380 36
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Update to Funding 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Members of additional funding that has been made available to the Council by the Scottish Government and other external sources since the last report to this Committee (28 May 2025) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional funding totalling £3.272 million, detailed in appendices 1 and 2, be noted. 3. Background 3.1. In year funding can change, and this can be in relation to funding for specific purposes or funding expected and already included in our budget planning. 3.2. Additional funding may either be paid through the General Revenue/Capital Grant mechanism or by the completion of appropriate grant claims. 3.3. Details of the additional funding is attached in appendices 1 and 2 of the report. The report details additional funding that has been reported by Resources as part of the additional resources’ notification process, as well as any additional funding that has increased the Council’s budget by more than £0.100 million. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Additional Revenue funding of £1.809 million has been identified for 2025/2026. This is detailed in Appendix 1. 5.2. Additional Capital funding of £1.463 million has been identified for 2025/2026. This is detailed in Appendix 2. 5.3. The total additional funding is therefore, £3.272 million and Resource budgets will be updated to reflect this additional funding as required. Where appropriate, details of spending plans will be presented to Resource Committees for approval. 5 37
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. There are no other implications in terms of the information contained in this report. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 30 July 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 28 May 2025 List of Background Papers Additional Funding Grant Awards Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 38
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Appendix 1 Additional Revenue Funding Resource Description 2025/2026 £m Total £m Method Education Scottish Milk and Healthy Snack Scheme (SMHSS) Funding of £1.076m 2025/26 provided to support the delivery of the SMHSS. To provide as many eligible children as possible who are attending regulated pre-school day care settings for 2 hours or more milk (or an approved alternative) and a healthy snack, and to be acquiring healthy eating habits for the future. 1.076 1.076 Scottish Government Education Bright Start Breakfast Funding of £0.146m for 2025/26 academic year to expand existing breakfast club provision for primary aged children and/or children attending special schools. 0.146 0.146 Scottish Government Social Work Children’s Social Care Pay Uplift in Commissioned Services Funding provided to enable the pay uplift for eligible children’s social care workers in private, voluntary and independent sectors, which was announced in the Programme for Government 2024-25. This funding will deliver a minimum rate of £12.60 per hour for eligible staff. Overall, £1.811m is being provided with £1.224m already baselined within the 2025/2026 budget. 0.587 0.587 Scottish Government TOTAL REVENUE FUNDING 1.809 1.809 39
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Appendix 2 Additional Capital Funding Resource Description 2025/2026 £m Total £m Method Community & Enterprise Place Based Investment Funding The funding will provide support for projects at Larkhall Leisure Centre (£0.940 million – this is already included in the funding package for this project) and Cathcart Road, Rutherglen / Industrial refit project (£0.273 million – this is part of the overall funding package). 1.213 1.213 Scottish Government – Place Based Investment Programme Community & Enterprise SPT Regional Congestion Reduction Measure Funding has been made available to deliver congestion reduction measures at various defined locations. These measures focus on enhancing traffic flow and capacity through junction upgrades, improved or new traffic signals, and urban traffic control systems. 0.250 0.250 Strathclyde Partnership for Transport (SPT) TOTAL CAPITAL FUNDING 1.463 1.463 40
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Local Action Fund – Further Spend Proposals 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise, and seek the approval of the Committee in respect of, the proposals in relation to the Local Action Fund spend of £50,000 in each of the Council’s 20 geographical Wards which were not approved at the 25 June meeting of the Committee [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposals for the agreed Local Action Fund (LAF) submissions in respect of Ward 13 (Cambuslang West), Ward 16 (Bothwell and Uddingston) and Ward 20 (Larkhall), as detailed in Appendix 1 to this report, be approved; (2) that authority be delegated to the Executive Director (Finance and Corporate Resources), in consultation with the ward members and Chair and Depute Chair of this Committee, to finalise how the LAF will be spent in Ward 11 (Rutherglen South); (3) to note that the proposals for Clydesdale East (Ward 3) will be brought back to a future meeting; and (4) that as there is more than one proposal for 5 Wards, as detailed in Appendix 2 to this report, consideration be given and a decision taken to approve a proposal for each of the following Council Wards: (a) Clydesdale North (Ward 2); (b) Clydesdale South (Ward 4); (c) Avondale and Stonehouse (Ward 5); (d) East Kilbride West (Ward 9); and (e) Rutherglen Central and North (Ward 12). 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. 6 41
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3.2. As previously reported to this Committee on 25 June 2025, Members were issued with 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. A form was also issued to Members to complete with their spend proposals, and a timeline was set for these proposals to be submitted, to allow time for officer consideration/input to ensure the project was deliverable, before collating them into a summary for consideration by this Committee 3.3. On 25 June, the Committee approved Local Action Fund proposals for 13 Council Wards, it being noted that proposals for the remaining 7 wards would be submitted to a future meeting of the Committee. This report now provides an update on these further proposals. 4. Ward Specific Proposals for Approval 4.1. There are 4 Wards where there is an agreed proposal from the Ward Members. These are detailed in Appendix 1. This includes an agreement on the remaining £25,000 for Bothwell and Uddingston (Ward 16). In addition, as noted in the previous report to Executive Committee on 25 June, it has now been confirmed that the unallocated balance of £6,000 for Cambuslang West (Ward 13) will be used for a community skip project. 4.2. In respect of Rutherglen South (Ward 11), the costing of Members’ proposals is being finalised regarding how the balance of £23,200 not agreed at the June meeting of the Committee, should be spent. To avoid a decision having to wait until the next meeting of the Committee, it is proposed that authority be delegated to the Executive Director (Finance and Corporate Resources) to finalise how the Local Action Fund will be spent for this Ward, in consultation with the Ward members and the Chair and Vice-Chair of the Committee. 4.3. On this basis, the Committee is asked to approve the agreed proposals in Appendix 1 as well as the proposal for delegated authority for Ward 11 (Rutherglen South). 4.4. For Clydesdale East (Ward 3), members are still considering spend options for their Local Action Fund monies. As their deliberations continue, it is proposed that the outcome of their decision will be brought back to a future meeting of this Committee. 4.5. There are 5 wards where there is more than one proposal from Ward Members for the use of the Local Action Fund. These are detailed in Appendix 2. The Committee is asked to consider the submissions and approve a proposal for each Ward. 4.6. Members’ attention is drawn to one proposal for Ward 12, Rutherglen Central and North. One of the proposals, the construction and maintenance of a public toilet at Overtoun Park is not deemed competent on the basis that there would be ongoing revenue consequences of this spend which are not funded. There is, however, the possibility of a local comfort scheme being established in the vicinity, supported by a local community group, which local members could explore further. There would also, potentially, be the option of a temporary public toilet being rented by a local community group, the cost being met by the Local Action Fund. 42
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4.7. Where proposals have been agreed by Committee, they have been added to the programme of spend for the current year, to be taken forward for implementation by officers in the normal way. Where grants to third party organisations have been agreed they have likewise been taken forward by officers, in line with existing procedures for the issuing of grants. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1. As detailed in section 4 of the report, each Ward has been allocated £50,000, a total of £1.0 million for all 20 Wards. 6.2. As part of this paper, agreed proposals have been identified for 4 Wards totalling £104,200. These are included in Appendix 1 for approval, including an assumption that the remaining £23,200 is spent in Ward 11. 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) 30 July 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent 43
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Previous References South Lanarkshire Council – 26 February 2025 Executive Committee - 25 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: Iain Strachan, Head of Administration & Legal Services Ext: 4658 (Tel: 01698 454658) E-mail: iain.strachan@southlanarkshire.gov.uk 44
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Appendix 1 Agreed Local Action Fund Submissions Ward No Ward Name Proposed use of Local Action Fund 11 Rutherglen South All Ward members had agreed a package of proposals including the proposal to split the funds between various improvements across the area totalling £26,800, as approved by the Executive Committee on 25 June. Members are still obtaining costings and discussing potential areas of spend with relevant officials with a view to spreading the benefit of the Local Action Fund across the Ward. As noted in the covering report, it is recommended that authority is delegated to the Executive Director (Finance and Corporate Resources) to finalise how the £50,000 allocation of Local Action Fund monies will be spent for this Ward, in consultation with the Ward members and the Chair and Vice-Chair of the Committee. 13 Cambuslang West As noted in the previous report to Executive Committee on 25 June, it has now been confirmed the unallocated balance of £6,000 will be used for a community skips project. 16 Bothwell and Uddingston All members have agreed the proposal to allocate the remaining half of the fund (£25,000) to local group Grow Uddingston, provisionally allocated as follows: £9,000 – Heritage Trail £7,000 – Community Orchard £9,000 – Community Garden The community orchard and garden are subject to arrangements being agreed by Grow Uddingston for the use of suitable local sites, failing which funds will be used towards the Heritage Trail or other activities to support the work of Grow Uddingston for the benefit of the local community. 20 Larkhall All members have agreed the proposal that the £50,000 to be shared between the 10 schools within the Ward, being Craigbank, Glengowan, Machanhill. Hareleeshill, Quarter, Dalserf, Netherburn, St Mary’s and Robert Smilie Memorial primary schools and Larkhall Academy. There was an alternative proposal that the Local Action Fund be used towards a feasibility study for the potential of an upgrade to the cinder running track at Larkhall Academy. However, this proposal has been withdrawn and the study will be commissioned using alternative funding. 45
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Appendix 2 Wards with more than one Local Action Fund Proposal Ward No Ward Name Proposed use of Local Action Fund 2 Clydesdale North There are two proposals. The first proposal is that £50,000 be used for play park improvements within the Ward. The second proposal is that £30,000 be used for play park improvements and £20,000 for spring bulb/perennial planting within the Ward. 4 Clydesdale South There are two proposals. The first proposal is that £50,000 be allocated as a grant to Hollandbush Golf Course for use as a CAT Transition Fund. The second proposal is that £50,000 be allocated as a grant to Blackwood & Kirkmuirhill Resilience Group to support local youth development. 5 Avondale and Stonehouse There are three proposals. The first proposal is that the Local Action Fund be used to provide funding towards the renewable energy system which would form part of the new multi- sport facility proposed by Strathaven Rugby Club (£50,000). The second proposal is to split the funds between, Stonehouse Community Council to install benches (£10,000), renovate or purchase of benches and/or bird proof litter bins in Strathaven (£10,000), provide and install electronic notice boards in Stonehouse (£10,000) and Strathaven Rugby Club for renewable energy project (£20,000). The third proposal is to split the funds between Auld Stanehoose Café to provide disabled access (£10,000), Stonehouse Community Council to purchase and install benches in the village (£10,000), Strathaven Community Council to purchase and install disabled friendly play equipment (£10,000) and Chapelton Bowling Club to aid the development of extending the clubhouse (£20,000). 9 East Kilbride West There are two proposals. The first proposal is that £50,000 be used for accessible play park improvements within the Ward. The second proposal is that £45,000 be used for accessible play park improvements within the Ward and £5,000 for the planting of fruit trees in the Ward. 12 Rutherglen Central and North There are two proposals. The first proposal is for the construction and maintenance of a public toilet at Overtoun Park (£50,000). The second proposal is to split the funds between the following recipients: • Universal Connections (£12,000), • The High Backs (£7,000 to the men’s group and £4,000 to the after- school club. Total of £11,000), • Rutherglen 900 for community projects (£10,000), • £5,000 for each of the three primary schools, Bankhead, Burgh and St Columbkille’s (£15,000), and • Rutherglen Community Carers (£2,000). 46
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Administration and Approval of Firework Control Zones in South Lanarkshire 1. Purpose of Report 1.1. The purpose of this report is to:- provide an update on the requirements of Firework Control Zones from the Fireworks and Pyrotechnic Articles (Scotland) Act 2022 seek approval for the proposed approval processes relating to Firework Control Zones 2. Recommendations 2.1. The Committee is asked to approve the following recommendations:- (1) that the overview of the requirements of the Fireworks and Pyrotechnic Articles (Scotland) Act 2022 be noted; and (2) that the proposed approval processes for Firework Control Zones in South Lanarkshire, as detailed in Section 6, be approved. 3. Background 3.1. The Fireworks and Pyrotechnic Articles (Scotland) Act 2022 introduced a range of restrictions and requirements on the use of fireworks across Scotland. This included stricter criteria on who can buy and sell fireworks, and how and when they can be used. 3.2. A key aspect of the legislation was the introduction of discretionary powers for local authorities to designate Firework Control Zones (FCZs). This was followed up by local authority guidance which was published in 2024. 4. Overview of Firework Control Zones 4.1. An FCZ is an area within a local authority's boundaries in which it is a criminal offence for a member of the public to ignite a firework, including on private property such as a garden. It is also an offence to set off a firework into the boundaries of a zone; or to knowingly or recklessly throw or cast a lit firework into a zone. 7 47
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4.2. An FCZ can be established if either: 1. A local authority, working with its community safety partners, considers it to be appropriate to assist in tackling disorder or safety issues relating to fireworks. 2. An established community group within a local authority area requests a zone to be put in place through an application process administered by the local authority. 4.3. Where a community group request an FCZ, the local authority must assess and determine whether the legislative threshold would be met, with the proposed approach for this assessment detailed in Section 6. 4.4. FCZs are not intended to be a catch-all solution to deal with issues involving fireworks and it is expected that a zone would be utilised alongside other preventative and enforcement tools to have maximum effect. 4.5. A local authority can consider an FCZ, or a community may request an FCZ for the following reasons: misuse of fireworks/injuries impact on vulnerable groups environmental protection animal welfare 4.6. Prior to implementation of an FCZ, the local authority must consult with those who may be impacted, including all of those who reside or work within the proposed area. It must also publish outcomes of all applications and the consultation process, as well as co-ordinate regular reviews of any FCZs in place. 4.7. Once established, the responsibility of enforcing an FCZ is for Police Scotland. Public events, such as licensed firework displays, are exempt if they fall within an FCZ. 4.8. The Scottish Government has confirmed that some funding will be available to assist local authorities in the development of FCZs during 2025/2026, as detailed at section 9.2. 5. Current Position 5.1. Established in 2018, the Council currently co-ordinates a seasonal Bonfire Planning Group to ensure an effective partnership approach to tackling anti-social behaviour associated with bonfires and fireworks. With representation from key community safety partners including Police Scotland, the Scottish Fire and Rescue Service and a range of services across the Council, the group co-ordinates preventative and reactive actions to reduce risks and disorder around October and November each year. 5.2. The approach established in South Lanarkshire has previously been recognised as a model of good practice by the Scottish Government and the Scottish Fire and Rescue Service, with regular evaluation taking place by the partners involved. 5.3. Through discussions with Council services and community safety partners involved with the Bonfire Planning Group, and discussions with partner agencies at the Safer South Lanarkshire Board, it is considered that there is currently no identified need for the immediate implementation of a local authority led FCZ in South Lanarkshire. 48
