Agenda Document Pack - Executive Committee - 04/02/2026
South Lanarkshire Council · 4 February 2026
Back to Executive Committee — 4 February 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 27 January 2026 Dear Councillor Executive Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 04 February 2026 Time: 10:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Joe Fagan (Chair/ex officio), Gerry Convery (Depute Chair), Alex Allison, John Anderson, Robert Brown, Andy Carmichael, Maureen Chalmers, Ross Clark, Margaret Cooper, Andrea Cowan, Maureen Devlin, Gladys Ferguson-Miller, Elise Frame, Lynsey Hamilton, Susan Kerr, 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 3 December 2025 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 10 - 1 April 2025 to 29 December 2025 and Probable Outturn Report dated 8 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 13 - 28 4 Capital Budget 2025/2026 and Monitoring for Period 10 - 1 April 2025 to 29 December 2025 Report dated 8 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 29 - 36 5 Update to Funding Report dated 7 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 40 Item(s) for Decision 6 Recommendations Referred by Housing and Technical Resources Committee Report dated 21 January 2026 by the Chief Executive. (Copy attached) 41 - 46 7 Response to Industrial Market Challenges Report dated 21 January 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 47 - 54 8 Holy Cross High School – Full Business Case Glasgow City Region City Deal - Larkhall Community Growth Area and St Andrews and St Brides High School – Full Business Case Glasgow City Region City Deal - East Kilbride Community Growth Area Report dated 21 January 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 55 - 70 9 Pride in Place Programme – Hamilton Town Centre Report dated 21 January 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 71 - 78 10 Scottish Government Consultation – The Future of Council Tax in Scotland Report dated 9 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 79 - 88 11 Land and Property Transfers and Disposals Report dated 8 January 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 89 - 94 2
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12 Amendment to Membership of Housing and Technical Resources Committee Report dated 14 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 95 - 96 13 Acquisition of Affordable Homes at New Road, Cambuslang Report dated 23 January 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 97 - 100 Item(s) for Noting 14 South Lanarkshire Public Protection Strategy 2025 to 2028 Joint report dated 6 January 2026 by the Director, Health and Social Care and Executive Directors (Housing and Technical Resources) and (Education Resources). (Copy attached) 101 - 112 Urgent Business 15 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 3
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EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 3 December 2025 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor Alex Allison, Councillor Robert Brown, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Gerry Convery (Depute), Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Margaret Cowie (substitute for Councillor Lesley McDonald), Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Elise Frame, Councillor Martin Hose (substitute for Councillor Richard Nelson), Councillor Gavin Keatt, Councillor Susan Kerr, Councillor Ross Lambie, Councillor Eileen Logan, Councillor Katy Loudon, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Davie McLachlan, Councillor Norman Rae, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor John Ross, Councillor David Shearer, Councillor Margaret B Walker Councillors' Apologies: Councillor John Anderson, Councillor Lesley McDonald, Councillor Richard Nelson Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development; G Simpson, Development Officer Education Resources L McRoberts, Executive Director Finance and Corporate Resources J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); K McLeod, Administration Assistant; M Milne, Head of Personnel Services; T Slater, Administration Adviser; I Strachan, Head of Administration and Legal Services Housing and Technical Resources S Gibson, Executive Director Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 5 November 2025 were submitted for approval as a correct record. In relation to item 5 of the previous minutes, Update to Funding, officers responded to members’ questions in relation to Pride in Place funding and the Chief Executive undertook to share with members, the letter sent to the Secretary of State for Scotland. 2 5
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In relation to item 9 of the previous minutes, 2026/2027 to 2027/2028 Revenue Budget Gap and Savings Proposals for 2026/2027, Councillor Clark requested that the following point also be taken into consideration in relation to the agreed amendment:- ‘That the investments would prioritise, but not be limited to, town and village centres, as guided by service requirements.’ The Committee decided: (1) that the minutes be approved as a correct record; and (2) that the additional point raised in relation to item 9 be taken into consideration by the relevant officers. 3 Revenue Budget Monitoring for Period 7 - 1 April to 3 October 2025 A report dated 31 October 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 to 3 October 2025 and a forecast for the year to 31 March 2026. As at 3 October 2025, the projected outturn position on the General Fund Revenue Account and Housing Revenue Account was a breakeven position, as detailed in appendices 1 and 2 to the report respectively. Actual spend to 3 October 2025 was also provided in the appendices to the report. Information was provided on the following key budget areas:- pay award Packaging Extended Producer Responsibility (pEPR) The Committee decided: (1) that the projected breakeven position on the General Fund Revenue Account for 2025/2026, and the actual spend as at 3 October 2025, as detailed at section 4.1 and Appendix 1 of the report, be noted; and (2) that the projected breakeven position on the Housing Revenue Account for 2025/2026, and the actual spend as at 3 October 2025, as detailed in section 5 and Appendix 2 of the report, be noted. [Reference: Minutes of 5 November 2025 (Paragraph 3)] 4 Capital Budget 2025/2026 and Monitoring for Period 7 - 1 April to 3 October 2025 A report dated 5 November 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the progress of the General Fund Capital Programme and Housing Capital Programme for the period 1 April to 3 October 2025. The revised programme for the General Fund for 2025/2026 was £67.712 million which included carry forward projects and previous adjustments approved by this Committee. The revised budget was detailed in Appendix 2 to the report and also included proposed adjustments totalling a net decrease of £1.274 million, as outlined in Appendix 1 to the report. Information was provided on the First Stop Temporary Accommodation project. 6
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The forecast for the financial year was £67.712 million and actual spend incurred as at 3 October 2025 totalled £17.616 million. Actual funding received up to 3 October 2025 was £23.203 million. This was detailed in Appendix 3 to the report. The revised Housing Capital Programme for 2025/2026 amounted to £87.740 million. Programme funding for the year also totalled £87.740 million. The funding sources were detailed in Appendix 4 to the report. Budget for the period amounted to £33.147 million and, as at 3 October 2025, £33.147 million had been spent. The position on the General Fund Capital Programme and the Housing Capital Programme would be monitored by the Financial Resources Scrutiny Forum. The Committee decided: (1) that the position of the General Fund Capital Programme, as detailed in appendices 1 to 3 of the report and the Housing Capital Programme, as detailed in Appendix 4 of the report, as at 3 October 2025, be noted; (2) that the adjustments to the General Fund programme, as detailed in Appendix 1 of the report, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of 5 November 2025 (Paragraph 4)] 5 Update to Funding A report dated 5 November 2025 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £0.138 million, which had been made available to the Council by the Scottish Government and other external sources. The funding had been allocated as follows:- Revenue Funding Resource 2025/2026 (£m) Finance and Corporate 0.138 Total 0.138 The Committee decided: that the additional funding totalling £0.138 million, as detailed in Appendix 1 to the report, be noted. [Reference: Minutes of 5 November 2025 (Paragraph 5)] 6 Employee Workforce Monitoring Information - 1 April to 30 September 2025 Summary A report dated 30 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on workforce monitoring information relating to the Council for the period 1 April to 30 September 2025 as follows:- 7