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5.4. This position is, however, subject to regular review, with any future FCZ proposals to be considered in line with the proposed approval process set out in section 6. 6. Proposed Approval Process 6.1. To ensure alignment with wider considerations and issues relating to the misuse of fireworks and bonfires, it is proposed the existing Bonfire Planning Group structure will be utilised for the initial assessment as to whether an FCZ could be appropriate. 6.2. This initial assessment will be to identify whether there is merit in progressing to a consultation, or utilising other established mechanisms and approaches to tackle reported or identified disorder. 6.3. Should the Council or a community propose the establishment of an FCZ as an appropriate mechanism to tackle identified disorder, consultation and publication arrangements will be progressed in line with the timescales set out in Scottish Government guidance. 6.4. Following the consultation period, the Bonfire Planning Group will reconvene to assess the responses which will inform a recommendation to progress or reject the application. 6.5. For any community led FCZs deemed not appropriate or valid to progress into public consultation at the initial Bonfire Planning Group assessment, the Executive Director (Housing and Technical Resources), in conjunction with the Head of Legal and Administration Services, will advise the applicant of this outcome, alongside an offer to discuss the issues relating to fireworks raised by the applicant(s). This discussion will be led by the most appropriate Council service that relates to the reason for the application. 6.6. Given the geographical nature of any FCZ and both the benefits and implications it can have locally, this recommendation will be made to the relevant Area Committee that covers the proposed FCZ area. The recommendation will be presented by the Executive Director (Housing and Technical Resources) to approve or reject, with Area Committee determining the final outcome. 6.7. Scottish Government guidance does not require a dedicated appeals process to be established for FCZs and, as such, any applicant who disagrees with the outcome itself or the process through which that outcome has been reached would, however, have recourse to judicial review. 6.8. To facilitate community led applications, the Council’s website has been updated to provide a background to FCZs and how a community can request one and who to contact in the Council. An online application form has also been developed for use should the proposed approval route be agreed. 6.9. The use of Area Committees to approve an FCZ will require an update to Section 3 of the Terms of Reference for The Council, Committees and Associated Forums (as approved at the meeting of South Lanarkshire Council on 11 September 2024). This proposal to update the Area Committees’ Terms of Reference will be presented to the next scheduled meeting of South Lanarkshire Council on 1 October 2025. 49
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6.10. In the interim period, prior to the formal revision of the Terms of Reference of the Area Committees, it is proposed that any recommendation(s) to implement a Council or community led FCZ will be submitted to Executive Committee for approval. Any recommendation(s) would only occur following the initial Bonfire Planning Group assessment and consultation process being concluded. 7. Next Steps 7.1. Subject to approval from Executive Committee, administrative arrangements to amend Section 3 of the Terms of Reference for The Council, Committees and Associated Forums will be progressed. This will be submitted to South Lanarkshire Council on 1 October 2025 for approval. 7.2. FCZs will continue to be considered by the Council and its community safety partners through the Bonfire Planning Group in the event that the misuse of fireworks increases and the use of a FCZ is determined as an appropriate and proportionate response. 7.3. The Council’s website will be updated to reflect the proposed approval process. 8. Employee implications 8.1. There are no employee implications associated with this report. 9. Financial implications 9.1. The Scottish Government has estimated that the cost to a local authority to establish a single FCZ is £24,931. The actual cost associated with the administration and enforcement of FCZs will be monitored closely and incorporated as appropriate within established financial monitoring reports. 9.2. On 7 July 2025, the Minister for Victims and Community Safety confirmed that limited funding has been secured by the Scottish Government for 2025/2026 to support the designation of FCZs by local authorities. To access this funding, local authorities must notify the Scottish Government that they intend to consult on or implement an FCZ by 1 December 2025. 9.3. No funding beyond 2025/2026 has been secured by the Scottish Government to support local authorities in the implementation of FCZs. 10. Climate Change, Sustainability and Environmental Implications 10.1. This report introduces a new function for the Council. An Integrated Impact Assessment has been completed on the proposed approach, setting out potential sustainability implications from its introduction. 10.2. This identified that the introduction of this proposed approach would not adversely impact the council’s statutory duties in relation to the Climate Change (Scotland) Act 2009. 11. Other Implications 11.1. A key risk relating to FCZs is it is unknown how many applications will be submitted by established community groups. Resource requirements will continue to be monitored in relation to FCZs. 50
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12. Integrated Impact Assessment and Consultation Requirements 12.1. This report introduces a new function for the council. An Integrated Impact Assessment has been completed on the proposed approach, setting out potential implications from its introduction in South Lanarkshire. This identified that the proposed approach would have a predominantly neutral impact across each of the legislative areas covered by the assessment. 12.2. The Integrated Impact Assessment can be viewed on the Council's website at Integrated Impact Assessments. 12.3. For all Council or community-led applications for FCZ’s, consultation will take place with relevant partner organisations. 12.4. For each FCZ deemed appropriate to progress to the public consultation aspect of the proposed approach, public consultation will take place in alignment with Scottish Government Guidance. Sharon Egan Interim Executive Director (Housing and Technical Resources) 28 July 2025 Link(s) to Council Values/Priorities/Outcomes Fair, open and sustainable We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Previous References South Lanarkshire Council, 11 September 2024 List of Background Papers Scottish Government, Firework Control Zones: Guidance for Local Authorities, 22 September 2023 www.gov.scot Contact for Further Information If you would like further information, please contact:- Jonathan Read, Interim Strategy and Support Manager Housing and Technical Resources Email: jonathan.read@southlanarkshire.gov.uk 51
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Consultation on the Scottish Fire and Rescue Service’s Service Delivery Review 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Scottish Fire and Rescue Service’s public consultation on the strategic review of its service seek approval for the Council’s proposed response to the consultation 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the overview of the Scottish Fire and Rescue Services’ Service Delivery Review be noted; and (2) that the proposed response to the consultation, as detailed in Section 8, be approved. 3. Background 3.1. The Scottish Fire and Rescue Service (SFRS) began a national Service Delivery Review (SDR) in 2023 to align resources to operational risk and demand. Financial pressure was a main driver for the SDR, alongside issues including changing demand, an ageing estate, and emerging risks. 3.2. Following this review, ten appliances were removed on a 12-month temporary basis (among other measures) in September 2023. This affected Hamilton Fire Station, which lost one rescue pump, and the Council raised concerns regarding this change at the time through the Safer South Lanarkshire Board (SSLB). 3.3. In May 2024, the SFRS conducted an online consultative exercise ‘Shaping our Future: Your Say’, which marked the first stage of engagement by the SFRS in relation to future service changes. The Council submitted a consultation response further to approval from the Corporate Management Team on 16 May 2024 and submitted to the SSLB for noting on 17 June 2024. 3.4. In April 2025, the SFRS gathered a group of stakeholders to evaluate a list of change option proposals arising from the SDR. Twenty-three options for change were identified for consideration as part of a public consultation, affecting over 30 of the 356 fire stations in Scotland. 8 53
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3.5. On 29 May 2025, the SFRS Board approved the recommended options and the move to public consultation. 3.6. The public consultation opened on 25 June 2025 and will close on 16 September 2025 to consider the 23 options. Public consultation meetings will also be held during that period. 3.7. An awareness session for the Council’s elected members was held on 6 August 2025 and a report detailing the proposed response was also presented to the SSLB on 18 August 2025, for noting. 4. Current Operating Arrangements (Lanarkshire) 4.1. In Lanarkshire, the SFRS operates on a pan-Lanarkshire basis with service provision structured to cover both local authority areas. 4.2. Wholetime fire stations are staffed by fulltime firefighters operating on a 24/7 basis and available for immediate response to incidents. They have at least one appliance with full capabilities, and some stations will have additional appliances, that may have differing capabilities, among other specialist vehicles. 4.3. The SFRS Lanarkshire Division has seven wholetime fire stations, seven on-call fire stations, and one fire station operating a wholetime/on-call staffing arrangement. It has 22 wholetime appliances, eight specialist appliances, and one Environmental Incident Support Unit across Lanarkshire at its disposal. 4.4 Demand on wholetime firefighters is greatest Monday to Friday, 8am to 6pm (traditional office working hours) when it is most problematic to secure on-call firefighters. Wholetime firefighters take 2 minutes to mobilise compared to 5 minutes for on-call firefighters. 4.5. The SFRS does not respond to incidents from a single fire station. Operational control deploys the appropriate level of resources to every incident based on pre-determined response levels. Any large-scale incident is responded to with the necessary resources, including specialist high-reaching appliances from the local area and beyond. 5. Management Information (Lanarkshire) 5.1. The SFRS does not provide publicly available information on specific response time targets or averages for all incidents. However, a Freedom of Information request in July 2025 reported the following increases in median response times over the past decade that shows an increase of 1 minute 29 seconds in the median response for 999 calls and risk-to-life calls. 5.2. Multiple appliances are often deployed to incidents. The most recent statistics published by SFRS (2023/2024) report that two or more appliances were deployed in 61.9% of all primary fire responses in South Lanarkshire (58.1%, North Lanarkshire). 54
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Table 1: Appliance Deployment Appliance Deployment North Lanarkshire South Lanarkshire All fires 2,108 1,575 Primary fires 571 505 Secondary fires 1,535 1,063 Primary fires as %, all fires 27% 32% Secondary fires as %, all fires 73% 67% Dwelling fires as %, all primary fires 44% 47% Number of additional appliances deployed (primary fires) 332 312 % fires requiring 2 or more appliances (primary fires) 58.1% 61.9% Number of additional appliances deployed (secondary fires) 150 73 % fires requiring 2 or more appliances (secondary fires) 9.8% 6.8% 5.3. The SFRS publishes statistics on the time of day that it receives reported incidents at a Scottish-level. The most recent published statistics (2023/2024) report that the peak time to receive reports of a primary fire incident are from late afternoon until mid- evening. Peak reporting occurs around 6pm. 6. Service Delivery Review Conclusions (Lanarkshire) 6.1. The SDR conclusions specific to Lanarkshire identified that: 1. Emergency vehicles are national resources and located across the country. There is no proposed operational change to existing first appliance arrangements in Scotland. 2. There is an imbalance of resources in Lanarkshire where operational demand does not match where appliances are located. This assessment was based on modelling carried out using historic incident data, as well as the changing demographic, environmental and community footprint across Lanarkshire. 3. The temporary withdrawal of a second wholetime crewed appliance from Hamilton fire station had minimal impact on response times for first appliances arriving at the scene. There was an impact on the response times of the second appliance by 64 seconds and there was no evidence of a change to operational outcomes. 4. Cumbernauld Fire Station’s roof structure is affected by reinforced autoclaved aerated concrete (RAAC), which needs repaired. In Scotland, temporary safety measures are currently in place across the 14 fire stations affected to maintain operations, and a service priority is to address this in all stations affected by RAAC over a five-year period. 5. It is not possible to operate two wholetime crewed appliances from Cumbernauld and begin remedial roof work without having to temporarily relocate Cumbernauld operations. However, if the crew model for the second appliance changed to a dayshift crew remedial work could begin and without the need to relocate operations. 55
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6.2. The proposals do not include an option to maintain the status quo in relation to current establishment resources. The options for change detailed below affect second appliance and crew shift arrangements for Lanarkshire. If neither of the two Options are progressed the second appliance will not be reinstated to Hamilton fire station. 6.3. The temporary withdrawal of the second appliance from Hamilton Fire Station was predicated on an assessed 13 second increase in second appliance response times, whereas the evaluation of that change reports a 64 second increase. 6.4. Whilst there was no change to service response from the temporary second appliance withdrawal there is no similar reassurance in relation to the impact of those changes. No supporting data is provided within the Temporary Appliance Review due to reported “data issues with the Incident Reporting System [that] made it difficult to fully measure the impact in some areas”. 6.5. Additionally, no data is provided in the consultation paperwork to understand second appliance demand in the overall context of incidents reported to the SFRS that may evidence the rationale for the proposed Options and allow those who wish to respond to the consultation to fully risk assess the changes being proposed. 7. Consultation Options 7.1. The 23 options for consideration include: closure, merger, upgrade or rebuild of fire stations relocation of emergency vehicles new work shift patterns in targeted areas 7.2. It is proposed to introduce a day shift duty system (DSDS) in targeted areas as well as develop nucleus crews, which are wholetime firefighters able to be tactically deployed across an area during the day when on-call availability is most challenging. Presently in Scotland, there is limited use of the DSDS, and the nucleus crewing model is untested. The consultation notes the DSDS will operate from 8am until 6pm Monday to Friday. 7.3. The SFRS note the proposals will allow new risks to be met and resources matched to where they are most needed, enabling the SFRS to address climate change, improve decontamination provision, and invest in technology. 7.4. SDR Lanarkshire Option 1: Cumbernauld – first appliance wholetime crewed. Second appliance wholetime crewed but working DSDS pattern and crewed by on-call firefighters outside those times Hamilton – first appliance wholetime crewed. Permanent removal of a second wholetime appliance no change to Bellshill and Lesmahagow resourcing arrangements 56
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7.5. SDR Lanarkshire Option 2: Cumbernauld – as Option 1 with first appliance wholetime crewed. Second appliance wholetime crewed but working DSDS pattern and crewed by on-call firefighters outside those times Hamilton – one appliance wholetime crewed. Second appliance crewed by DSDS firefighters Bellshill – one appliance wholetime crewed. Introduction of an additional second appliance crewed by DSDS Lesmahagow – one appliance on-call crewed. Introduction of an additional crew of wholetime firefighters working a DSDS pattern able to be tactically deployed across the Lanarkshire area 7.6. Option 1 would result in the permanent removal of the second appliance at Hamilton Fire Station and would change the second appliance crew arrangements at Cumbernauld Fire Station. This would reduce second appliance resilience in Lanarkshire and impact on response times in the evenings and weekends. 7.7. Option 2 would result in a net gain of a second appliance (at Bellshill), which would enhance provision during dayshift. However, it would reduce second appliance resilience in the evenings and weekends and impact on response times. On-call resilience would also be enhanced during the dayshift through the introduction of a nucleus crew. 8. Consultation Summary and Proposed Response 8.1. The consultation contains a separate section of questions for each of the affected SFRS divisions and responses are required in relation to those of interest. 8.2. The Council’s proposed response is focused only on the options proposal affecting SFRS Lanarkshire Division. The proposed response was informed by discussions from an Elected Members’ Awareness Session held on 6 August 2025. 8.3. A summary of the Council’s proposed response is detailed below: 1. The Council welcomes the status quo in respect of first appliance resourcing arrangements. 2. The Council notes the greater reliance placed on on-call provision and seeks reassurance on the achievability and sustainability of this crewing model in view of recognised challenges recruiting and retaining on-call firefighters in recent years. 3. The Council welcomes the additional DSDS staffing resilience through the provision of a nucleus crewing model under Option 2, which would allow wholetime firefighters working dayshift to be tactically deployed to support on-call stations. 4. The Council welcomes the proposed reinstatement of a second appliance at Hamilton Fire Station under Option 2. It believes this will better meet current demand arising from primary fires and evolving demand that Hamilton town centre regeneration and Community Growth Area expansion plans may create. Despite this, the Council still has concerns regarding both options, which will reduce the level of service provision during nights and weekends. 57
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5. In the absence of incident data, the Council is unable to comment on the anticipated impact of the proposal to reduce appliance resilience and alter staffing arrangements in targeted locations. Under either option response times in the evenings and weekends will be exacerbated due to the greater mobilisation times associated with the use of on-call firefighters. The Council is concerned that this may increase the risk to lives, property, infrastructure and the environment and remains to be reassured. 6. The Council is aware that Hamilton’s more central location within Lanarkshire shortens drive times to neighbouring areas in 13 of the 15 Lanarkshire fire station locations compared to Cumbernauld that is located to the North of the Division. Hamilton also sits in the centre of the M74 corridor. The Council believes that response time within Lanarkshire in the evenings and weekend may be minimised by locating the second appliance at Hamilton fire station rather than Cumbernauld Fire Station, and requests that this alternative option is considered. It may also assist the timely completion of the RAAC works at Cumbernauld Fire Station. 7. The Council notes that of the two available Lanarkshire options, Option 2 is preferred. 8. If there is no consideration of alternative proposals and subject to the SFRS Board approval, the Council seeks reassurance that Option 2 is a permanent resourcing decision under this present review and not temporary until such times as the Cumbernauld RAAC repair works are completed. 9. Subject to the SFRS Board approval, the Council seeks clarity on anticipated timescales to fully implement the proposed appliance and staffing changes in Lanarkshire. 8.4. The Council’s full proposed response to the consultation has been provided in Appendix 1. 9. Next Steps 9.1. Subject to approval from Executive Committee, the Council’s response will be submitted to the SFRS by 16 September 2025. 9.2. The SFRS Board will consider feedback obtained from the public consultation exercise and is anticipated to make its final decision(s) in December 2025. 9.3. The SFRS anticipates that it will take five years to fully deliver the change programme and advises that future reviews will be undertaken on a five-yearly basis. Housing and Technical Resources will continue to monitor national developments in this area and report any significant implications for the Council and communities to the relevant management team, committee or board for noting. 10. Employee Implications 10.1. There are no known employee implications at this time. Decisions affecting firefighters is an operational decision for the SFRS. 11. Financial Implications 11.1 There are no known financial implications at this time. 12. Climate Change, Sustainability and Environmental Implications 12.1. The SFRS undertook impact assessments including an Island Community Impact Assessment as part of the SDR. A driver for change is to positively address climate change and environmental challenges. 58
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13. Other Implications 13.1 There are no further known implications at this time. 14. Integrated Impact Assessment and Consultation Requirements 14.1 The SFRS undertook a full Equality and Human Rights Impact Assessment for each proposed option and mitigation measures will supplement existing measures to minimise impact. Sharon Egan Interim Executive Director (Housing and Technical Resources) 7 August 2025 Links to Council Values/Priorities/Outcomes Focused on people and their needs Caring, connected, sustainable communities Good quality, suitable and sustainable places to live List of Background Papers SFRS Consultation Service Delivery Review | Scottish Fire and Rescue Service Contact for Further Information If you want further information, please contact:- Alison Mitchell, Strategy Officer (Strategy and Policy Team), Housing and Technical Resources Phone: 01698 454035 E-mail: alison.mitchell@southlanarkshire.gov.uk 59
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Appendix One: Proposed Council Response to the SFRS Service Delivery Review 2025 SFRS Perceptions Q1 Thinking about the Scottish Fire and Rescue Service (SFRS), how much do you know about what the SFRS does? Response A lot [options: a lot, a fair amount, a little, nothing at all] Q2 Based on your understanding of the SFRS, what do you think of the work they do? Response Very good [options: very good, good, adequate, not very good] Lanarkshire Options Q1 Prior to this consultation, how much did you know about these proposed changes? Response A fair amount [options: a lot, a fair amount, a little, nothing at all] Q2 Considering these two options, do you prefer Option 1, Option 2 or neither of these options Response Option 2 [Options: option 1, options 2, neither of these options] Q3 What local circumstances do you think should be considered alongside these proposed changes? Response The council is concerned about proposals to reduce appliance provision at Hamilton fire station and believes this will not meet current demand arising from incidents, nor meet the evolving demand that will be created through the long-term regeneration plans for the area. Hamilton is centrally placed alongside the M74, which is a major national trade and passenger vehicle route. The Hamilton area is highly populated, with 32% of all residential housing located there. Primarily serviced by Hamilton Fire Station, the area is currently subject to long-term regeneration to reduce retail floorspace and repurpose this, including new-build development of approximately 450 homes, development of an urban part, provision of student or hotel accommodation etc. Various aspects of the regeneration plan are significant developments and are in different stages of progress to be completed over a 15-year period. Demand for fire service attendance at incidents remains high. SFRS statistics published in 2023/24 report that South Lanarkshire had a higher rate of fire incidents than in Scotland (South Lanarkshire 476.9 per 100,000 population; Scotland, 438.2), and 61.9% of all primary fires in the authority area required more than one appliance in attendance. 60
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Q4 Are there any other issues you think SFRS should consider in looking at these options? The council believes it is essential that fire appliances can reach incidents within a timeframe that prevents/ minimises harm to people and damage to property and the environment. The council is aware that there are a further four fire stations in Lanarkshire that will continue to provide a second appliance staffed by wholetime firefighters. However, it would highlight concerns about the 64 second increase in second appliance response times against an assessed anticipated increase of 13 seconds which informed the decision to temporarily withdraw the second appliance at Hamilton fire station. The council acknowledges that the crewing arrangements for second appliances are enhanced under Option 2 vis-à-vis Option 1. It welcomes an additional second appliance based at Bellshill and the additional resilience that would be provided to on-call fire stations through the introduction of the nucleus crew. The council would highlight concerns about the reduction in second appliance service at nights and weekends. It notes that 2023/24 SFRS statistics highlight that the number of primary fires reported increases from mid-afternoon before reducing mid-evening and that incident reporting peaks at 6pm, which coincides with the end of the DSDS. In the absence of incident data, the council is unable to comment on the anticipated impact of the proposal to reduce appliance resilience and alter staffing arrangements in targeted locations at this time. Under either option response times in the evenings and weekends will be exacerbated due to the greater mobilisation times associated with the use of on-call firefighters. The council is concerned that this may increase the risk to lives, property, infrastructure and the environment and remains to be reassured. The council is aware that Hamilton’s more central location within Lanarkshire shortens drive times to neighbouring areas in 13 of the 15 Lanarkshire fire station locations compared to Cumbernauld that is located to the North of the Division. Hamilton also sits in the centre of the M74 corridor. The council believes that response time within Lanarkshire in the evenings and weekend may be minimised by locating the second appliance at Hamilton fire station rather than Cumbernauld fire station, and requests that this alternative option is considered. It may also assist the timely completion of the RAAC works at Cumbernauld fire station. 61
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Service Development Perceptions Q1 As part of this consultation, SFRS will be holding a series of public meetings from July to September 2025 to discuss possible changes to SFRS services in potentially impacted areas (locations and dates are available on the information page). Have you attended or do you plan to attend a public meeting about proposed changes to SFRS services in your area? Response Have attended [options: plan to attend, have attended, have not attended, do not plan to attend] Q2 To what extent do you support or oppose SFRS undergoing a Service Delivery Review? Response Strongly support [options: strongly support, somewhat support, neither support or oppose, somewhat oppose, strongly oppose, don’t know, prefer not to say] Additional comments Please provide any other comments that you wish SFRS to consider: The council welcomes the decision that arrangements regarding first appliances remains unchanged, which provides reassurance. The council seeks reassurance that the on-call crewing model is achievable and sustainable against reported recruitment and retention challenges to the on-call system. The council is aware that feedback provided during the stakeholder development session confirms the status quo is not an option and that there are no plans to reinstate the second wholetime appliance at Hamilton fire station should Options 1 or 2 not be supported. Notwithstanding concerns regarding the sufficiency of provision outside dayshift, of the two options, Option 2 is the council’s preferred resourcing option, which reinstates the second appliance at Hamilton fire station, provides an additional second appliance at Bellshill fire station, and enhances dayshift resilience. If there is no reconsideration of proposed options the council seeks reassurance that, subject to a final decision by the SFRS Board, Option 2 is a permanent change under this review and not until such times as RAAC works to the Cumbernauld fire station completes. The council would welcome clarity on anticipated timescales to fully implement the proposed appliance and staffing changes in Lanarkshire (subject to SFRS Board approval). 62
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 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, 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. 4. Non Bulletin Disposals 4.1. Appendix A details negotiated transactions where the land requires to be declared surplus in order that Property Services can conclude negotiations for its disposal. 9 63
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4.2 The land at Redwood Drive, East Kilbride, extending to 997 sq m or thereby, as shown delineated on the attached plan, is owned by the Council and is the subject of an approach by Network Rail. A separate agreement is in place between Network Rail and a third party whereby Network Rail require to provide access to a proposed development site. To facilitate this agreement, it is necessary for Network Rail to acquire the Council owned land as there is no scope for access to be taken from an alternative location. 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. Capital receipts for both General Services and Housing Revenue Accounts will be secured through the disposals identified in this report. 6.2 The proposed agreement to sell the land is the subject of a valuation report to be provided by the Valuation Office Agency (VOA) and the terms of any agreement will be subject to approval by either the Housing and Technical Resources Committee or, if appropriate, delegated authority. 7. Other Implications 7.1. There is a low risk that the capital receipts anticipated, as a result of declaring these properties surplus, may not be realised if, for reasons outwith the Council’s control, 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. 7.2. There are no significant issues in terms of sustainability arising from this report. 8. integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. Consultation was undertaken with all Resources through the Property Bulletin. In addition, Planning, Roads, Legal, and Housing Services were consulted through the Area Property Groups. Sharon Egan Interim Executive Director (Housing and Technical Resources) 30 July 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 64
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APPENDIX A - NON BULLETIN DISPOSALS Area Description Holding Account Proposal Value Band 997 sq m Land at Redwood Drive, East Kilbride Community and Enterprise Sale to Network Rail for inclusion in proposed 3rd party adjoining development site Subject to District Valuer’s report 88 sq m 25 Kronburg Way, East Kilbride Community and Enterprise Garden Ground 4 23 sq m 2 Forrest Road, Lanark Housing Garden Ground 4 15 sq m 75 Deveron Crescent, Hamilton Housing Garden Ground/Possible Extension 4 Value Bands 1 – over £1 million 2 – £500,000 to £999,999 3 – £100,000 to £499,999 4 – less than £100,000 65
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Interim Executive Director (Housing and Technical Resources) Subject: South Lanarkshire Local Housing Strategy Annual Review 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the progress made during 2024/2025 against the agreed outcomes set out in the Local Housing Strategy (LHS) 2022 to 2027 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress on actions for delivering the agreed Local Housing Strategy (LHS) priority outcomes across the five chapters be noted. 3. Background 3.1. The Housing (Scotland) Act 2001 requires local authorities to carry out an assessment of needs and demand for housing and related services, and to prepare and submit a five-year LHS to Scottish Ministers. The LHS is the main plan for all housing tenures in the local authority area. 3.2. The LHS was developed during 2022, building on the good work undertaken by the Council and its partners under the LHS 2017 to 2022. The LHS works alongside the Council’s Local Development Plan 2 (LDP2), to set the strategic framework for local housing development and aligns with corporate and community planning objectives. 3.3. The Executive Committee approved the LHS on 30 November 2022 and noted the annual monitoring and reporting arrangements. This is the second annual review of the LHS 2022 to 2027, with the first presented to Executive Committee on 26 June 2024. 4. Mid-point Review of Local Housing Strategy 2022 to 2027 4.1. The delivery of the LHS 2022 to 2027 reached its mid-point in 2025 and, to support the regular annual review process for 2024/2025, a mid-point review of the strategy was also undertaken focusing on: a review of existing and emerging priorities to ensure that they are properly reflected in the strategy a review of existing actions and measures to ensure their continued relevance to the strategy 10 67
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a review of timescales set out in the strategy to identify the need for any revisions identifying any new actions or measures that are required to reflect the changing context and priorities 4.2. This mid-point review identified a number of revisions to the LHS 2022 to 2027 (as detailed in section 7) which were considered by the LHS Steering Group throughout 2024/2025. 5. Context and Wider Policy Changes 5.1. A number of significant changes in policy context have taken place both locally and nationally since the first annual review of the LHS was presented in June 2024. A summary of these is set out below: South Lanarkshire Council declared a Housing Emergency on 12 June 2024 in response to a significant and sustained increase in demand for homelessness services. This continues to impact on the delivery of the Local Housing Strategy 2022 to 2027 and a new Homelessness Strategic Plan has been approved to tackle the ongoing pressures. The Homelessness Strategic Plan replaced the Rapid Rehousing Transition Plan (RRTP). South Lanarkshire Council became one of three local authorities in Scotland to join the Marmot Place pilot, which aims to reduce health inequalities. The pilot is a partnership between the Council, Public Health Scotland (PHS) and University College London’s Institute of Health Equity (IHE) and aims to prioritise actions to improve the conditions in which people are born, grow, live, work, and age to improve health and reduce health inequalities. The Scottish Government announced a 22% reduction in the national Affordable Housing Supply Programme budget for 2024/2025, impacting the Council’s ability to deliver new homes within its current programme and increasing uncertainty around future years budgets. This cut was reversed for 2025/2026 when the Scottish Government announced a 26% increase in funding on 2024/2025 levels. The Housing (Scotland) Bill 2024 continues to progress through the Scottish Parliament, with Stage 2 considerations being completed on 3 June 2025. The Bill outlines proposals as part of the delivery of ‘New Deal for Tenants’ and some aspects of ‘Housing to 2040’ including private sector rent controls, duties to prevent homelessness, and considerations around domestic abuse. The Scottish Government continues to progress the development of the Scottish Housing Net Zero Standard, which will replace the second Energy Efficiency Standard for Social Housing (EESSH2). The new standard is expected to be published during 2025/2026. South Lanarkshire Council has developed Town Centre masterplans for Hamilton and East Kilbride, in consultation with local communities, that will deliver transformational change, including the creation of new homes that will see more people live in town centres. 68