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attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases employee development labour turnover/analysis of leavers and exit interviews recruitment monitoring Staffing Watch as at 13 September 2025 The Head of Personnel Services responded to members’ questions in relation to various aspects of the report. The Committee decided: that the report be noted. [Reference: Minutes of 25 June 2025 (Paragraph 7)] 7 Commissioning Plan for Services Delivered by South Lanarkshire Leisure and Culture (SLLC) – Performance Framework A report dated 12 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the proposed format and timing of the outcome-focused performance reports aligned to the Commissioning Plan for Services Delivered by South Lanarkshire Leisure and Culture (SLLC) 2025 to 2027. The Commissioning Plan, which defined the strategic ‘ask’ of SLLC over the medium to long-term in support of the Council’s priorities and outcomes, was approved by this Committee at its meeting on 25 June 2025, and officers were tasked with developing a performance framework that would underpin the Plan for consideration at a future meeting of the Committee. The performance framework would collate information across the following 3 areas to inform, support and influence future decision-making:- the South Lanarkshire context – this would include a suite of external indicators that provided the South Lanarkshire context around health and wellbeing improving outcomes – this would include a series of indicators and case studies that would allow SLLC to demonstrate how well it was responding to the ‘ask’ within the Commissioning Plan SLLC operating performance – this would be monitored by SLLC, with the Council annually monitoring the outcomes from the culture and leisure services indicators contained in the Local Government Benchmarking Framework Officers had been considering a range of information to determine the most appropriate and proportionate process for monitoring and reporting on outcomes aligned to the Commissioning Plan and it was proposed that:- the format of the reports would cover the type of information as outlined in sections 5.9 to 5.12 and Appendix 1, which would be refined as the process developed annual outcome-focused performance reports be submitted to the Community and Enterprise Resources Committee in November/December of each year interim area-focused performance reports be presented to Area Committees in May/June of each year The proposals had been discussed and agreed with the SLLC Board. 8
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The Executive Director (Community and Enterprise Resources) responded to members’ questions in relation to various aspects of the report. The Committee decided: (1) that the proposal for developing and presenting future outcome-focused performance reports, as detailed in Section 5 of the report, be approved; (2) that the outcome-focused performance reports be presented to the Community and Enterprise Resources Committee in November/December each year; and (3) that interim area-focused performance reports be presented to the Area Committees in May/June each year. [Reference: Minutes of 25 June 2025 (Paragraph 14)] 8 Commercial Opportunities Update A report dated 12 November 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 The Head of Enterprise and Sustainable Development responded to members’ questions in relation to various aspects of the report and undertook to provide a member with information on the Innovation Fund and other similar budgets. The Chair commended the work being undertaken by Enterprise and Sustainable Development Services, noting that the ambition and capacity to identify commercial opportunities was as a result of the restructure of the Resource, which had been driven by the Executive Director. The Chair referred to the forthcoming retirement of the Executive Director and thanked him for his commitment and service over the years. The Committee decided: that the work being undertaken to explore commercial opportunities be noted. [Reference: Minutes of 25 June 2025 (Paragraph 18)] 9 Cost of Living Support A report dated 3 November 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an overview of the support provided to households in South Lanarkshire in response to the cost-of-living crisis. 9
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Since the start of the cost-of-living crisis, a range of measures had been put in place across Council services to support households. This report provided information on the activity taking place in 2025/2026 in relation to:- the Money Matters Advice Service benefits and revenues support for tenants school meal debt food aid care experienced young people cost of the school day The Council would continue to provide support to households from the range of services and budgets available. Officers responded to members’ questions in relation to the input of partner organisations and local community groups and it was agreed that future versions of the report would also include information on this. The Committee decided: that the support provided in helping households manage the effects of the cost-of-living crisis be noted. [Reference: Minutes of 11 December 2024 (Paragraph 13)] 10 Programme for Government 2025 A report dated 13 November 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing a summary of the Scottish Government’s Programme for Government 2025/2026 and key items relevant to local government. The Scottish Government had published its Programme for Government (PfG), which set out the Government's key legislative and policy priorities for the year ahead. A high proportion of the commitments featured in the PfG could be considered to have implications for local government. Those were itemised at Appendix 1 of the report, together with an assessment of how the Council would approach them and keep elected members informed of developments and progress. The PfG for 2025 presented the Scottish Government’s plans under the following key priorities:- eradicating child poverty growing the economy tackling the Climate Emergency ensuring high quality and sustainable public services Eradicating child poverty had been identified as the top priority and it was highlighted that tackling early years and child poverty had been chosen as the focus of the Marmot Place pilot project that the Council was undertaking with partners as part of the Collaborating for Health Equality in Scotland (CHES) programme. Details were also given on the legislative programme for 2025/2026, which was contained in the PfG. The Committee decided: that the report be noted. [Reference: Minutes of 11 December 2024 (Paragraph 16)] 10
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In terms of Standing Order No 14, the Chair adjourned the meeting during this item of business at 11:20am. The meeting reconvened at 11:30am 11 South Lanarkshire Integration Joint Board - Annual Performance Report 2024/2025 A report dated 1 October 2025 by the Director, Health and Social Care was submitted on the South Lanarkshire Integration Joint Board (IJB) Annual Performance Report (APR) 2024/2025. The Public Bodies (Joint Working) (Scotland) Act 2014 placed a duty on IJBs to prepare and publish APRs. The APR 2024/2025, attached as Appendix 1 to the report, aimed to ensure that performance was open and accountable, whilst providing an overall assessment of performance in relation to planning and carrying out integration functions. As with previous years, the APR was aligned to reporting progress against the intentions outlined in the Strategic Commissioning Plan (SCP) and for this APR, would cover the final year of the 2022 to 2025 Strategic Commissioning Plan. Appendix 2 to the report provided information on the IJB’s performance against national indicators. Members commended the format of the report and thanked the Director, Health and Social Care and his team for the difficult job they did, and the work undertaken to keep members informed. The Committee decided: that the report be noted. 12 Urgent Business There were no items of urgent business. 13 Exclusion of Press and Public The Committee decided: 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 was likely that there would be disclosure of exempt information in terms of Paragraphs 1, 6 and 8 of Part I of Schedule 7A of the Act. 14 Transformational Review of Routes to Work South A report dated 13 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the transformational review of Routes to Work South (RTWS). RTWS was a South Lanarkshire based company limited by guarantee and a registered charity that delivered a range of employability programmes on behalf of the Council. RTWS was established in 2005 and operated as an Arms-Length External Organisation (ALEO) of the Council, delivering services through Teckal arrangements which were negotiated on an annual basis. 11
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A transformational review had been undertaken which included engagement with a range of stakeholders. The findings of the review were outlined in the report, and an options appraisal was carried out which considered 5 options, also outlined in the report. Option 5, which was to maintain Council membership of RTWS and the current Teckal arrangements and to reduce the overlap between RTWS and Council service provision, was the preferred option. The review also highlighted some potential conflicts of interest for Council officers undertaking director roles in ALEOs and it was proposed that the Articles of Association be amended to ensure that a majority of Directors were independent of the Council. The Board would, therefore, consist of 6 independent, co-opted Directors and 4 Council appointed Directors. Four elected members would be identified for appointment to the Board, one from each locality. Officers responded to members’ questions in relation to various aspects of the report. The Committee decided: (1) that the contents of the report be noted; (2) that the proposal to take forward Option 5, to maintain the Council membership of Routes to Work South (RTWS) and the current Teckal arrangements, and to reduce the overlap between RTWS and Council service provision, be approved; (3) that delegated authority be granted to the Executive Director (Community and Enterprise Resources) to implement Option 5 and the associated actions, as outlined in the report, in consultation with the Head of Administration and Legal Services; and (4) to note that a report, seeking approval of the appointment of 4 elected members and 6 independent co-opted Directors to the Board of RTWS, would be brought to a future meeting of the Executive Committee. [Reference: Minutes of the Performance and Review Scrutiny Forum of 19 November 2024 (Paragraph 7)] 15 Centre West, East Kilbride: Demolition Works A report dated 14 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the progress of the demolition works for Centre West, East Kilbride. In line with town centres throughout the country, East Kilbride town centre had faced significant challenges. To address those challenges and set out a strategic vision for the town, centre, the East Kilbride Town Centre Masterplan had been approved which was a collective vision of the Council and town centre stakeholders. Information was provided on the tender process, award of contract and timeline for the demolition of Centre West. The Committee decided: (1) that the award of a demolition contract for Centre West, East Kilbride, as detailed in the report, be noted; and (2) that the next stages of the project, as set out in the report, be noted. [Reference: Minutes of 11 December 2024 (Paragraph 6)] 12
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 10 - 1 April 2025 to 29 December 2025 and Probable Outturn 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of the forecast for the year to 31 March 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 29 December 2025 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that previously approved transfers to reserves totalling £38.108 million (section 4.2) be noted; (2) that the proposed transfers to reserves totalling £16.339 million (section 4.2 and Appendix 2) be approved; (3) that, including the position across Resources, Corporate Items and Council Tax, and the transfers to Reserves, the Council’s outturn underspend of £3.579 million for 2025/2026 (section 4.3) be noted; (4) that the proposal that the anticipated underspend of £0.040 million on Community Grants be transferred to food banks (section 4.7) be approved; (5) that the non-recurring underspend of £1.762 million in the delegated budget to the Integration Joint Board (IJB) be retained by them and held in reserves for their use in future years (section 4.10), be approved; (6) that the proposed use of £3.579 million underspend for 2025/2026, as set out in section 4.17, be approved; and (7) that the projected breakeven position on the Housing Revenue Account for 2025/2026 (section 6 and Appendix 4 of the report) be noted. 3. Background 3.1. This overview report will summarise the 2025/2026 Probable Outturn position for the Council’s General Fund Revenue Account to 31 March 2026. An Executive Summary is provided in Section 4, while Section 5 provides the detail of the General Fund outturn position including details of proposed transfers to Reserves. Section 6 provides the position on the Housing Revenue Account. Given the timing of the Local Government Settlement this year, this paper does not include the impact of any revenue grant redeterminations on the 2025/2026 Budget and Probable Outturn. Any impact will be reflected in the next monitoring report to this Committee as appropriate. 3 13
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3.2. When establishing the Probable Outturn position for the year, Resources were asked to take all known commitments into account. This report details the anticipated spend for the current year (detailed figures shown in Appendix 1) and proposes funds to be transferred to reserves for future commitments (Appendix 2). The report will also detail the position after the proposed transfers to reserves (Appendix 3) for those known commitments required in the next financial year. Finally, Appendix 4 provides the Housing Revenue Account position. 4. Executive Summary – 2025/2026 General Services Probable Outturn 4.1. This report and appendices provide a detailed analysis of the Council’s financial position. While the full detail and background is provided in the report, the summary position including the key highlights is detailed in this Executive Summary. 4.2. The outturn position before any new proposed Transfers to Reserves is shown in detail in Appendix 1 and summarised in Table 1. Table 1 shows the initial underspend of £19.918 million. This is after the previously identified / approved Transfers to Reserves totalling £38.108 million previously agreed by Committee in relation to: • the underspend arising from the Loans Fund review (£13.349 million, as agreed at Executive Committee, June 2025) • the timing of spend on 2025/2026 Investments (£13.859 million, detailed in the Executive Committee, June 2025), • the use of the 2025/2026 underspend arising from teacher numbers (£4.200 million, as agreed at Executive Committee, August 2025), • the timing of spend on the Waste and Recycling Services pEPR budget (£2.200 million, as agreed at Executive Committee, December 2025), and • the core monies released by Packaging Extended Producer Responsibility (pEPR) funding to be used for the Budget Strategy (£4.500 million, as agreed at Executive Committee, December 2025). Table 1: Analysis of Outturn Position Position Before Transfers to Reserves Proposed Transfers to Reserves Position After Transfers to Reserves £m £m £m Resource Position (section 4.4) 7.290 6.364 0.926 Loan Charges (section 4.13) 2.459 0.358 2.101 Corporate Items (section 4.14) 9.839 9.417 0.422 Council Tax (section 4.15) 0.330 0.200 0.130 Probable Outturn Position 19.918 16.339 3.579 4.3. The figures in Table 1 show proposed transfers to reserves totalling £16.339 million. The result is a Council underspend of £3.579 million. The previously identified Transfers to Reserves (£38.108 million) and the proposed Transfers to Reserves (£16.339 million) are shown (Appendix 2). Each of the lines in Table 1 are detailed below. 4.4. Resources: As covered in Table 1, Resources are reporting a combined underspend position of £0.926 million. This position across Resources is after proposed Transfers to Reserves totalling £6.364 million and are detailed in Appendix 2. These are covered in more detail in sections 5.1 to 5.9, with a summary of each Resource taken in turn below. 14
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4.5. Community and Enterprise Resources are showing an underspend of £0.348 million after proposed Transfers to Reserves in relation to the timing of spend on Front Line First, contributions to the Strategic Waste Fund for planned works, works to upgrade air conditioning for Refuse Collection Vehicles and funds to support Local Growth Fund transition. 4.6. Education Resources are showing a breakeven position after a Transfer to Reserves for planned Pupil Equity Fund expenditure and Additional Support for Learning which will be incurred by the end of the school year (which falls into financial year 2026/2027). 4.7. Finance and Corporate Resources are showing an underspend of £0.578 million after Transfers to Reserves to cover costs for increased premiums anticipated within the Insurance Fund. There is also an anticipated underspend of £0.040 million on Community Grants this financial year. It is proposed that this underspend be transferred to food banks as discussed at Executive Committee on 3 December, and this proposal is included in the Resource position presented. The payments will be made to constituted organisations in the third sector, to support the Council’s priority of tackling poverty. 4.8. Housing and Technical Resources are showing a breakeven position after a Transfer to Reserves for the First Stop Accommodation project within Homelessness services as planned. This position also includes spend on feasibility studies for the ongoing Estates Strategy. This can be managed within the current year outturn due to greater than anticipated income levels in Building Services. 4.9. Social Work Resources is showing a breakeven position after all proposed Transfers to Reserves / commitments. Within this is the Adult and Older People budget which is delegated to the Integration Joint Board (IJB) and includes Transfers to Reserves for Transformational Residential Care (£0.500 million) and a contribution to The Promise (£0.750 million) to further augment the support for young people transitioning from Children and Family Services to Adult Services over the following two years. It also includes a £1.762 million commitment in relation to the element of the budget delegated to the IJB – this is effectively an underspend on the delegated budget. 4.10. These monies are part of the Council’s contribution to the IJB and could have been retained by the Council, however this assumed commitment allows the IJB to retain this non-recurring underspend within their reserves earmarked for future costs. This is in line with the approach to integrating Health and Social Care budgets. It is proposed that these monies will be treated as a creditor of the Council (i.e. money we have to pass to them) and will be available for use by the IJB. 4.11. The Social Work Resources non-delegated Services position is also breakeven, after Transfers to Reserves. This includes the position on Children and Families and includes a Transfer to Reserves for residual pressures within the Service which are anticipated to continue into 2026/2027 while the budget recovery plan continues to be implemented. 4.12. All Resource transfers to Reserves are shown in Appendix 2. 15