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5.2. Housing and Technical Resources will continue to monitor national and local developments in all areas and ensure that significant changes are appropriately reflected within the LHS and associated plans or reports. 6. Annual Review 2024/2025 6.1. The LHS is structured around five chapters and eight priority outcomes. There are 106 indicators against which the Council monitors progress including 71 actions and 35 measures. In line with wider reporting arrangements across the Council, these indicators can be categorised into ‘green’, ‘amber’ and ‘red’ depending on the progress made against them. Actions can also be recorded as ‘completed’ where appropriate, or ‘to be reported later’ if they are planned for delivery in a future year of the strategy. 6.2. As at the end of 2024/2025, 77% of the indicators were in line with projected targets or have been completed, up from 60% in 2023/2024. Table 1 outlines the 2024/2025 categorisation of the 106 indicators. Blue Green Amber Red To be reported later Total 2 80 10 1 13 106 Table 1: Categorisation of LHS indicators 2024/25 6.3. The review demonstrated good progress has been made for 80 indicators and two further actions have been completed in full. At the mid-point of the LHS, 13 indicators are ‘to be reported later’ due to scheduled delivery in future years of the strategy. Key highlights within each of the five chapters have been provided below: Chapter 1: Housing Supply, Affordability, and Choice To improve the availability of affordable housing in South Lanarkshire, a total of 503 additional Council homes for social rent have been provided during the duration of the strategy to March 2025. This included 154 new build properties and 349 acquired through the Council’s Market Purchase Scheme. A further 305 new build homes also completed by Registered Social Landlords (RSL) across South Lanarkshire in priority areas. Through working with owners of long-term empty homes and partner services, 28 long-term empty homes were successfully supported back into use by the Council during the year, exceeding the annual target of 15. This brings the total of empty homes brought back into use since the strategy began to 63. Through the implementation of the Progressive Housing Framework, 21 households were supported to remain in their own home through the provision of equipment and/or adaptations, and 465 households moved to properties which met their assessed needs. Additionally, through the Strategic Housing Investment Plan 2025 to 2030, approved in November 2024, the Council is working to optimise the opportunities available to meet particular needs on a site-by-site basis. 69
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Chapter 2: Housing Quality, Energy Efficiency and Decarbonisation The Council engaged with over 4,000 households during 2024/2025 to promote the availability of energy advice and funding support schemes to help minimise fuel costs. This includes 465 referrals to the Warmer Homes Scotland scheme which resulted in the installation of 2,388 measures to improve the energy efficiency of people’s homes. The Council continues to deliver the ‘Energy Company Obligation Scheme’ (ECO4) which allows national energy company funding to be used by locally based contractors to make energy efficiency improvements to eligible homes at no cost to the homeowner. During 2024/2025, 295 energy efficiency measures were installed in 102 homes across South Lanarkshire, bringing the total since the scheme was launched in 2023 to 627 measures across 229 homes. The types of energy efficiency measures installed include solar panels, boiler upgrades, and insulation. The South Lanarkshire Local Heat and Energy Efficiency Strategy, a long-term strategic framework for decarbonising heat in buildings and improving energy efficiency, was approved by the Council’s Executive Committee in June 2024. The strategy aligns with the LHS and prioritises reducing heat demand, transitioning to zero direct emissions heating systems, and making greater use of heat networks. Chapter 3: Specialist Provision and Supporting Independent Living The Housing and Dementia Framework, published by the Chartered Institute of Housing (Scotland) has been implemented across the sheltered housing service. This includes all staff undertaking dementia awareness training, integrating dementia friendly design principles into sheltered housing investment projects and upgrades, establishing strong links with dementia support groups, and promoting the Herbert Protocol which provides key information to help quickly and safely locate missing people with dementia. Of the 71 new affordable homes delivered by the Council and its Registered Social Landlord partners during 2024/2025, eight wheelchair accessible homes were included. This exceeds the 10% target for new build homes for social rent that are wheelchair accessible. Throughout 2024/2025 the Council has continued to invest within the two South Lanarkshire Gypsy/Traveller sites, with priorities for improvements agreed co- developed with site residents. Improvements at Shawlands Crescent include the extension of amenity units, upgrades to metres, the installation of solar PV and batteries, and the completion of a new playpark. At the Springbank Park site, solar PV and batteries have also been installed, and construction began on new playpark. A full review of the South Lanarkshire Scheme of Assistance, which provides financial and practical support to private sector households for home repairs and adaptations, was undertaken during 2024/2025 to ensure continued alignment with statutory requirements and guidance. Views were sought from a range of customer groups during a 12-week consultation period and the revised document was published on the Council’s website following approval by the Housing and Technical Resources Committee in May 2025. 70
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Chapter 4: Addressing Homelessness During 2024/2025 the number of homelessness applications received decreased by 9.6% from a peak in 2023/2024. At 2,467 applications received, this year does however remain significantly above pre-pandemic norms of approximately 2,000 applications in any year. The Council’s active caseload also remains persistently above previous trends (circa 1,000 households at any one time) comprising 1,543 households at the end of 2024/2025. During 2024/2025, 1,482 people accessed Housing Options services, increasing 36% on the previous year. Homelessness was prevented in 60% of cases where people received Housing Options support. The percentage of homeless households maintaining their tenancy for more than 12 months remains high at 91.3%. Chapter 5 Sustainable Places To ensure an appropriate provision of affordable homes, Housing and Technical Resources has contributed to the development of the East Kilbride and Hamilton Town Centre Masterplans to ensure appropriate focus upon meeting increasing housing need across both towns. Active travel links continue to be considered as part of new site designs across the Affordable Housing Supply Programme, with on-street bicycle parking, dropped kerbs and connecting pathways being implemented within sites to align with the principles of the National Planning Framework. Capacity for charging 50 electric vehicles was provided at designated charging points at the Brackenhill Farm development in Hamilton. 6.4. There were ten indicators categorised as ‘amber’ within the review, with work currently underway to ensure progress is made in 2025/2026. This includes plans to develop a grant or loan scheme to support more empty homes being brought back into use, and ongoing work to improve the access rates for the installation of smoke and heat detectors and fixed electrical testing within Council homes. 6.5 One measure was categorised as ‘red’, below anticipated performance: M6.2 Level of Homeless Households (homelessness caseload at year end). South Lanarkshire continues to experience a Housing Emergency with sustained demand for homelessness services, in line with trends across Scotland. The new Homelessness Strategic Plan 2024/2025 contributed to important progress during the year, but the homelessness caseload at year end was 1,543 which is only slightly lower than 2023/2024 and remains significantly higher than the LHS baseline. The Homelessness Strategic Plan 2024/2025 sets out five priority outcomes to help reduce ongoing pressures on homelessness services: prevent homelessness occurring wherever possible thus reducing its impact limit time spent by households in temporary accommodation and minimise temporary accommodation moves before moving onto settled homes ensure housing support provision meets the level and type of need for households to live independently within communities enhance integration and partnership working to embed RRTP through a whole systems approach implement and monitor the Homeless Demand Pressures Mitigation 71
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6.6 13 indicators were identified as ‘to be reported later’ in line with the timescale identified for implementation. Services continue to collate data for these and will update the performance framework when available. 7. Proposed Revisions to LHS Performance Framework 7.1. The annual review provides the opportunity to assess and report on the progress made against each of the actions and measures contained within the LHS performance framework. It also allows for a general re-examination of the LHS to ensure that the objectives, actions, and measures identified, remain appropriate, relevant, and measurable. 7.2. To ensure the performance framework is up-to-date and continues to align with linked strategies, plans, and guidance, minor updates will be made to LHS indicators to reflect changes within linked documents which have been revised since the LHS was published. 7.3. The performance framework will also be updated to reflect move from the Rapid Rehousing Transition Plan to the Homelessness Strategic Plan, approved by Housing and Technical Resources Committee. This will ensure that all homelessness related actions and measures are consistent. This will affect Actions 2.10 and 6.6. 7.4. During the annual review, five proposed revised indicators have been noted below with full details available in Appendix one: revising Action 1.3 to reflect the establishment of a national Matchmaker Scheme to bring empty homes back into use update the timescales for a Gypsy/Traveller Needs Assessment at Action 5.10 to 2026/2027 revising Action 8.1 on rural housing action plans to reflect the growing interest in community led housing projects in rural areas increasing the annual target for the number of empty homes supported back into use (M.3.1) from 15 to 20 revising the wording of measure M.2.1 to reflect that we will maintain rather than increase the number of accredited landlord properties in response to changes in the private rented sector, including a reducing trend in the number of private rented tenancies 7.5. In addition, two new actions are recommended for Outcome 8 which is focused on sustainable communities. These link with the wider context and policy changes referenced in section 5 of the report and include: A.8.9 – Ensure the provision of affordable housing as part of the corporate Town Centre Action Plans A.8.10 – Contribute to actions to reduce health inequalities in South Lanarkshire through the Marmot Place pilot. 7.6. Following approval, all revisions and additions will be incorporated into the LHS performance framework for 2025/2026. 72
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8. Looking Ahead 8.1 2025/2026 will be the third full year of the Local Housing Strategy 2022 to 2027 and, in addition to the indicators being progressed within the strategy, the Council and its partners will continue to take forward a wide range of other work, including: monitoring the progress through the Scottish Parliament of the Housing (Scotland) Bill 2024, which includes provisions around homelessness prevention and the private rented sector, submitting responses to consultations and evidence to parliamentary committees where requested monitoring the outcome of the Scottish Government consultations on proposals for the Heat in Buildings Bill and the Social Housing Net Zero Standard which will replace EESSH2 continuing to contribute to the Marmot Place pilot to embed the role of high quality affordable housing in tackling health inequalities in South Lanarkshire continuing to contribute to the development of the Council’s Evidence Report as part of the preparation for the Local Development Plan 4 continuing to contribute to the delivery of the Health and Social Care Partnership’s Strategic Commissioning Plan 2025 to 2028 in line with the Housing Contribution Statement 8.2 Progress in these areas will continue to be monitored with a further update provided as part of the next Annual Review in 2026. 9. Next Steps 9.1 The review identified that the Council and its housing, health and homelessness partners have made good progress in 2024/2025 towards delivering on the eight priority outcomes. 9.2 The finalised review document will be shared with the Scottish Government and the Local Housing Strategy Steering Group. 9.3 The Council will continue to monitor, influence where possible and enact any national policy changes that relate to the Local Housing Strategy 2022 to 2027. 10. Employee Implications 10.1 There are no implications for employees arising from the information presented in this report. 11. Financial Implications 11.1 There are no financial implications arising from the information presented in this report. 12. Climate Change, Sustainability and Environmental Implications 12.1. There are no climate change or environmental implications as a result of this report. 12.2. The action in the LHS continue to link closely with the Climate Change and Sustainability Strategy and a full Strategic Environmental Assessment (SEA) was completed as part of the development of the LHS 2022 to 2027, with feedback from statutory authorities incorporated into the strategy. 73
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12.3. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2024/2025. 13. Other Implications 13.1. There are no implications for sustainability or risk in terms of the information contained within this report. 13.2. A full Strategic Environmental Assessment (SEA) was completed as part of the development of the LHS 2022 to 2027 with feedback from statutory consultation authorities incorporated into the strategy. 14. Integrated Impact Assessment and Consultation Requirements 14.1. An Equality Impact Assessment and Fairer Scotland Duty Assessment were completed as part of the development of the LHS 2022 to 2027, identifying the relevance to individuals covered under the “protected characteristics” as defined in the Equality Act 2010 and the positive impact it could achieve for communities across South Lanarkshire. 14.2. The LHS is subject to ongoing consultation and engagement with key partners and stakeholders through the Local Housing Strategy Steering Group and ongoing links with tenants and other stakeholders. Sharon Egan Interim Executive Director (Housing and Technical Resources) 6 August 2025 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible 74
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Previous References Executive Committee Report, ‘Local Housing Strategy 2022-27’, 30 November 2022 Executive Committee Report, ‘Local Housing Strategy (LHS) Annual Review 2023-24’, 26 June 2024 South Lanarkshire Council Report, ‘Notice of Motion – Declaration of a Housing Emergency’, 12 June 2024 Housing and Technical Resources Committee Report, ‘Review of South Lanarkshire Council’s ‘Scheme of Assistance’’, 14 May 2025 List of Background Papers Local Housing Strategy 2022 to 2027 South Lanarkshire Homelessness Strategic Plan South Lanarkshire Strategic Commissioning Plan 2025 to 2028 South Lanarkshire Local Heat and Energy Efficiency Strategy Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Claire Frew, Strategy Co-ordinator E-mail: claire.frew@southlanarkshire.gov.uk 75
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Appendix 1: Proposed revisions to LHS Performance Framework Ref. Current action/measure Status Ref. Proposed replacement action/measure (where appropriate) A.1. 3 Establish a Matchmaker Scheme to link long- term empty properties and their owners with interested buyers. Amber A.1. 3 A national Matchmaker Scheme is being developed by the Scottish Empty Homes Partnership. Proposed revised action – Monitor the delivery of the national Matchmaker Scheme and ensure opportunities to implement in South Lanarkshire are progressed. A.5. 10 Work with stakeholders and community members to deliver an accommodation need and demand assessment for Gypsy/Travellers Green A.5. 10 To align with national work streams and ensure action is completed effectively, Timescale for completion to be revised to 2026/27. A.8. 1 Work with rural communities to review rural housing action plans every two years Green A.8. 1 Update action to reflect growing interest in community led housing projects across rural areas Proposed revised action – Work with rural communities to review rural housing action plans, including opportunities for Community Led Housing, every two years M.1. 3 The number of long term empty properties supported to be brought back into use by the council Green M.1. 3 Following strong performance in the number of empty homes brought back into use since commencement of the strategy, it is proposed to increase annual target from 15 to 20 in 2025/26. M.2. 1 Increase the number of accredited landlord properties Amber M.2. 1 In response to changes in private rented sector, including a reducing trend in the number of private rented tenancies. proposed to amend measure from increase to maintain 76