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4.13. Loan Charges: An in-year underspend of £2.101 million (after a Transfer to Reserves) is anticipated in 2025/2026. This underspend is mainly due to a reduction in the borrowing requirement over the period 2024/2025 to 2025/2026 due to the revised profiling of General Fund Capital expenditure across these years. Details are provided in sections 5.10 to 5.12. 4.14. Corporate Items: There is a net underspend of £0.422 million for Corporate Items after known commitments and including proposed Transfers to Reserves totalling £9.417 million in relation to Service Concessions, Pay Award, Packaging Extended Producer Responsibility (pEPR) and Central Energy Efficiency Fund (CEEF) / Renewable Heat Incentive (RHI) / Feed In Tariff (FIT) Income (sections 5.13 to 5.15). 4.15. Council Tax / Council Tax Reduction Scheme (CTRS): There is a net over recovery of Council Tax / CTRS of £0.130 million (section 5.16). 4.16. Summary and Proposals: As noted in Table 1, within section 4.2, there is an overall underspend of £3.579 million after Transfers to Reserves. 4.17. In terms of this £3.579 million, the following is proposed: that £1.000 million of the underspend be transferred to reserves to allow the Council to provide financial support to contribute towards the response to questions posed by the Marmot initiative. This £1.000 million will allow the Council to contribute towards the cost of taking forwards activity to progress Marmot findings including any required staffing and implementation costs that £0.040 million of the underspend be set aside to support the continuation of the Winter Wishes programme within Children and Families in 2026/2027 that £0.100 million of the underspend be transferred to reserves for Commercial Feasibility costs that £0.400 million of the underspend be set aside to support the findings of the Third Sector Review to contribute to the external medium grants allocation available for the next two years beyond 2026/2027 that the remaining £2.039 million underspend be transferred to reserves for budget considerations in future years 4.18. Further details of the Probable Outturn position are provided in the remainder of the report. 5. 2025/2026 General Services Probable Outturn – Resources and Corporate Lines 5.1. Total Resource Position: The outturn position for Resources, before any Transfers to Reserves, is an underspend of £7.290 million. 5.2. Resources are proposing Transfers to Reserves totalling £6.364 million. These are detailed in Appendix 2. Taking these transfers into account results in a net Resources’ breakeven position. Details across Resources are shown in Table 2. 16
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Table 2: Resource Outturn Outturn Before Transfers to Reserves £m Proposed Transfers to Reserves £m Outturn After Transfers to Reserves £m over/ under £m Community and Enterprise 1.466 1.118 0.348 under Education 0.478 0.478 0.000 - Finance and Corporate 0.878 0.300 0.578 under Housing and Technical 0.123 0.123 0.000 - Social Work – Delegated to IJB 1.250 1.250 0.000 - Social Work – Non-Delegated 3.095 3.095 0.000 - Joint Boards 0.000 0.000 0.000 - 7.290 6.364 0.926 under 5.3. Community and Enterprise Resources are showing an underspend of £1.466 million before transfers to reserves. This mainly relates to underspends in employee costs across the Services due to vacant posts which are currently being recruited. The Resource is showing an underspend of £0.348 million after proposed Transfers to Reserves in relation to the timing of spend on Front Line First, contributions to the Strategic Waste Fund for planned works, works to upgrade air conditioning for Refuse Collection Vehicles and funds to support Local Growth Fund transition. Within the position, the Resource have identified the potential for additional Roads surplus to be generated in the Revenue budget, as a result of capital works. This will be reported at year end. 5.4. Education Resources are showing a breakeven position after a Transfer to Reserves for planned Pupil Equity Fund expenditure and Additional Support for Learning which will be incurred by the end of the school year (which falls into financial year 2026/2027). 5.5. Finance and Corporate Resources are showing an underspend of £0.878 million due to the reduced costs associated with Empty Property Relief. A Transfer to Reserves is proposed to cover costs for increased premiums anticipated within the Insurance Fund (£0.300 million). This results in a Resource underspend of £0.578 million. Within this position is an anticipated underspend of £0.040 million on Community Grants which is offset by the proposal to use this for in-year to support local food banks, as discussed at Executive Committee on 3 December. The payments will be made to constituted organisations in the third sector, to support the Council’s priority of tackling poverty. 5.6. Housing and Technical Resources are showing a breakeven position after a Transfer to Reserves for the First Stop Accommodation project within Homelessness services as planned. This position also includes spend on feasibility studies for the ongoing Estates Strategy. This can be managed within the current year outturn due to greater than anticipated income levels in Building Services. 17
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5.7. Social Work Resources are showing a breakeven position after all proposed Transfers to Reserves / commitments. Within this is the Adults and Older People budget which is delegated to the Integrated Joint Board (IJB) and includes Transfers to Reserves for Transformational Residential Care (£0.500 million) and a contribution to The Promise (£0.750 million) to further augment the support for young people transitioning from Children and Family Services to Adult Services over the following two years. It also includes a £1.762 million commitment in relation to the element of the budget delegated to the IJB – this is effectively an underspend on the delegated budget. This underspend relates to the current levels of vacancies across residential, daycare, homecare and social workers, offset in part by pressures across the service. 5.8. These monies are part of the Council’s contribution to the IJB and could have been retained by the Council, however this assumed commitment allows the IJB to retain this non-recurring underspend within their reserves earmarked for future costs. This is in line with the approach to integrating Health and Social Care budgets. It is proposed that these monies will be treated as a creditor of the council (i.e. money we have to pass to them) and will be available for use by the IJB. 5.9. The Social Work Resources non-delegated Services is a breakeven position after £3.095 million of Transfers to Reserves. This includes the position on Children and Families and includes a Transfer to Reserves for residual pressures within the Service which are anticipated to continue into 2026/2027 while the budget recovery plan continues to be implemented. 5.10. Loan Charges: An underspend of £2.459 million is anticipated in 2025/2026 before Transfers to Reserves. This underspend is mainly due to a reduction in the borrowing requirement over the period 2024/2025 to 2025/2026 due to the revised profiling of General Fund Capital expenditure across these years. 5.11. It is proposed that £0.358 million be transferred to reserves to be utilised in future years in line with borrowing for service concession arrangements. This will be required to be drawn down from 2027/2028 (as approved at South Lanarkshire Council, January 2023). 5.12. This leaves an underspend after Transfers to Reserves of £2.101 million. 5.13. Corporate Items: An underspend of £9.839 million is anticipated in 2025/2026. This is mainly due to the following: a. Service Concessions (PPP): the forecast is a £4.388 million underspend for this financial year due to the accounting treatment on leases. The paper presented on the 2026/2027 to 2027/2028 Revenue Budget Gap and Savings Proposals for 2026/2027 (Executive Committee, November 2025) explained that we could take an earlier than anticipated benefit in the 2026/2027 Budget Gap (£2.800 million) due to a change in interest rates and indexation since the initial calculations were undertaken. However, it also meant that the savings we had previous budgeted across 2028/2029 and 2029/2030 were no longer available. The change in the interest rates referred to in that paper that allowed us to take the benefit earlier, has also meant an in-year underspend in 2025/2026. 18
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The plan to manage the loss of savings in the later years means that the £4.388 million underspend requires to be transferred to reserves to be utilised across those years. This is a proposed Transfer to Reserves. b. Pay Award: A one-off underspend of £3.987 million is anticipated in relation to Pay Award funding in 2026/2027. This reflects the level of funding provided to the Council, and Teachers pay award being implemented in line with the school year rather than 1 April. This budget is required for Pay Award costs across 2026/2027 and 20027/2028 but realises a one-off benefit this financial year. It is proposed that the £3.987 million underspend be transferred to reserves to support the Council’s Medium-Term Budget Gap. This was included in the figures presented to Executive Committee on 5 November which illustrated how one-off funding can be utilised over the longer term in the Council’s Budget Strategy. c. Packaging Extended Producer Responsibility (PEPR) staffing: £0.610 million of the 2025/2026 funding was set aside to meet the costs of the dedicated team within Community and Enterprise for a 2-year period. In line with recruitment timescales, spend of £0.545 million in staffing costs will be required in future years. It is proposed that £0.545 million be transferred to reserves to be utilised towards staffing costs in future years. d. Procurement Savings: An underspend of £0.626 million is anticipated in relation to procurement savings proposed for 2026/2027 that have already been achieved this financial year. These have been achieved through a focus on demand management opportunities (buying less or not at all), alternative product specifications and new routes to market. e. Strathclyde Regional Council (SRC) (Liabilities): An overspend £0.200 million is forecast in relation to a commitment for SRC liabilities for 2025/2026. As these costs relate to liabilities which pre-date the Council and cannot be covered by the Insurance policies held by the Council, then they are not funded from the Council’s Insurance Fund. We are funding these costs on an annual basis when they are confirmed as there is no certainty around either the amount or timing of potential liabilities. f. Central Energy Efficiency Fund / Renewable Heat Incentive (RHI) and Feed In Tariff (FIT) Income: Resources are allocated funding from the Central Energy Efficiency Fund (CEEF) Reserve to pay for spend to save projects. When the savings are generated from the project in future years, they repay the initial costs to the CEEF Reserve. This over recovery of income (£0.297 million) represents the repayment to be transferred to the CEEF Reserve in 2025/2026. In addition, Renewable Heat Incentive (RHI) and Feed In Tariff (FIT) income has been received in-year (£0.200 million). The over recoveries of income are included in the proposed transfers to reserves in Appendix 2. 19
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5.14. Table 3 illustrates the Corporate Items position before and after transfers to reserves. Table 3: Summary of Corporate Items Outturn Before Transfers to Reserves £m Proposed Transfers to Reserves £m Outturn After Transfers to Reserves £m Service Concessions (section 5.13, a) 4.388 4.388 0.000 Pay Award (section 5.13, b) 3.987 3.987 0.000 PEPR Staffing (section 5.13, c) 0.545 0.545 0.000 Procurement Savings (section 5.13, d) 0.626 0.000 0.626 SRC Liabilities (section 5.13, e) (0.200) 0.000 (0.200) CEEF / RHI / FIT Income (section 5.13, f) 0.497 0.497 0.000 Other Minor Items (0.004) 0.000 (0.004) Total Corporate Items 9.839 9.417 0.422 5.15. The net Corporate Items underspend after Transfers to Reserves is £0.422 million and is mainly attributable to procurement savings for 2026/2027 achieved in 2025/2026 (£0.626 million) partially offset by £0.200 million estimated cost of SRC Intromissions in 2025/2026. 5.16. Council Tax including Council Tax Reduction Scheme (CTRS): An over recovery of £0.330 million is anticipated in 2025/2026. This is mainly due to higher than anticipated income from additional in year properties (£0.446 million) partially offset by an overspend on Council Tax Reduction Scheme (£0.116 million). £0.200 million of this income relates to income from Second Homes which should be transferred to the HRA in line with the approved Council Tax Second Homes Policy (100% Surcharge). This is included in the proposed Transfers to Reserves in Appendix 2. 5.17. Summary of Overall Outturn Position Taking into account the position across the Budget areas as detailed in sections 5.1 to 5.16, the outturn position is an underspend of £3.579 million. 5.18. In terms of this £3.579 million, the following is proposed: that £1.000 million of the underspend be transferred to reserves to allow the Council to provide financial support to contribute towards the response to questions posed by the Marmot initiative. This £1.000 million will allow the Council to contribute towards the cost of taking forwards activity to progress Marmot findings including any required staffing and implementation costs that £0.040 million of the underspend be set aside to support the continuation of the Winter Wishes programme within Children and Families in 2026/2027 that £0.100 million of the underspend be transferred to reserves for Commercial Feasibility costs that £0.400 million of the underspend be set aside to support the findings of the Third Sector Review to contribute to the external medium grants allocation available for the next two years beyond 2026/2027 that the remaining £2.039 million underspend be transferred to reserves for budget considerations in future years 20
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5.19. The full Probable Outturn is summarised in Table 5. Table 5: Summary of Overall Outturn Position £m Position before Transfers: Resources Underspend (sections 5.1 – section 5.9) 7.290 Loan Charges Underspend (section 5.10 – 5.12) 2.459 Corporate Items Underspend (section 5.13 – section 5.15) 9.839 Council Tax / CTRS Net Over Recovery (section 5.16) 0.330 Forecast Underspend Before Transfers to Reserves 19.918 Less: Proposed Transfers to Reserves (Appendix 2) (16.339) Forecast Underspend AFTER Transfers to Reserves 3.579 Less: Additional Proposed Transfers to Reserves (sections 5.18 and Appendix 2) (3.579) Break-Even Position AFTER Transfers to Reserves - 6. Housing Revenue Account Position 6.1. Appendix 4 also shows the forecast position for the financial year. The Appendix shows a breakeven position for the Housing Revenue Account. 6.2. This breakeven position includes a higher than budgeted Transfer from Reserves (£0.287 million greater than budgeted). The detail is shown in Appendix 4 with variance explanations across subjective categories and includes spend on the new Housing Management system introduced this year. 7. Employee Implications 7.1. None. 8. Financial Implications 8.1. As detailed in sections 4 to 6 of the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, this probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 10.2. There are no implications for sustainability in terms of the information contained in this report. 21
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11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 8 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee of 3 December 2025 Executive Committee of 27 August 2025 Executive Committee of 25 June 2025 List of Background Papers Financial Ledger and budget monitoring results to 29 December 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 22
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Note: While the Year to Date Actual at period 10 presents a net surplus position (£69.660m), this is timing only. The forecast outturn before transfers to reserves shows an underspend of £19.918 million. Appendix 1 Before Transfers to Reserves Revised Projected Projected % Note Year to Date Annual Outturn Outturn Actual Budget Variance Resources: £m £m £m £m Community and Enterprise Resources 130.856 129.390 1.466 1.12% 85.998 Facilities Waste and Grounds 79.236 78.368 0.868 1.10% 50.685 Leisure and Culture 20.090 20.126 (0.036) (0.18%) 17.649 Planning and Regulatory Services 5.223 4.315 0.908 17.38% 2.710 Enterprise and Sustainable Development 6.556 6.693 (0.137) (2.09%) 5.067 Roads, Transportation and Fleet 19.751 19.888 (0.137) (0.69%) 9.887 Education Resources 502.488 502.010 0.478 0.10% 373.110 Education 502.488 502.010 0.478 0.10% 373.110 Finance and Corporate Resources 44.025 43.147 0.878 1.99% 42.308 Finance Services - Strategy 2.311 2.344 (0.032) (1.38%) 2.772 Finance Services - Transactions 18.560 17.705 0.854 4.60% 15.201 Audit and Compliance Services 0.363 0.345 0.018 4.96% 0.349 Information Technology Services 8.512 8.614 (0.102) (1.20%) 11.953 Communications and Strategy Services 2.530 2.296 0.234 9.25% 2.055 Administration and Licensing Services 4.949 4.928 0.021 0.42% 4.346 Personnel Services 6.800 6.915 (0.115) (1.69%) 5.632 Housing & Technical Resources 18.973 18.850 0.123 0.65% 10.867 Housing Services 8.246 8.063 0.183 2.22% 7.597 Property Services 10.727 10.787 (0.060) (0.56%) 3.270 Social Work Resources 252.068 247.723 4.345 1.72% 183.816 Performance and Support Services 6.187 5.899 0.288 4.65% 4.134 Children and Families 52.841 50.736 2.105 3.98% 37.585 Adults and Older People 192.159 190.909 1.250 0.65% 141.826 Justice and Substance Misuse 0.881 0.179 0.702 79.68% 0.271 Joint Boards 1.629 1.629 0.000 0.00% 1.253 950.039 942.749 7.290 0.77% 697.352 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 950.039 942.749 7.290 0.77% 697.352 CFCR 2.299 2.299 0.000 0.00% 0.000 Loan Charges 37.249 34.790 2.459 6.60% 0.000 Corporate Items (0.965) (10.804) 9.839 (1019.59%) 0.461 Loans Fund Review - T/f to Reserves 13.349 13.349 0.000 0.00% 0.000 Teacher Numbers - T/f to Reserves 4.200 4.200 0.000 0.00% 0.000 2025/2026 Investments - T/f to Reserves 13.859 13.859 0.000 0.00% 0.000 Waste and Recycling Services - T/f to Reserves 2.200 2.200 0.000 0.00% 0.000 Budget Strategy - T/f to Reserves 4.500 4.500 0.000 0.00% 0.000 Total Expenditure 1,026.730 1,007.142 19.588 1.91% 697.813 Council Tax 196.599 196.929 0.330 0.17% 151.484 Less: Council Tax Reduction Scheme (24.776) (24.776) 0.000 0.00% (19.058) 171.823 172.153 0.330 0.19% 132.426 General Revenue Grant 454.451 454.451 0.000 0.00% 349.578 Non Domestic Rates 371.110 371.110 0.000 0.00% 285.469 Transfer from Reserves 29.346 29.346 0.000 0.00% 0.000 Total Income 1,026.730 1,027.060 0.330 0.03% 767.473 Net Expenditure 0.000 (19.918) 19.918 0.00% (69.660) Period Ended 29 December 2025 (No.10) Revenue Budget Monitoring Report SOUTH LANARKSHIRE COUNCIL 23