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: South Lanarkshire Council Response to Pre-budget Scrutiny Call for Views on Responding to Long-Term Fiscal Pressures 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Council’s response to the call for views issued by the Finance and Public Administration Committee of the Scottish Parliament as part of the pre- budget scrutiny process [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [] (1) that the South Lanarkshire response to the call for views, attached at Appendix 1, be noted. 3. Background 3.1. In recent years, in line with the recommendations of the Budget Process Review Group report, Scottish Parliament subject committees have undertaken pre-budget scrutiny, in advance of the publication of the Scottish budget. 3.2. The intention is that committees will use pre-budget reports to influence the formulation of spending proposals while they are still in development. In order to facilitate this, committees are required to publish pre-budget reports at least six weeks prior to the Scottish budget. The requirement to engage early in the budget process with local government is reflected in the developing Fiscal Framework element of the New Deal for Local Government jointly agreed between the Scottish Government and COSLA. 3.3. As part of its pre-budget scrutiny, the Finance and Public Administration Committee of the Scottish Parliament issued a call for evidence on 17 June to inform its enquiry, which this year is on the topic of Responding to Long-Term Fiscal Pressures. 3.4. The deadline for submission was 11 August 2025 and this report presents the Council’s input to this call for views for noting. 11 77
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4. The Pre-budget Scrutiny Call for Views 4.1. The focus of the Finance and Public Administration Committee’s pre-budget scrutiny is the following areas: steps the Scottish Government is taking in response to fiscal pressures arising from population trends highlighted in the Scottish Fiscal Commission’s latest Fiscal Sustainability Report the Scottish Government’s approach to increasing productivity and economic activity steps the Scottish Government is taking to support growth sectors in Scotland with a view to increasing economic performance and tax revenues key financial documents to be published by the Scottish Government during this year’s pre-budget scrutiny period, including its: - Medium-Term Financial Strategy (MTFS) - Fiscal Sustainability Delivery Plan (FSDP) 4.2. The Finance and Public Administration Committee will assess whether these demonstrate improved medium and longer-term financial planning by the Government:- information in the MTFS on the fiscal sustainability of social security spending, including analysis of how the Scottish Government is assessing: - the effectiveness and outcomes of its approach to the delivery of benefits - its impact on other parts of the Budget the Scottish Government’s Public Service Reform (PSR) Strategy and Infrastructure Investment Plan pipeline refresh 4.3. To help inform its enquiry, the Committee has asked for views on the following questions: 1. What actions should the Scottish Government be taking now to start to address these ‘Scottish specific fiscal sustainability challenges’? 2. To what extent does the Scottish Government’s 2025 MTFS and its FSDP demonstrate effective medium- and longer-term financial planning? Can any improvements be made in future years? 3. How adequately does the MTFS and the FSDP address the Scottish-specific fiscal sustainability challenges? 4. To what extent does the 2025 framework document for the Scottish Spending Review meet the BPRG’s recommendations on content and timescales? 5. What should the next Scottish Spending Review prioritise? 6. Faced with an ageing population, what actions should the Scottish Government take to increase labour market participation, with a view to growing the tax base? 7. Given the stagnation experienced in Scotland and the UK since the 2007/08 financial crisis, what lessons can be learned from countries that have experienced recent productivity growth? 78
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8. In which areas should the Scottish Government prioritise its capital spend to best support economic growth? 9. To what extent does the Scottish Government’s PSR Strategy demonstrate the vision and leadership required to drive progress? How well does it enable progress to be tracked, and outcomes measured? 10. How transparent and ‘joined up’ are the Scottish Government’s key strategic financial planning documents? What improvements in this area can be made? 4.4. Within the Council’s response, attached at Appendix 1, the Executive Committee is asked to note the following key points: The MTFS’s central scenario for growth in funding significantly lags behind projected growth in Scotland’s assessed spending needs. By 2029/2030, a ‘funding gap’ of £2.6 billion a year for day-to-day (non-investment) spending is projected. Whole system discussions are required now in advance of identifying administrative savings, reducing the size of the public sector workforce, re-prioritisation of spending, and a focus on boosting tax revenues in order to meet the funding gap anticipated. The MTFS assumes that Local Government will experience the same funding pressures as the rest of the public sector, however this fails to take account of the changing legislative and policy landscape which has seen demands on councils increase with, in many cases, no additional funding. In light of the considerable changes which may need to be implemented, e.g., in the health and social care field, it would be appropriate for some recognition of the potential for additional costs to fall to Local Government. From the Fiscal Sustainability Report and the MTFS, it is clear that priority needs to be given to preventative spend to stem the costs arising from an ageing population and continuing trends in chronic ill-health. Within this it should be recognised that Local Government services are an essential part of such an approach, from home care and supports for independent living to broader measures to help communities access healthy choices and options to enhance wellbeing at all ages. Local Government services – like housing, education, childcare, employability, and leisure and culture – play a significant role in preventing poor health outcomes and reducing demand for healthcare services, as well as supporting people into employment and helping to reduce dependence on the welfare system. These are the reasons that prompted the Council’s participation in the Marmot Initiative. While there is a need to prioritise upstream investment, this must be through sustainable reform, and not at the expense of core Local Government funding. In this context we note the ambitions to take forward actions in Health and Social Care service reform, Social Security benefits, Justice reform, Education and Skills reform and joined up models of service delivery for those most in need. We believe that these reforms need to be developed within the context of a whole-system approach which does not reduce core funding for one area of the public sector to make way for reform in another. 79
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The role of Local Government in driving economic transformation and improvement is significant. Councils are major employers in themselves and also play a key role in terms of local economies, commissioning and procuring services, creating jobs and providing employability services to support people into work. We welcome the forthcoming legislation on Community Wealth Building which will harness the energies of bodies across the public sector to help boost local economies. We believe that Local Government can be key enablers of fairer, greener, stronger local economies, which in turn will boost productivity and reduce demand for social security and other forms of public support. By growing local economies and creating jobs, reliance on public services can be reduced, with significant health and wellbeing benefits, as people are empowered by work. Councils and local partners are well placed to deliver improved outcomes at the local level and are in a unique position to represent, engage with and empower local communities in the design and delivery of services. As with previous spending review documents and PSR approaches, the PSR Strategy places considerable reliance on efficiencies. However, there is a risk of overestimating the efficiencies that can still be made. For more than a decade, Local Government has been responding to funding pressures, making efficiency savings and cutting services impacting on service delivery – this cannot go on indefinitely. The challenge, which grows ever more acute, is to generate savings through further efficiencies without impacting further on service delivery. Efficiencies can be focused as much on improving services as achieving savings and doing better services may not necessarily save money. There needs to be a far greater focus on taking demand out of the system – demand which currently necessitates costly services to respond to the symptoms rather than the cause. There also needs to be fair sustainable funding for Local Government. However, demand reduction requires a shift in focus, and it requires capital investment. The ability to deliver more efficient services which could, in turn, deliver savings also depends very much on Local Government’s ability to invest in capital infrastructure. From a local government perspective, the transparency and coherence of the Scottish Government’s strategic financial planning documents needs to be matched by – and not undermined or contradicted by – ad-hoc funding announcements and unilateral policy initiatives. In particular, the Scottish Government cannot keep adding to policy commitments without sustainable funding being available. In the recent past there have been multiple policy funding announcements which Local Government is required to deliver in addition to its existing statutory and core services. 4.5. As noted above, the Parliamentary Committee has issued its call for views as part of the normal pre-budget scrutiny process. The Committee will hear oral evidence in September/October 2025 and will publish its report in early November. 5. Next steps 5.1. The Executive Committee is asked to note the submission at Appendix 1. 6. Employee Implications 6.1. None. 80
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7. Financial Implications 7.1. There are potentially significant financial implications for the Council arising from decisions taken in relation to the Scottish Budget 2026/2027. The response prepared by the Council underlines and scale and significance of the financial challenges facing local government. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 9. Other Implications 9.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. There are very significant risks to local government arising from the decisions taken in the Scottish Budget 2026/2027. 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. Consultation was undertaken internally on the contents of this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 5 August 2025 Link(s) to Council Objectives/Priorities/Outcomes • Accountable, effective, efficient and transparent Previous References • None List of Background Papers • None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: Lorraine.O'Hagan@southlanarkshire.gov.uk 81
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Appendix 1 1. What actions should the Scottish Government be taking now to start to address these ‘Scottish specific fiscal sustainability challenges’? The MTFS’s central scenario for growth in funding significantly lags behind projected growth in Scotland’s assessed spending needs. By 2029/2030, a ‘funding gap’ of £2.6 billion a year for day-to-day (non-investment) spending is projected. Whole system discussions are required now in advance of identifying administrative savings, reducing the size of the public sector workforce, re-prioritisation of spending, and a focus on boosting tax revenues to meet the funding gap anticipated. 2. To what extent does the Scottish Government’s 2025 MTFS and its FSDP demonstrate effective medium- and longer-term financial planning? Can any improvements be made in future years? The MTFS sets out projections for the Scottish Government’s funding and spending requirements, providing central, higher and lower scenarios to illustrate the uncertainty around these. The MTFS’s higher and lower scenarios underline just how uncertain Scotland’s fiscal outlook remains. Any multi-year Scottish Spending Review published later this year will almost certainly need revisiting as UK funding plans evolve, tax and benefit forecasts are updated, and the lessons from implementing the FSDP become clear. The MTFS makes clear current forecasts for the contribution of devolved tax revenues to the Scottish Budget are likely to be optimistic. This could lead to a larger funding gap that would need to be addressed. 3. How adequately does the MTFS and the FSDP address the Scottish- specific fiscal sustainability challenges? The Scottish-specific fiscal sustainability challenges are (essentially): On health: • Ageing population (earlier or “faster” than UK as a whole). • Scotland has specific health challenges, with poorer health, lower life expectancy, poorer mental health – all drive greater needs and greater public expenditure. • Productivity in health delivery has declined since the pandemic, so for the future there is a bigger problem but a trend of lower outputs. • Health spending is the lion’s share of the Scottish Budget at 36%. • Recent trends (since about 2010) project a scenario of increasing ill-health and spiralling costs. • Spending on health is the greatest driver of increased public expenditure. On productivity: • Scotland’s labour market participation rates are lower than the UK and will continue to be so due to lower population growth and projected ageing of the population. 82
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• Productivity will be lower than in the UK due to a lower growth in the 16+ population than UK as a whole Other: • Costs which may arise from climate change or the drive to achieve net zero have not been factored in and in either case would likely present additional fiscal challenges. • If the UK government responds to UK fiscal pressures, then this would have a knock-on effect on SG Government funding via block grant and would reduce the money available, thereby greatly increasing the budget gap. • The fiscal sustainability report suggests that devolved public spending will have to be reduced by 1.2% each year, compared with projected spend, to balance the books. There needs to be whole system thinking about health and wellbeing across the public sector, with greater investment upstream to reduce demand rather than just increasing funding for the NHS – prevention is key. The main social determinants of health (education, housing, employment) are all long-term drivers which must be invested in to improve health outcomes and address health inequality. We welcome the recognition of this in the MTFS however the fundamental question is how this is delivered in practice. As we argue elsewhere in this submission, the severe funding pressures experienced by councils are impacting on multiple services which support, directly and indirectly, health, wellbeing, and local economies. The Scottish Fiscal Commission notes that “Although better population health would improve the fiscal position, the scale of the UK fiscal challenges mean improvements in the populations health would not be enough by themselves to solve the fiscal sustainability challenges” (Fiscal Sustainability Report para 36). This means that preventing ill-health can only be part of the solution. Measures to redesign public service delivery and to boost productivity and tax revenue must be given high priority. After spending on health and education, the biggest area of expenditure for the Scottish Government is on social security. The MTFS states that Scottish Government support for a range of Scotland-specific Social Security measures represent an investment in the people of Scotland (para 3.2.4), and that the continuation of this support will inevitably have implications for the resources available elsewhere in the public sector. We would reiterate a point we have made before (through COSLA and SOLACE) that while social security has a significant role to play in supporting hard- pressed households and vulnerable people, there needs to be whole system discussions across the public sector to identify ways of supporting people and families on low income, as well as how to tackle economic inactivity and low participation 83
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rates. These are the issues that prompted the Council’s participation in the Marmot Initiative. The MTFS assumes that Local Government will experience the same funding pressures as the rest of the public sector (para 3.2.5), however this fails to take account of the changing legislative and policy landscape which has seen demands on councils increase with, in many cases, no additional funding. In light of the considerable changes which may need to be implemented, e.g., in the health and social care field, it would be appropriate for some recognition of the potential for additional costs to fall to Local Government. Councils are having to rationalise demands when money is tight. Fully funded joined-up policies which prioritise prevention are required, and not just simply continuing to shore up systems which need to change. 4. To what extent does the 2025 framework document for the Scottish Spending Review meet the BPRG’s recommendations on content and timescales? The budget process, as recommended by the Budget Process Review Group (BPRG), is centred around four core objectives: • to have greater influence on the formulation of the Scottish Government’s budget proposals, • to improve transparency and raise public understanding and awareness of the budget, • to respond effectively to new fiscal and wider policy challenges, and • to lead to better outputs and outcomes, as measured against benchmarks and stated objectives. The Council welcomes the Scottish Government’s engagement on the budget process and the commitment to continue to progress the positive work achieved to date. Improved transparency and engagement on the budget process are welcomed with acknowledgment from the Scottish Government of the continued financial challenges facing the Council. A multi-year approach to financial planning will help the parliamentary committees as well as local government, by giving them a degree of certainty in relation to their funding, and the ability to plan strategically in relation to their policy intent. It is appropriate to reiterate the point that it is impossible to deliver outcomes without greater funding. Councils are having to prioritise demand when money is tight. Fully funded joined-up policies which prioritise prevention are required, and not simply continuing to shore up systems which are in need of change. 84