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Appendix 2 Proposed Transfers to Reserves included in the Probable Outturn Purpose / Description Resource Value £m Resources Strategic Waste Fund Due to timing of spend on Waste projects, funding is required to be carried forward to in the Strategic Waste Fund to support future spend on Waste. Community and Enterprise 0.150 Air Condition for Refuse Collection Vehicles Due to timing of expenditure on the retro fitting of air condition units within older refuse collection vehicles, funding is required to be carried forward to next financial year. Community and Enterprise 0.080 Operational IT handheld devices Due to the timing of procurement of handheld devices for Grounds and Streets staff in line with IT development upgrades, funding is required to be carried forward to next financial year. Community and Enterprise 0.100 Front Line First Funding received as part of 2025/2026 Investment funding is required to be carried forward to reflect the profile of spend this year and within the overall three-year delivery programme. Community and Enterprise 0.438 Local Plan Annual contribution for future years costs associated with 2026/2027 Local Plan. Community and Enterprise 0.100 Local Growth Fund Transition Through utilising external funding received in-year, an underspend in core Council funding will be carried forward to maintain service levels into 2026/2027. Community and Enterprise 0.200 Fleet Sinking Fund Annual contribution to the Fleet sinking fund to maintain the asset replacement programme. Community and Enterprise 0.050 Total Community and Enterprise Resources 1.118 PEF The funding received from the Government can be used up to the end of the school term (June 2026). The underspend reflects the element of the funding that will be utilised in April to June 2026. Education 0.400 Additional Support for Learning Sourcing and purchasing Additional Support for Learning equipment for schools that will be utilised in April to June 2026. Education 0.078 Total Education Resources 0.478 Insurance Fund A contribution to manage the anticipated increase in insurance premiums paid from the Fund. Finance and Corporate 0.300 Total Finance and Corporate Resources 0.300 First Stop Temporary Accommodation The use of the in-year underspend to be set aside for the First Stop Accommodation project as planned (Executive Committee, November 2025). Housing and Technical 0.123 Total Housing and Technical Resources 0.123 Children and Families Pressures The transfer of one-off funding from the IJB due to reduced pension contributions has realised an underspend which will be carried forward to support the pressures in Children and Families until the Budget Recovery Plan is fully achieved. Social Work 3.095 Transformational Residential Care An in-year underspend is proposed as a contribution to transformational residential care in future years. Social Work 0.500 The Promise An in-year underspend in the IJB is proposed as a contribution to The Promise, to further augment the support for young people transitioning from Children and Family Services to Adult Services over the following two years. Social Work 0.750 Total Social Work Resources 4.345 Total Resource Proposed Transfers to Reserves 6.364 Loans Charges Loans Charges Funding to be utilised in future years in line with borrowing for service concession arrangements. This will be required to be drawn down from 2027/2028 (as approved at South Lanarkshire Council, January 2023). Loans Charges 0.358 Total Loans Charges Proposed Transfer to Reserves 0.358 Corporate Items Service Concessions Underspend arising due to a change in interest rates and indexation since the initial calculations were undertaken, has meant that the estimated savings previously anticipated in 2028/2029 are available earlier. Corporate Items 4.388 Pay Award Underspend carried forward from 2025/2026 as a result of Teachers pay award being implemented in line with the school year. Corporate Items 3.987 Packaging Extended Producer Responsibility (PEPR) Staffing Profiling of spend on waste project staffing costs in future years. Corporate Items 0.545 Central Energy Efficiency Fund (CEEF) Resources are allocated funding from the CEEF Reserve to pay for spend to save projects which they repay over future years from the revenue savings generated by the project. This transfer represents the payback of savings from Resources and allows the Reserve to be regenerated for use on future projects. Corporate Items 0.297 Renewable Head Incentive (RHI) and Feed In Tariff (FIT) Income from RHI and FIT is received in-year and will be set aside for funding future capital spend. 0.200 Total Corporate Items Proposed Transfers to Reserves 9.417 Council Tax Council Tax Second Homes Policy (100% Surcharge) Income of £0.200m should be transferred to the Housing Revenue Account in line with the Council’s second homes policy. HRA 0.200 Total Council Tax Proposed Transfers to Reserves 0.200 Total Proposed Transfers 16.339 24
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Previously Approved Transfers to Reserves Loans Fund Review (An underspend of £13.349 million is anticipated in the Loans Fund Budget in 2025/2026. This budget underspend of £13.349 million will be set aside and used against the Budget Gap in 2027/2028 as planned (detailed in the Executive Committee report, June 2025). Loans Fund (T/f to Reserves) 13.349 Investments The total budget line 2025/2026 Investments – Transfers to Reserves is £13.859 million (£10.263 million one-off Revenue investments not required this year and the underspend in Loan Charges of £3.596 million). It is proposed that these two amounts (£10.263 million and £3.596 million) be transferred to Reserves at the end of the year (detailed in the Executive Committee report, June 2025). Investments (T/f to Reserves) 13.859 Teachers Numbers 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 (detailed in the Executive Committee report, August 2025 Teachers Numbers (T/f to Reserves) 4.200 Waste and Recycling Services The November Executive Committee agreed that £2.5 million of core monies released by pEPR funding will be retained within Community and Enterprise Resources and utilised towards one-off investment in waste and recycling services. It is anticipated that £0.3 million will be spent by the end of 2025/2026. As a result, £2.2 million has been transferred to earmarked reserves for use in future years (detailed in the Executive Committee report, December 2025). Waste (T/f to Reserves) 2.200 Budget Strategy The November Executive Committee agreed that £4.5 million of core monies released by pEPR funding will be used to support the Council’s Budget Gap. This will be transferred to earmarked reserves for use in future years (detailed in the Executive Committee report, December 2025). Budget Strategy (T/f to Reserves) 4.500 Total Approved Transfers to Reserves 38.108 Additional Transfers to Reserves – Use of Outturn Underspend Marmot Initiative Use of £1.000 million underspend to allow the Council to provide financial support to contribute towards the response to questions posed by the Marmot initiative. Use of Outturn Underspend 1.000 Winter Wishes Use of £0.040 million underspend to support the continuation of the Winter Wishes programme within Children and Families in 2026/2027. Use of Outturn Underspend 0.040 Commercial Feasibility Use of £0.100 million underspend for Commercial Feasibility costs. Use of Outturn Underspend 0.100 Third Sector Use of £0.400 million underspend to support the findings of the Third Sector to contribute to the external medium grants allocation available for the next two years beyond 2026/2027. Use of Outturn Underspend 0.400 Budget Strategy Use of £2.039 million underspend for budget considerations in future years. Use of Outturn Underspend 2.039 Total Additional Transfers to Reserves – Use of Outturn Underspend 3.579 25
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Note: While the Year to Date Actual at period 10 presents a net surplus position (£69.660m), this is timing only. The forecast outturn after transfers to reserves shows an underspend of £3.579 million. Appendix 3 After Transfers to Reserves Revised Projected Projected % Note Year to Date Annual Outturn Outturn Actual Budget Variance Resources: £m £m £m £m Community and Enterprise Resources 130.856 130.508 0.348 0.27% 85.998 Facilities Waste and Grounds 79.236 79.136 0.100 0.13% 50.685 Leisure and Culture 20.090 20.126 (0.036) (0.18%) 17.649 Planning and Regulatory Services 5.223 4.455 0.768 14.70% 2.710 Enterprise and Sustainable Development 6.556 6.853 (0.297) (4.53%) 5.067 Roads, Transportation and Fleet 19.751 19.938 (0.187) (0.95%) 9.887 Education Resources 502.488 502.488 0.000 0.00% 373.110 Education 502.488 502.488 0.000 0.00% 373.110 Finance and Corporate Resources 44.025 43.447 0.578 1.31% 42.308 Finance Services - Strategy 2.311 2.343 (0.032) (1.38%) 2.772 Finance Services - Transactions 18.560 18.006 0.554 2.98% 15.201 Audit and Compliance Services 0.363 0.345 0.018 4.96% 0.349 Information Technology Services 8.512 8.614 (0.102) (1.20%) 11.953 Communications and Strategy Services 2.530 2.296 0.234 9.25% 2.055 Administration and Licensing Services 4.949 4.928 0.021 0.42% 4.346 Personnel Services 6.800 6.915 (0.115) (1.69%) 5.632 Housing & Technical Resources 18.973 18.973 0.000 0.00% 10.867 Housing Services 8.246 8.186 0.060 0.73% 7.597 Property Services 10.727 10.787 (0.060) (0.56%) 3.270 Social Work Resources 252.068 252.068 0.000 0.00% 183.816 Performance and Support Services 6.187 5.899 0.288 4.65% 4.134 Children and Families 52.841 53.831 (0.990) (1.87%) 37.585 Adults and Older People 192.159 192.159 0.000 0.00% 141.826 Justice and Substance Misuse 0.881 0.179 0.702 79.68% 0.271 Joint Boards 1.629 1.629 0.000 0.00% 1.253 950.039 949.113 0.926 0.10% 697.352 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 950.039 949.113 0.926 0.10% 697.352 CFCR 2.299 2.299 0.000 0.00% 0.000 Loan Charges 37.249 35.148 2.101 5.64% 0.000 Corporate Items (0.965) (1.387) 0.422 (43.73%) 0.461 Loans Fund Review - T/f to Reserves 13.349 13.349 0.000 0.00% 0.000 Teacher Numbers - T/f to Reserves 4.200 4.200 0.000 0.00% 0.000 2025/2026 Investments - T/f to Reserves 13.859 13.859 0.000 0.00% 0.000 Waste and Recycling Services - T/f to Reserves 2.200 2.200 0.000 0.00% 0.000 Budget Strategy - T/f to Reserves 4.500 4.500 0.000 0.00% 0.000 Total Expenditure 1,026.730 1,023.281 3.449 0.34% 697.813 Council Tax 196.599 196.729 0.130 0.07% 151.484 Less: Council Tax Reduction Scheme (24.776) (24.776) 0.000 0.00% (19.058) 171.823 171.953 0.130 0.08% 132.426 General Revenue Grant 454.451 454.451 0.000 0.00% 349.578 Non Domestic Rates 371.110 371.110 0.000 0.00% 285.469 Transfer from Reserves 29.346 29.346 0.000 0.00% 0.000 Total Income 1,026.730 1,026.860 0.130 0.01% 767.473 Net Expenditure 0.000 (3.579) 3.579 0.00% (69.660) SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 29 December 2025 (No.10) 26