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5. What should the next Scottish Spending Review prioritise? From the Fiscal Sustainability Report and the MTFS, it is clear that priority needs to be given to preventative spend to stem the costs arising from an ageing population and continuing trends in chronic ill-health. Programmes and services which boost economic participation rates should be given consideration. Within this it should be recognised that Local Government services are an essential part of such an approach, from home care and supports for independent living to broader measures to help communities access healthy choices and options to enhance wellbeing at all ages. Local Government services – like housing, education, childcare, employability, and leisure and culture – play a significant role in preventing poor health outcomes and reducing demand for healthcare services, as well as supporting people into employment and helping to reduce dependence on the welfare system. While there is a need to prioritise upstream investment, this must be through sustainable reform, and not at the expense of core Local Government funding. In this context we note the ambitions to take forward actions in Health and Social Care service reform, Social Security benefits, Justice reform, Education and Skills reform and joined up models of service delivery for those most in need. We believe that these reforms need to be developed within the context of a whole-system approach which does not reduce core funding for one area of the public sector to make way for reform in another. Prioritising prevention means giving due attention to people and places – focusing on the communities in which children grow up, in which local action can be taken on climate change, and in which businesses can thrive. Without a focus on creating vibrant and supportive communities, our public services will continue to plough money into addressing complex and resource-intensive problems that mean poorer outcomes for individuals. Put simply, resource spending that is focused on supporting people to live well locally is cost- effective and aligns with the principles underpinning the MTFS. 6. Faced with an ageing population, what actions should the Scottish Government take to increase labour market participation, with a view to growing the tax base? We believe it is important to Invest in people to support the economy. There should be an equal focus on growing local economies and creating jobs, so that reliance on public services can be reduced and additional tax revenue can be raised. This also creates significant health and wellbeing benefits, as people are empowered by work and enabled to live well locally. The role of Local Government in driving economic transformation and improvement is significant. Councils are major employers in themselves and also play a key role in terms of local economies, commissioning and procuring services, creating jobs and providing employability services to 85
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support people into work. We welcome the forthcoming legislation on Community Wealth Building which will harness the energies of bodies across the public sector to help boost local economies. We believe that Local Government can be key enablers of fairer, greener, stronger local economies, which in turn will boost productivity and reduce demand for social security and other forms of public support. By growing local economies and creating jobs, reliance on public services can be reduced, with significant health and wellbeing benefits, as people are empowered by work. Councils and local partners are well placed to deliver improved outcomes at the local level and are in a unique position to represent, engage with and empower local communities in the design and delivery of services. Services delivered by councils which are directly relevant to increasing labour market participation include: • Early Learning and Childcare • Education (Primary, Secondary, Special) and Additional Support for Learning • Fair Work • Economic Development and Business Support (including Business Gateway) • Employability Support • Employability Partnerships • Delivery of No One Left Behind • Youth unemployment support, including apprenticeships, job creation schemes • Supported Employment • Tourism Support 7. Given the stagnation experienced in Scotland and the UK since the 2007/08 financial crisis, what lessons can be learned from countries that have experienced recent productivity growth? There are several areas of activity where countries have invested and seen economic growth: • Innovation and Research & Development - Public and private investment in R&D - University and industry collaboration - Enhanced support for startups and growing companies. Lesson – Increased R&D investment. An example of this is where the Council, Clyde Gateway URC and Scottish Enterprise are seeking to deliver ‘Red Tree Labs’ – a high specification laboratory, office and incubator space. • Infrastructure Investment - Continued investment in infrastructure. • Policy - Delivery and commitment to long-term economic strategies that cross political cycles. 86
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• Training / Upskilling - Vocational education and training that aligns closely with industry needs. - Lifelong learning initiatives to upskill works in response to technological change. Lesson – would be for Scotland to strengthen links between education, training and industry particularly in digital and green sectors. • Digital Transformation - Digital infrastructure investment - Digital public services and e-governance - SME digital adoption and champions Lesson – would be to accelerate digital infrastructure and adoption. Particular issue for rural areas and SMEs. 8. In which areas should the Scottish Government prioritise its capital spend to best support economic growth? • Digital Infrastructure to improve productivity • Research & Development Hubs. Create also innovative hubs and tech incubators. • Industrial/Commercial Development – Ryden report commissioned by South Lanarkshire Council identified the lack of supply of industrial space with certain locations also experiencing industrial property becoming obsolete. The findings of this study also echo a similar study across Glasgow City Region. • Green Infrastructure and Net Zero Transition - This would support long-term sustainability, job creation and resilience. Examples could be hydrogen projects and energy efficiency in public building and homes. • Transport and Connectivity including rail and bus infrastructure and the Glasgow Metro project. Investment in transport projects for the rural areas. • Affordable and Sustainable Housing which would support the construction sector. Support for social and affordable housing to address the housing crisis. Retrofit of homes for energy efficiency. • Education and Skills investment including training and learning initiatives as well as capital investment in establishments. 9. To what extent does the Scottish Government’s PSR Strategy demonstrate the vision and leadership required to drive progress? How well does it enable progress to be As with previous spending review documents and PSR approaches, the PSR Strategy places considerable reliance on efficiencies. However, there is a risk of overestimating the efficiencies that can still be made. For more than a decade, Local Government has been responding to funding pressures, making efficiency savings and cutting services impacting on service delivery – this cannot go on indefinitely. The challenge, which grows ever more acute, is to generate 87
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tracked, and outcomes measured? savings through further efficiencies without impacting further on service delivery. Efficiencies can be focused as much on improving services as achieving savings and doing better services may not necessarily save money. There needs to be a far greater focus on taking demand out of the system – demand which currently necessitates costly services to respond to the symptoms rather than the cause. There also needs to be fair sustainable funding for local government. However, demand reduction requires a shift in focus, and it requires capital investment. The ability to deliver more efficient services which could, in turn, deliver savings also depends very much on Local Government’s ability to invest in infrastructure. For instance, to improve the energy efficiency of vehicle fleets needs capital investment in the infrastructure to support this. Further efficiencies will impact on services and outcomes. The drive for efficiencies – and in particular the across-the- board aim of reducing Public Service headcount – could undermine efforts to attract, retain, and value the public sector workforce. The delivery of efficiencies needs to be within a framework which allows recognition of and investment in the workforce to demonstrate the value and essential role that they play. If not, and further ‘efficiencies’ are sought from an already hard worked sector, we will see increased levels of absence, of leavers and a continuing reduction in applicants to fill the void. Additionally, there are a number of statutory and policy commitments which prevent any reduction in workforce numbers as it is not possible to deliver services without sufficient staff to do so. The primary concern for Local Government is that individuals and communities get the services they need at the right time regardless of where they live and of their individual circumstances. The Local Government workforce has played a vital role serving their communities in extremely challenging circumstances over the past few years, and supporting the whole of this workforce as we face the challenges of the future must be a key priority. For this reason, considerable thought needs to be given to the planned reduction in the public sector workforce. 10. How transparent and ‘joined up’ are the Scottish Government’s key strategic financial planning documents? What improvements in this area can be made? We welcome the committee’s interest in gaining an overview of the strategic plans in this space, with a view to co- ordinating, aligning and potentially reducing complexity. We believe that, in the context of funding constraints across the public sector, it is imperative to look at where policy demands can be streamlined, consolidated and reduced. Over and above this, and in general, frank discussions are needed across the public sector around what can and should be delivered, and what needs to be deprioritised or changed going forward. These conversations are by necessity happening in councils across the country in response to 88
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widening budget gaps, and the debate needs to be had at a national and strategic level. From a local government perspective, the transparency and coherence of the Scottish Government’s strategic financial planning documents needs to be matched by – and not undermined or contradicted by – ad-hoc funding announcements and unilateral policy initiatives. In particular, the Scottish Government cannot keep adding to policy commitments without sustainable funding being available. In the recent past there have been multiple policy funding announcements which Local Government is required to deliver in addition to its existing statutory and core services. Examples range from the continuation of expansion of free school meals, place-based and town centre funding, removal of instrumental tuition fees, electric vehicles infrastructure, playpark renewal and reduction in class contact time in schools. While such policy areas undoubtedly have their merits, there is little or no discussion on whether they are the best priorities with limited resources, which best achieve outcomes, and fundamentally they do not address Local Government’s core funding pressure. Either sustainable funding must be provided both for existing policy commitments delivered by Local Government in addition to core services, or there needs to be a wholesale re-prioritisation of policy areas, as these cannot simply be added to with the expectation that Councils will fill the gaps. We would also suggest that greater collaboration is needed in the governance around Scotland's National Strategy for Economic Transformation (NSET), which better aligns priorities and budgets across the Scottish Government and agencies, so that Local Government can work more easily alongside its partners, to focus more clearly on the economic outcomes we are trying to achieve collectively, with less siloed decision making. 89
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Director of Health and Social Care Subject: Care Reform (Scotland) Act – Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with an update on the Care Reform (Scotland) Act which received Royal Assent on 22 July 2025 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the update on the Care Reform (Scotland) Act be noted. [1recs] 3. Background 3.1. The National Care Service (NCS) (Scotland) Bill was published in June 2022 providing for the establishment of a NCS under the responsibility of Scottish Ministers. The NCS Bill as published in June 2022 provided for the transfer of listed social care and social work local authority functions, staff and assets to Scottish Ministers or newly established care boards. 3.2. In common with the approval process of other legislation, the then NCS Bill proceeded through three stages: Stage 1 – consideration of the general principles of the Bill by Parliamentary Committee(s) and a debate and decision on these by the Parliament. Stage 2 – detailed consideration of the Bill by Parliamentary Committee(s). Stage 3 – final consideration of the Bill by the Parliament and a decision whether it should be passed or rejected. After a Bill has been passed and has received royal assent, it then becomes an Act of Parliament with implementation to follow. 3.3. Progress with the development of a NCS and the associated Bill has been the subject of previous updates to Executive Committee in August 2022, February 2024, August 2024 and February 2025. 12 91
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4. Updated Position 4.1. On 23 January 2025, the Minister for Social Care, Mental Wellbeing and Sport made a statement to the Scottish Parliament confirming the Scottish Government’s intention to remove Part 1 from the Bill and proceed with Parts 2 and 3 only. https://www.gov.scot/publications/ministerial-statement-future-of-the-national-care- service/ 4.2. The name of the Bill was changed as a result of Stage 2 amendments because it could no longer be reasoned that the Bill was establishing a NCS. 4.3. On 10 June 2025 the Scottish Parliament passed the now Care Reform (Scotland) Bill at Stage 3. Information on the amendments introduced as part of the conclusion of Stage 3 are available here: https://spice-spotlight.scot/2025/06/09/the-care-reform-scotland-bill-formerly- national-care-service-scotland-bill-the-final-hurdle/ 4.4. The Care Reform (Scotland) Act 2025 received Royal Assent on 22 July 2025. 4.5. In summary the Care Reform (Scotland) Act 2025: enshrines Anne’s Law into legislation to uphold the rights of people living in adult care homes to see loved ones and identify an essential care supporter strengthens support for unpaid carers by establishing a legal right to breaks empowers people to access information on their care and improving the flow of information across care settings improves access to independent advocacy to guarantee people are heard and involved in decisions about their own care creates a National Chief Social Work Adviser role to provide professional leadership and champion the sector, as part of plans for a new National Social Work Agency https://www.gov.scot/news/care-reform-scotland-bill-passed/ 4.6. Alongside the Act, a non-statutory advisory board will be established to drive progress and scrutinise reform, replacing an interim advisory board that met for the first time in May 2025. https://www.gov.scot/groups/national-care-service-interim-advisory-board/ 5. Employee Implications 5.1. The delivery of amendments may require significant additional staffing capacity for which costings have not been provided as yet at a time when there continues to be significant demand and resource challenges for health and social care as highlighted by Audit Scotland. https://audit.scot/publications/integration-joint-boards-finances-continue-to-be- precarious 6. Financial Implications 6.1. The delivery of currently uncosted amendments to the legislation may require significant additional funding at a time when health and social care budgets are already subject to considerable pressures as highlighted in Audit Scotland. 92
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The Council’s top risks are currently being reviewed and evaluated. Part of these considerations will be a review of the current risk status of the NCS for the Council. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce any 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 is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 15 August 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, efficient, effective and transparent Previous References Executive Committee - Response to National Care Service Bill (August 2022) Executive Committee - National Care Service Update (February 2024) Executive Committee – National Care Service Update (August 2024) Executive Committee – National Care Service Update (February 2024) List of Background Papers Care Reform (Scotland) https://www.legislation.gov.uk/asp/2025/9/contents/enacted Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Professor Soumen Sengupta Director, Health and Social Care E-mail: soumen.sengupta@southlanarkshire.gov.uk 93
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Report Agenda Item To: Executive Committee Date: 27 August 2025 Prepared by: Chief Executive Subject: Good Food Nation Plan and Call for Evidence 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the upcoming Scottish Government guidance on the development of a Good Food Nation Plan (GFNP) and current progress provide the Council’s response to the Scottish Parliament’s Call for Evidence on the Good Food National Plan, which was submitted to meet the deadline of 15 August 2025 [1purpose] 2. Recommendation(s) 2.1. The committee is asked to approve the following recommendation(s):- (1) that the content of the report be noted; and (2) that the attached Council response to the call for evidence be noted. 3. Background 3.1. The Good Food Nation (Scotland) Act 2022 places a legislative duty on Scottish Ministers, local authorities and territorial health boards to create Good Food Nation Plans. The Scottish Government is in the process of preparing a national GFNP, which will be finalised during 2025. 3.2. The proposed GFNP was laid before the Scottish Parliament on 27 June 2025 and can be accessed here: https://www.gov.scot/publications/proposed-national-good- food-nation-plan/. 3.3. When enacted, Section 10 requires each “relevant authority” including local authorities to publish a GFNP. This means that, as things stand, the council will be legally required to publish a GFNP for the area within a period of 12 months, starting from the date upon which the provision is commenced. (Note: the time period is under review following feedback from relevant authorities.) From a wider South Lanarkshire perspective, the duty also falls to NHS Lanarkshire, which is required to publish a separate plan. 3.4. GFNPs should bring together the actions that relevant authorities are taking or will take to address a wide range of food related issues. The Act requires these plans to have regard to the scope for food-related issues to improve outcomes relating to social and economic wellbeing, the environment, health and physical and mental wellbeing, economic development, animal welfare, education, and child poverty. 13 95
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3.5. The production and delivery of the council’s plan will require input and action from various services including Procurement, Education, Social Care, Economic Development, Environmental Protection, Leisure and Cultural Services, and Waste Management. 3.6. When preparing the plan, the council must publish and consult on a draft of the plan and have regard to any responses received. 3.7. When consulting, the relevant authority must have regard to the importance of communicating in an inclusive way, and the importance of communicating in a way that is effective in engaging children and young people. 4. Key Dates and Considerations 4.1. It is expected that the national GFNP will be enacted by the end of 2025. Following this, local authorities and health boards will have at least 12 months to develop their local plans. 4.2. There is still some uncertainty about the final content of the GFNP. However, the requirement for local plans to “have due regard” to the national GFNP will include a requirement for a statement to demonstrate how the council has had due regard to the national plan and the food-related issues it raises. There is likely to be commonalities across all of Scotland’s plans, but local plans do not need to mirror national plans. 4.3. A new statutory instrument will also be introduced requiring all relevant public bodies to “have regard” to our own local GFNP when conducting “specific functions” in either policy or actions. Further information and a list of the specified functions are expected to be published with the national plan. 4.4. The council is required to report progress against the delivery of its outcomes every two years and to complete a full review of the plan every five years. As part of the duties, the plan must have outcomes, indicators, measures and list the related policies. 4.5. Authorities may consider joint and regional plans, though each relevant body participating in them must be able to demonstrate how they individually meet their duties in the production and reporting of the plan. Legal advice is recommended for all partners considering a joint plan. 4.6. Funding to support the development of plans is being discussed by COSLA and the Scottish Government. There is no information relating to any discussions on funding to support the implementation of the plans. 5. Scottish Parliament Call for Evidence 5.1. A Call for Evidence on the Good Food Nation National Plan was received on 1 July 2025 from the Scottish Parliament’s Health, Social Care and Sport Committee and the Local Government, Housing and Planning Committee. These seek views on what changes organisations would like to see reflected in the finalised national plan. Questions focus on the following four areas: • Public health, health services and social care; • Local government’s role in delivering the aims of the GFNP, particularly through procurement, allotments and community growing; and • Any other aspect of the plan organisations want to provide feedback on. 96
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5.2. A copy of the council’s response is attached at Appendix 1. The deadline for responses was 15 August 2025, so a draft of the response was shared with Group Leaders in advance of submission and in advance of this report to Executive Committee. 6. Next Steps 6.1. While awaiting the final national GFNP and legislation, a Food Lead Officer within the council’s Community Engagement Team has been appointed as the main point of contact for the Scottish Government and is collaborating with colleagues in NHS Lanarkshire and North Lanarkshire Council to ensure a cohesive approach. 6.2. The Lead Officer has been working with the University of Edinburgh’s Good Food Nation Living Lab to explore how local authorities can best develop their local plans. This work will also focus on South Lanarkshire’s specific food system data and how we compare with other parts of Scotland. 6.3. Officers have also been working with the Sustainable Food Places (SFP) Network in Scotland to help create a collaborative and systems-led approach to developing the council’s plan. 6.4. Officers have also been working with VASLan to develop a South Lanarkshire Community Food Partnership Network, which will support the effective development and delivery of the plan at a place-based level. Shared Prosperity Funding will support the start-up and first year of development costs for this network. Thereafter, it will need to be self-sustaining. 6.5. The council will continue to work with third sector organisations to collect data on food poverty and consider other available data sets through working closely with colleagues analysing date for the Marmot Place Programme. The Food Lead Officer will also establish an internal working group of officers to support the development of the plan. This will be facilitated by the Community Engagement Team. 7. Employee Implications 7.1. As Scottish Government funding commitments are not known, the development and delivery of the plan will be completed using existing council resources. 8. Financial Implications 8.1. Any financial costs associated with the development of the plan will be met from existing budgets. As indicated elsewhere in this report and appendix, discussions about potential future funding are ongoing between local authorities and the Scottish Government. 9. Integrated Impact Assessment and Consultation Requirements 9.1. There are no impact assessment issues arising from this report, though the council’s Good Food Plan will be subject to an IIA. There is also a requirement for that plan to be subject to public consultation. Paul Manning Chief Executive 30 July 2025 97
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Focused on People and their Needs People Live the Healthiest Lives Possible 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: Jen Kerr, Community Engagement Manager Phone: 0303 123 1017 Email: Jennifer.Kerr1@southlanarkshire.gov.uk 98
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Appendix 1 Scottish Parliament Good Food Nation National Plan Call for Evidence Draft Response 1. Thinking about those aspects of the proposed National Good Food Nation Plan related to public health, health services and social care, what, if any, specific changes would you like to see reflected in the finalised national plan? The links between good food and physical and mental health are well made within the plan. However, affordability is key, and food insecurity is increasing. Research by the Joseph Rowntree Foundation shows that in 2024 one million people in Scotland were living in poverty. Food insecurity is also linked to poor educational outcomes, physical and mental health challenges and wider community wellbeing. Different local authority areas have different policies around provision and cost of school meals – to take the uncertainty and stigma away from children and young people this area needs consideration. Breakfast provision should also be looked at as many young people may only eat at school. The free school meal expansion pilot to S1 – S3 pupils in eight local authorities in August 2025 should be closely monitored to measure the impact this has on learning and wellbeing (both physical and mental wellbeing). Outcome 3 and the measures are laudable. However, to increase uptake in healthy foods, fruit and vegetables they require to be affordable and accessible across communities. Some communities are further impacted due to transport links. As noted in the Plan, the Scottish Dietary Goals (SDGs) are overdue a review. However, in our view the plan currently misses an opportunity to recognise the impact of diets high in Ultra Processed Foods (UPFs), particularly those associated with high fat, salt and sugar. UPFs currently make up more than half the average shopping basket, and two-thirds of children’s daily energy intake in the UK. The SDGs should reflect this with a focus on re-balancing diets with increased consumption of plants, less and better meats, and minimally-processed foods. Additionally, we would like the Plan to show a commitment to early years nutrition, including increased support and initiatives to keep raising breastfeeding rates, where appropriate and desirable. We would further suggest that stronger links require to be made with local development planning. In addition, links to the Population Health Framework and the learning that emerges from the Collaboration for Health Equity in Scotland pilot (Marmot). Community Planning Partnerships will be key to delivering the plan as well as Community Wealth Building strategies and procurement strategies. Local government links to other anchor organisations and collectively these organisations can have a huge impact on local communities. 99
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2. Thinking about the role of local government in delivering the Plan, particularly through procurement, what, if any, specific changes would you like to see reflected in the finalised national plan? In relation to procurement, Facilities utilise the Scotland Excel Frameworks (SXL) for purchasing food. Therefore, to support Scottish producers and meet the requirements of the GFN Act, these requirements need to be embedded into these framework contracts. Working outwith these SXL frameworks would take extensive local authority resources, to ensure that all aspect of the Food Safety Act, Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations and Allergen management were met. South Lanarkshire Council’s current strategic approach to food procurement focuses on use of collaborative contracts through Scotland Excel, including Groceries and Provisions, Meat and Fish, Fruit and Vegetables, and Milk. Our annual spend on food and drink is circa £5m. In addition to ensuring best value in an essential commodity area, one of the key benefits of the collaborative contracts is to ensure compliance with Health and Safety and Food Quality standards. Through management information, the council is also able to identify the origin of products. Under the council’s Community Wealth Building Strategy and Good Food Plan, the council aims to provide local suppliers with opportunities to increase the production of food and drink and identify opportunities to procure local food and drink products. At present, while there are challenges in respect of product suitability, continuity of supply and quality standards in the local food market, we also acknowledge that the limitations presented by the procurement regulations may impact on the council’s ability to contract directly with local suppliers in future. Furthermore, on worker’s rights, procurement decisions could be weighted to ensure fair work standards, including payment of the Real Living Wage, respect for workers and workers’ voices, expanded trade union recognition, and collective bargaining across the sector. 3. Thinking about the aspects of the Plan on allotments and community growing, what, if any, specific changes would you like to see reflected in the finalised National Plan? The links between community growing and good mental health and wellbeing are made in the plan. In many local authority areas, there are long waiting lists for allotments – making more land available would have a positive impact and should be progressed quickly through the Community Empowerment Act. Allotments do not always need to be run by local authorities, however. Land could be used for community organisations to grow and run allotments as well. Access to green space and being able to grow your own food cannot be underestimated in terms of people’s health and even their sense of community. This could have additional benefits – for example, to address social isolation, and to provide learning opportunities for people of all ages. There is reference in the Plan to a thriving food culture – this could mean different things to different people. It therefore needs to be defined more clearly and take account of the fact that food insecurity is increasingly prevalent, and that therefore this “culture” is not always accessible to everyone. 100
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While there is a planning element to food growing and use of public land for allotments, there is scope in the plan to include wider opportunities for food growing at home, whether in the garden or in a container, or in nurseries/schools/colleges and public sector buildings where land is available and suitable for this purpose. ‘Education’ is one of the 7 key scopes of the Good Food Nation Act but there seems to be a lack of indicators around how this relates to community growing, for example the number of schools which have growing spaces, and also where food sits in terms of the curriculum. 4. Thinking about other aspects of the Proposed National Good Food Nation Plan (not covered above), what, if any, specific changes would you like to see reflected in the finalised National Plan? Further discussion and clarification around funding would be welcome as the plan is developed. This will be important in terms of delivering outcomes, given increasing food costs and the impact on council resources to manage and meet all the requirements on the Plan. The council also shares concerns raised by the sector around timescales, specifically in relation to the period that will be available to have local plans completed, consulted on and approved. Neither the drafted 12 months, nor the additionally discussed 18 months, seem sufficient for this work to be completed. We would suggest further that information in relation to alcohol requires to be expanded in the plan, as the only references to alcohol currently seem to be in relation to supporting the Scottish drinks industry and the wider economy. There are many other factors that need to be factored in, including the negative impact on health and on personal finances, as well as the impact on food insecurity and alcohol-related harm. The Plan provides a comprehensive summary of related policies and how these impact on the outcomes of the Plan. The ultimate impact of these will be dependent on the public’s wider knowledge of them and how these are articulated. Again, the link to poverty will determine the impact of the Good Food Plan. While the focus of the Plan is on the delivery of long-term ambitions relating to good food, there continues to be significant challenges for many individuals and families who continue to experience food poverty regularly. A stronger focus in the Plan on addressing the immediate issues would be helpful, with perhaps an additional shorter-term aspiration (aligned to the long-term ambition) which addresses the provision of good food at the point of crisis. However, this may already be a planned feature in an associated delivery plan. There are challenges around understanding food-related challenges and the levels of food poverty due to data availability and at a geographical level. It would be helpful if national data sets were available at lower geographical levels to support better targeting of local interventions. Maps of food deserts, particularly in relation to our most deprived areas would also be helpful to identify where individuals and families may be paying a poverty premium, particularly in rural areas. Perhaps some joint collaboration between local partners and the Scottish Government could support the development of localised data/dashboards. These might start with the list of targets and commitments set out at Annex C of the plan. 101