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Variance Explanations 1. Employee Costs The underspend in employee costs is due to vacancies within the service that continue to be actively recruited. 2. Property Costs The forecast underspend is due to the net effect of underspends in void rent loss and ground maintenance charges partially offset by greater than budgeted contract cleaning. 3. Payment to Other Bodies Payments to Other Bodies are overspent due to spend on IT systems this financial year. 4. Income Income is under recovered mainly due to lower than budgeted income from laundry. 27
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2025/2026 and Monitoring for Period 10 - 1 April 2025 to 29 December 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 29 December 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [r (1) that the position of the General Fund Capital Programme (appendices 1 to 2) and the Housing Capital Programme (Appendix 3), as at 29 December 2025, be noted; (2) that £0.020 million of Ward 7 Local Action Fund monies be allocated to the Darwin Road Playpark (section 4.2), 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 29 December 2025 (period 10). 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 £67.712 million (summarised in Appendix 1). 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 3 December 2025. 4.2. The budget for the year includes an allocation of £0.020 million of Local Action Fund monies. Local Ward Members (in Ward 7) have agreed that these funds will now be spent on Darwin Road Playpark. 4 29
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4.3. The Walk Wheel Cycle Trust (formerly SUSTRANS) have confirmed that South Lanarkshire will receive £0.810 million for improvements along the existing NCN75 Clyde walkway path and to update the traffic signal at St Stephens Avenue / East Kilbride Road Crossing, Rutherglen. Works are underway to progress this project and maximise spend this financial year, however, given the timing of the award, this budget will be added to the 2026/2027 programme with any spend achieved in 2025/2026 managed from the funding available. 4.4. In order to maximise use of space in corporate buildings, the first-floor former coffee shop space will be refurbished to a meeting area consisting of dedicated meeting pods, bringing the area back into productive use. The budget required is £0.050 million and this will be funded from within the Prioritised Urgent Investment budget in the existing programme and will have no impact on the total programme. 4.5. The revised budget is detailed across Resources in Appendix 1. 4.6. The overall funding available of £67.712 million to support the programme is detailed in Appendix 2. 4.7. 2025/2026 Forecast: As noted in 4.1, the total capital spending programme for the year is £67.712 million. The forecast spend for the current year is currently £65.962 million. 4.8. The forecast for this financial year reflects anticipated spend on 2 projects: East Kilbride Town Centre (£0.800 million) where the demolition costs are lower than anticipated, and Hamilton Junctions (£0.950 million) as works planned for Wellhall Road have been reprogrammed to begin in spring 2026. 4.9. 2025/2026 Actual Position: Actual spend incurred to the 29 December 2025 totals £35.036 million. 4.10. Actual funding received to 29 December 2025 is £41.194 million. This is shown in Appendix 2. Relevant officers will continue to closely monitor the generation of all income including receipts. 4.11. Leisure and Culture Transformation Fund Programme: The Transformation Fund has a total budget of £13.000 million with forecast spend of £10 million expected in 2025/2026. 4.12. Physical progress through the year is going well. Projects complete to date include Fitness Studio Modernisation and Gym Upgrades across the area (in John Wright Sports Centre, Carluke Leisure Centre, Hamilton Water Palace and Lanark Lifestyles), as well as Library reprovisions at Hillhouse and Earnock, Greenhills, Blantyre, and Forth. 4.13. Other finished projects include the pitch replacement at Whitemoss Recreation Area, the pool, changing and fabric upgrades at Coalburn Leisure Centre, the football pavilion toilet upgrade and lift replacement at Hamilton Palace, and the internal upgrades at the Murray Owen Centre. 4.14. Work is continuing across a number of other projects including the conservatory roof at Calderglen Country Park, the upgrades to the dryside changing and showers in Blantyre Leisure Centre, the upgrade works at Lanark Memorial Hall, and the toilets at Chatelherault Country Park. 30
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4.15. In addition, the Fitness Studio Modernisation and Gym Upgrade programme continues with works commenced at Dollan Aqua Centre, Blackwood Community Wing and South Lanarkshire Lifestyles Eastfield. 5. Housing Programme 5.1. 2025/2026 Budget: Appendix 3 summarises the position on the Housing programme as at 29 December 2025. The total Housing Capital programme for the year is £87.740 million. 5.2. 2025/2026 Forecast: As noted in 5.1, the total capital spending programme for the year is £87.740 million. Current estimates from the Resource have identified an outturn of £87.740 million for the year. This will continue to be monitored. 5.3. As noted previously, the profile of spend on the New Build programme has been affected by delays in the Scottish Government approval timescales, where some projects have now commenced later in the year. Any reduction in spend as a result of this will be offset by an opportunity to accelerate the Housing Investment Programme (HIP) spend on External Fabrics and Energy Efficiency projects from 2026/2027. 5.4. Any funding (borrowing) not used in 2025/2026 in relation to the new build programme will be carried forward into 2026/2027 to allow completion of the projects. 5.5. 2025/2026 Actual Position: Spend to 29 December 2025 on the Housing Capital Programme amounts to £52.315 million. 5.6. As at 29 December 2025, £52.315 million of funding had been received. 5.7. 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. 31
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Jackie Taylor Executive Director (Finance and Corporate Resources) 8 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 26 February 2025 Executive Committee, 3 December 2025 List of Background Papers Capital Ledger prints to 29 December 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 32
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APPENDIX 1 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2025 TO 29 DECEMBER 2025 £m Total Base Budget (including carry forward from 2024/2025) 67.712 Proposed Adjustments – Period 10 0.000 Total Revised Budget 67.712 2025/26 Budget Period 10 Proposed Adjustments Revised 2025/26 Budget Resource £m £m £m Community & Enterprise 55.159 - 55.159 Education 5.007 - 5.007 Finance & Corporate 0.645 - 0.645 Housing & Technical 6.564 - 6.564 Social Work 0.337 - 0.337 TOTAL CAPITAL PROGRAMME 67.712 - 67.712 33
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2025 TO 29 DECEMBER 2025 2025/26 Original Estimate inc C/F 2025/26 Revised Budget 2025/26 Forecast Spend 2025/26 Forecast Variance 2025/26 Actual to 29/12/25 Expenditure £m £m £m £m £m General Fund Programme 64.188 67.712 65.962 1.750 35.036 Income 2025/26 Budget 2025/26 Revised Budget 2025/26 Actual To 29/12/25 £m £m £m Prudential Borrowing 17.192 17.425 0.000 Developers Contributions 1.965 4.679 3.239 Partners 0.450 3.682 1.172 Scottish Government: - Capital Grant 27.467 28.352 28.352 - Vacant & Derelict Land 1.477 1.502 0.994 - Place Based Investment 0.589 0.589 0.602 Levelling Up Fund 7.700 7.200 6.135 Capital Receipts 0.700 0.700 0.700 Specific Reserves 0.038 1.284 0.000 Revenue Contribution 6.610 2.299 0.000 TOTAL FUNDING 64.188 67.712 41.194 34
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/26 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2025 TO 29 DECEMBER 2025 2025/26 Annual Budget 2025/26 Forecast Spend 2025/26 Forecast Variance 2025/26 Actual to 29/12/25 £m £m £m £m Expenditure 2025/26 Budget 87.740 87.740 - 52.315 2025/26 Annual Budget 2025/26 Actual to 29/12/25 £m £m Income Capital Funded from Current Revenue 35.633 23.824 Prudential Borrowing 21.061 16.073 Scottish Government Specific Grant: - New Build 24.726 9.492 - Open Market Purchase Scheme 6.000 2.651 - Mortgage to Rent 0.120 0.060 Climate Emergency Fund 0.200 0.000 Other Income 0.000 0.215 87.740 52.315 35