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In accordance with the Community Empowerment Act 2015, there could be a stronger focus on community empowerment in relation to tackling local food challenges. This would provide more support from the government to strengthen the role of communities through supporting local and innovative solutions which provide dignity and choice and long-term food support, such as through local Community Food spaces. This would build community cohesion and resilience while also delivering a wider range of benefits for individuals and families, linking to other policies such as food waste, social isolation, and mental health and wellbeing. While there is mention in the Plan of cooking skills, it may be helpful to strengthen this and further address the connection between having access to good food and the skills/knowledge for food preparation and cooking a healthy meal using a range of ingredients. Some individuals and families also find the cost of preparing and cooking food a barrier. They may not be able to afford the electricity or gas to cook a meal and may prefer low cost, less nutritious alternatives. This may have a strong influence on food choices, particularly for those with low incomes. Consideration could also be given to national and local local tree planting strategies for the planting of orchard trees, particularly planting in community settings. Finally, wherever possible local authorities and health boards should be strongly encouraged to use the same metrics in their Local Good Food Nation Plans as in the National Plan - this will help facilitate learning across Scotland and allow for the most effective tracking of progress towards becoming a Good Food Nation. This would further support the requirement for close collaboration between local authorities and health boards – and would be a further step to emphasising effective partnership working. 102
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Council Complaints Report: SPSO Annual Overview 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- provide a report on the performance of the Council’s handling of complaints received during the period 1 April 2024 to 31 March 2025 provide customer feedback on complaint handling (Appendix 2) 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that complaints performance and areas highlighted for improvement be noted. [1recs] 3. Background 3.1. The Council is required to monitor and assess complaints handling performance to provide assurance in relation to how it has performed, to facilitate continuous improvement, and to assist in benchmarking performance between local authorities. The performance indicators for the Scottish Public Sector Ombudsman (SPSO) model complaints handling procedure (MCHP) are the minimum requirements for a local authority to self-assess and report on performance, and to undertake benchmarking activities. 3.2. Compliance with the MCHP is monitored by the SPSO on an annual and quarterly basis. 4. Overview 4.1. Quarterly Council complaints reports are produced, and an annual report is shared with the elected members. The Council continues to work to improve its performance and learn from complaints to improve its services. 4.2. The SPSO performance indicators which the Council is required to report against are: Indicator 1 - complaints received per 1,000 of population Indicator 2 - % of closed complaints at each stage Indicator 3 - average time in working days to respond to complaints at each stage Indicator 4 - % of complaints upheld, not upheld, and resolved 14 103
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5. Indicator Performance 5.1. The latest 2022 Census information released in September 2023 estimates the population of South Lanarkshire to be 327,200. In the period 1 April 2024 to 31 March 2025, a total of 1,298 complaints were received. This means there were 4 complaints received per 1,000 head of population, compared to 2023/2024 where complaints were 3.4 per 1000 head of population. The complaints received in this period are detailed in table1 (SPSO indicator 1). Total *number of complaints received – three-year comparison Resource Year 2022/23 Year 2023/24 Year 2024/25 Community and Enterprise 292 320 442 Education 288 269 253 Finance and Corporate 87 110 122 Housing and Technical 170 174 198 Social Work 232 239 283 Total 1069 1112 1298 Table 1: Complaints Received in 2022/25 *Figures for the total number of complaints received do not include complaints that were categorised as withdrawn or created in error, which totalled 15 for 2024/2025. 5.2. The increases in complaints were across four resources, as detailed in the table above, with Education and Finance and Corporate Resources having a decrease in complaints. 5.3. The SPSO Complaints Handling Procedure states that Stage 1 complaints are responded to within 5 working days, and Stage 2 within 20 working days. The average time in working days to respond to complaints (SPSO indicator 3), are detailed by Resource at Appendix 1, table 4. For the period 2024/2025, the average number of days to respond at Stage 1 is 5 working days and Stage 2 is 14 working days. 5.4. Appendix 1, Table 3 shows that Education Resource dealt with Stage 1 complaints within an average of 6 working days and dealt with Stage 2 complaints within an average of 21 working days. 104
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5.5. The data provided at Appendix 1, Table 5 is a comparison of response rates over the last three years and shows:- the average time in working days to respond to complaints at Stage 1 is being met consistently and the average response rate is 5 days, which meets the SPSO performance indicator the timescale for Stage 2 responses continues to meet the SPSO performance indicator, and the Council’s performance over the last 3-years remains consistent with the average time rate being 13 days the timescale to respond to complaints after escalation is also being achieved consistently with the average response rate being 14 days over the last 3-years, which meets the SPSO performance indicator 5.6. This year, 174 complaints were escalated from Stage 1 to Stage 2 compared to 149 in 2023/2024, representing an increase of 17%. It should be noted that Resources have the opportunity to place complaints directly at Stage 2 if it is appropriate rather than escalating from Stage 1 to Stage 2, as the purpose of the two-stage procedure is to handle complaints effectively at the first time of asking and not to have multiple attempts at resolving complaints. Where a complaint is further escalated to the SPSO they are interested in whether the Council has followed the procedure correctly and appropriately. 5.7. The complaints upheld, not upheld and resolved at each stage as a percentage of complaints closed in full at each stage in this period (SPSO indicator 4), are detailed by Resource at Appendix 1, tables 6, 7, 8 and 9. 5.8. Stage 1 data in Appendix 1 shows that 46% of all stage 1 complaints were not upheld, with 32% being resolved prior to categorisation, and 22% being upheld. 5.9. The data shows that when Stage 1 complaints were escalated to Stage 2, due to the complainant being dissatisfied with the Stage 1 response, 78% of the complaints remained unchanged as not upheld. On average, Stage 1 decisions were changed to upheld in 22% of cases. 5.10. Stage 2 data in Appendix 1 shows that 81% of complaints received directly at Stage 2 were not upheld, with the remaining 19% being upheld. 5.11. The data in Appendix 1 shows the number of complaints which were upheld, not upheld or resolved as a percentage of closed complaints at Stage 1, Stage 2 and Stage 2 escalated in 2024/2025 by Resource. 6. Customer Satisfaction 6.1. The Council asks for feedback from customers who have used the complaints procedure. This gives the Council insight into how the customer feels about how the Council has handled their complaint and helps to inform service improvements. As in previous years, the survey has been conducted by email with all customers who agree to participate sent a link to the survey. This is in line with the complaints handling procedure. 105
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To address the historically low response rate to customer feedback surveys, a new question was added to the online complaints form in April 2024. This change aimed to encourage more customers to opt in to receive the survey. The initiative has been successful, resulting in an increase in survey responses from 4 in 2023/2024 to 66 in 2024/2025. The findings from the latest survey are presented in Appendix 2. 7. National Issues and SPSO Updates 7.1. Annual Statistics 2024/2025 SPSO publish their annual statistics on their website. These detail the enquiries and complaints they have received and determined in the past year. The full statistics are available on the SPSO website at Statistics 2024-25 | SPSO. 7.2 . Child Friendly Complaints Information about the Child Friendly Complaints Handling Principles and Process Guidance are available on the SPSO website at Child Friendly Complaints | SPSO. 8. Learning from Complaints 8.1. The SPSO require local authorities to learn from complaints by identifying the root cause of the complaint, taking action to reduce the risk of recurrence, and systematically reviewing complaints to improve service delivery. Resources are responsible for analysing complaints data and reviewing individual complaint performance. 9. Employee Implications 9.1. Employees are key to effective service delivery and in trying to resolve complaints. Training is available to all employees through a range of methods including eLearning, good practice and a range of information for local authorities on the SPSO website. 10. Financial Implications 10.1. There are no additional financial implications of this report, and the cost of the MCHP is incorporated into current budgets. 11. Climate Change, Sustainability and Environmental Implications 11.1. There are no climate change, sustainability or environmental associated with this report. 12. Other Implications 12.1. There is a risk of damage to the Council’s reputation. If complaints are not handled effectively, there can be an adverse effect on the public perception of the Council which can lead to a lack of trust in the services provided. 13. Integrated Impact Assessment and Consultation Requirements 13.1. Council Resources and the Corporate Management Team have been consulted on the data required for this report. Customers also have the opportunity to consult on the complaints handling process. Those who give permission are invited to participate in a feedback survey. The feedback provided by participating customers is reported to the Corporate Management Team on an annual basis. 13.2. There is no requirement to carry out an impact assessment in relation to the proposals within this report. However, the learning from complaints is used to ensure Council services are accessible to all members of the community and, wherever possible, to prevent discrimination, harassment, or victimisation from occurring. 106
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Jackie Taylor Executive Director (Finance and Corporate Resources) 6 August 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Fair, open, and sustainable Ambitious, self-aware, and improving Previous References Executive Committee of 4 September 2024 List of Background Papers Monitoring information provided by each Resource. Complaints handling customer feedback report. List of Appendices Appendix 1 – Scottish Public Services Ombudsman’s Performance indicators from 1 April 2024 to 31 March 2025. Appendix 2 - Overview of responses for the complaints handling customer feedback survey from 1 April 2024 to 31 March 2025. Contact for Further Information If you wish to inspect the background papers or want further information, please contact: - Michelle Milne, Head of Personnel Services Ext: 4330 (Tel: 01698 454330) Email: michelle.milne@southlanarkshire.gov.uk 107
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Appendix 1 SPSO performance indicators (KPI’s) from 1 April 2024 to 31 March 2025 Complaints closed at stage one and stage two as a percentage of all complaints closed (SPSO indicator 2). Actual numerical figure shown in brackets. The term “closed” refers to a complaint that has had a response sent to the customer and at the time no further action is required (regardless at which stage it is processed and whether any further escalation takes place). Table 2 Total* number of complaints closed – 1 April 2024 to 31 March 2025 Resource (total no. closed) % closed at Stage 1 % closed at Stage 2 % closed at Stage 2 - escalated from Stage 1 Community and Enterprise (440) 84% (369) 4% (17) 12% (54) Education (253) 74% (187) 9% (24) 17% (42) Finance and Corporate (129) 86% (111) 5% (7) 9% (11) Housing and Technical (192) 82% (158) 2% (3) 16% (31) Social Work (272) 78% (213) 8% (23) 13% (36) Total (1286) 81% (1038) 6% (74) 13% (174) `Table 2: Complaints closed Table 3 Three-year comparison Number of complaints closed at each stage. % closed at Stage 1 %closed at Stage 2 %closed at Stage 2 – escalated from Stage 1 Total – 2024/25 (1286) 81% (1038) 6% (74) 13% (174) Total – 2023/24 (1096) 79% (865) 7% (82) 14% (149) Total - 2022/23 (1047) 84% (878) 5% (53) 11% (116) Table 3: Three-year comparison 108
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Average time in working days for a full response to complaints at each stage (working days) (SPSO indicator 3) Table 4 Resource Average time in working days to respond to complaints at stage one (5- day resolution target) Average time in working days to respond to complaints at stage two (20- day resolution target) Average time in working days to respond to complaints after escalation (20-day resolution target) Community and Enterprise 5 15 17 Education 6 21 16 Finance and Corporate 3 4 4 Housing and Technical 5 13 15 Social Work 5 18 15 Total Average Times 5 14 13 Table 4: Average response times in working days Table 5 Three-year comparison Average time in working days for a full response to complaints at each stage. Average times Stage 1 Stage 2 Escalated Total - 2024/25 5 14 13 Total - 2023/24 5 13 14 Total - 2022/23 4 11 14 Table 5: Three-year comparison Complaints upheld/not upheld/resolved at each stage as a percentage of complaints closed in full at each stage, (SPSO indicator 4). Actual numerical figure shown in brackets. (See table 2 for complaints closed figures). Upheld – failings found; Not upheld – no failings found; Resolved – remedial action taken prior to establishing if upheld or not upheld. Complaints upheld/not upheld/resolved at each stage as a percentage of complaints closed in full at each stage in this period are shown in Tables 6, 7, 8 and 9. 109
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Table 6 Resource % upheld at Stage 1 % not upheld at Stage 1 Community and Enterprise 20% (75) 38% (141) Education 13% (24) 63% (118) Finance and Corporate 31% (34) 46% (51) Housing and Technical 37% (59) 48% (75) Social Work 18% (38) 45% (95) Total 22% (230) 46% (480) Table 6: Complaints upheld/not upheld at Stage 1 Table 7 Resource % upheld at Stage 2 % not upheld at Stage 2 Community and Enterprise 12% (2) 88% (15) Education 33% (8) 67% (16) Finance and Corporate 14% (1) 86% (6) Housing and Technical 33% (1) 67% (2) Social Work 9% (2) 91% (21) Total 19% (14) 81% (60) Table 7: Complaints upheld/not upheld at Stage 2 Table 8 Resource % of escalated complaints upheld % of escalated complaints not upheld Community and Enterprise 13% (7) 87% (47) Education 24% (10) 76% (32) Finance and Corporate 27% (3) 73% (8) Housing and Technical 35% (11) 65% (20) Social Work 22% (8) 78% (28) Total 22% (39) 78% (135) Table 8: Escalated complaints upheld/not upheld 110
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Table 9 Resource Number of complaints resolved at stage one as % of all complaints closed at stage one (5 days) Community and Enterprise 42% (153) Education 24% (45) Finance and Corporate 23% (26) Housing and Technical 15% (24) Social Work 37% (80) Total 32% (328) Table 9: Complaints resolved at Stage 1 111
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Appendix 2 Complaints handling customer feedback survey. Overview of responses from 1 April 2024 to 31 March 2025 Note: data based on 66 respondents Customers were asked to answer based on the complaints process rather than the outcome of the complaint. Question Answer Strongly disagree Disagree Neutral Agree Strongly Agree Information about the complaints’ procedure was easily accessible. 8% 19% 26% 40% 8% I found it easy to make my complaint. 13% 13% 16% 46% 13% I was happy that the Investigating Officer fully understood my complaint. 31% 19% 9% 25% 16% I was given the opportunity to fully explain my complaint. 17% 20% 22% 28% 13% The points of my complaint were identified and responded to. 35% 17% 9% 29% 11% The response to my complaint was easy to understand. 23% 11% 19% 37% 10% Overall, I was satisfied with the handling of my complaint. 45% 12% 12% 20% 11% I was clearly told what the next stage of the complaints process was to me. 39% 8% 8% 34% 12% I was told if the response was going to take longer than the timescales (five working days at stage 1 and 20 working days at stage 2). (30% was not applicable) 30% 27% 12% 5% 17% 112
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Report Agenda Item Report to: Executive Committee Date of Meeting: 27 August 2025 Report by: Chief Executive Subject: Membership Changes 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise of membership changes to the Community Wealth Building Commission and Conference Allocation Committee [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following membership changes be noted:- Councillor Chalmers to replace Councillor Ross as a member of the Community Wealth Building Commission Councillor Clark to replace Councillor Chalmers as a member of the Conference Allocation Committee 2. Background 2.1. The SNP Group advised of recent changes to its office bearers, therefore, to reflect those changes and comply with the associated Terms of Reference, Councillor Chalmers, as Leader of the Group, will replace Councillor Ross on the Community Wealth Building Commission and Councillor Clark, as Depute Leader of the Group, will replace Councillor Chalmers on Conference Allocation Committee. 3. Employee Implications 3.1. None. 4. Financial Implications 4.1. There are no additional costs arising from the content of this report. The necessary updates to Senior Councillors’ remuneration, to take account of the changes in office bearers, have been actioned. 5. Climate Change, Sustainability and Environmental Implications 5.1. There are no implications for climate change, sustainability or the environment from the proposals contained in this report. 6. Other Implications 6.1. There are no risks associated with the proposals contained in this report. 15 113
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7. Integrated Impact Assessment and Consultation Requirements 7.1. 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. 7.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 13 August 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council – 18 May 2022 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Susan Somerville, Administration Manager Ext: 4197 (Tel: 01698 454197) E-mail: susan.somerville@southlanarkshire.gov.uk 114