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Update to Funding 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Members of additional funding that has been made available to the Council by the Scottish Government and other external sources since the last report to this Committee (3 December 2025) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional funding totalling £1.159 million, detailed in Appendix 1, be noted. 3. Background 3.1. In year funding can change, and this can be in relation to funding for specific purposes or funding expected and already included in our budget planning. 3.2. Additional funding may either be paid through the General Revenue/Capital Grant mechanism or by the completion of appropriate grant claims. 3.3. Details of the additional funding is attached in Appendix 1 of the report. The report details additional funding that has been reported by Resources as part of the additional resources’ notification process, as well as any additional funding that has increased the Council’s budget by more than £0.100 million. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Additional Capital funding of £0.959 million has been identified for 2025/2026 and £0.200 million for 2026/2027. This is detailed in Appendix 1. 5.2. There is no additional Revenue funding to note. 5.3. Resource budgets will be updated to reflect this additional funding. Where appropriate, details of spending plans will be presented to Resource Committees for approval. 5 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) 7 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Additional Funding Grant Awards Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 38
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Appendix 1 Additional Capital Funding Resource Description 2025/2026 £m 2026/2027 £m Total £m Method Housing and Technical Housing First Capital Funding Funding is being delivered as part of Scottish Government’s Housing Emergency Action Plan. The funding will be used to increase the availability of tenancies for people with multiple complex needs, where those tenancies are delivered alongside the support required to sustain those tenancies. 0.149 - 0.149 Scottish Government Community and Enterprise Walk Wheel Cycle Trust (formerly SUSTRANS) – NCN75 Clyde Walkway path Construction funding provided to South Lanarkshire Council to deliver path widening, resurfacing and lighting improvements along the existing NCN75 Clyde walkway path between the Bridge Street Clyde Crossing and Carmyle Viaduct railway fork. Given the timing of the award it is proposed that the budget be added to the 2026/2027 programme with any spend achieved in 2025/2026 managed from the funding available. 0.600 - 0.600 Walk Wheels Cycle Trust Community and Enterprise Walk Wheel Cycle Trust (formerly SUSTRANS) – St Stephen’s Avenue / East Kilbride Road Crossing, Rutherglen Funding to update the traffic signal at the pedestrian crossing at St Stephen’s Avenue / East Kilbride Road, Rutherglen. Given the timing of the award it is proposed that the budget be added to the 2026/2027 programme with any spend achieved in 2025/2026 managed from the funding available. 0.210 - 0.210 Walk Wheels Cycle Trust Community and Enterprise Larkhall Leisure Centre Confirmation of funding which will contribute towards overall capital costs of the new Larkhall Leisure Centre and is already anticipated as part of the overall project funding reported to Committee. - 0.200 0.200 Sport Scotland TOTAL CAPITAL FUNDING 0.959 0.200 1.159 39
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Chief Executive Subject: Recommendations Referred by Housing and Technical Resources Committee 1. Purpose of Report 1.1. The purpose of the report is to:- request approval of the undernoted recommendations referred to this Committee by the Housing and Technical Resources Committee at its special meeting on 21 January 2026 in relation to the Housing Revenue and Capital Account Budget 2026/2027 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the proposed rent increase of 6.50% to be applied in 2026/2027 to all council houses, Gypsy/Traveller sites, lock-ups and garage sites and the revenue estimate proposals for the Housing Revenue Account (HRA), as detailed in Appendix 1 to the report to the Housing and Technical Resources Committee, be endorsed; (2) that the proposed increase in charges applied for the provision of close cleaning and laundry services of 6.50% in 2026/2027 be endorsed; (3) that the proposal that a 15% premium be added to all new build rent charges that were let either on, or after, 1 April 2026, reflecting the increased energy efficiency measures within those properties and to support the continuing new build programme, as detailed in paragraph 3.6 of the report to the Housing and Technical Resources Committee, be endorsed; (4) that, based on the rent increase of 6.50%, the 2026/2027 Housing Capital Programme of £90.434 million, as detailed in Appendix 2 to the report to the Housing and Technical Resources Committee, be endorsed; and (5) that the recommendations be referred to Council for approval. 3. Background 3.1. Recommendations Referred by Housing and Technical Resources Committee of 21 January 2026 – Housing Revenue and Capital Account Budget 2026/2027 – Extract of Minute A joint report dated 22 December 2025 by the Executive Directors (Housing and Technical Resources) and (Finance and Corporate Resources) was submitted on:- the revenue estimate proposals for the Housing Revenue Account (HRA) for 2026/2027 which had been prepared in line with the 30-year Business Plan the 2026/2027 Housing Capital Programme totalling £90.434 million 6 41
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The HRA revenue budget for 2026/2027 had been prepared in line with the 30-year HRA Business Plan, developed to reflect the investment priority to maintain and improve the housing stock to meet national housing quality and energy efficiency standards. The programme also included projects to increase the supply of Council housing as well as environmental works and legislative compliance programmes, to ensure that all safety requirement standards were met. The movement from the original 2025/2026 revenue budget was outlined in Appendix 1 to the report. The main expenditure movements were detailed in paragraph 3.2 of the report. The 2026/2027 budget proposal included a provision of £1.331 million for bad debt. This was a decrease from 2025/2026, reflecting the expected position for 2026/2027 and was required to continue to provide for the potential impact on rent collection and arrears. This included contingency for the ongoing uncertainty on rental collections in the coming year due to cost of living pressures, continued managed migration to Universal Credit and an allocation of £0.300 million for tenancy sustainment mitigation. During previous budget engagement, tenants had favoured multi-year agreements on the basis that they would have some clarity regarding rent levels in the medium- term. This was year 3 of a 3-year multi-year agreement, with the rent increase of 6.50% being proposed for 2026/2027. In addition to council houses, this increase would apply to Gypsy/Traveller sites, lock-ups, garage sites, as well as charges for close cleaning and laundry services within flatted properties where this service was in place. In February 2016, the Council approved the application of an additional £10 weekly rental charge to all new build properties let on, or after, 1 April 2016. Since that time, the increase had been applied to all Council new build house rents, regardless of property type and size. In preparing the budget and rent-setting proposals for 2026/2027, further consideration had been given to the additional weekly charge, and it was considered appropriate that a revised approach to setting the new build premium be progressed, whereby the increase to be applied to new build properties would vary to reflect property type and size. It was recommended that for new properties let to tenants on, or after, 1 April 2026, the weekly additional rent charge for new build properties move to a base rent level plus a 15% premium, rather than a £10 weekly additional charge. The base rent reflected the size and type of property, while the premium reflected the energy efficiency of new build properties, with tenants benefiting from lower fuel bills. The application of a 15% premium on energy efficient, new build properties would support the continuation of the new build programme. The proposal would mean that the Council would have the following 3 levels of house rent:- base rent level (standard South Lanarkshire rent determined by size and type) base rent level plus £10 per week for new builds let on, or after, 1 April 2016 to 31 March 2026 base rent level plus 15% premium for new builds let on, or after, 1 April 2026 Based on the latest Scottish Housing Charter returns, the average rent charges for South Lanarkshire Council tenants were currently the 8th lowest of local authority landlords in Scotland and were the lowest of all social landlords who operated in South Lanarkshire. 42
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The proposed 2026/2027 HRA Capital Programme, totalling £90.434 million, was detailed in Appendix 2 to the report. The funding allocation for 2026/2027 for the Affordable Housing Supply Programme had not yet been confirmed, however, in the interim, a programme had been developed based on the grant allocation for 2025/2026 and the estimate would be increased or decreased once the 2026/2027 grant funding was confirmed. Further information would be provided to the Executive Committee once confirmation of the grant had been received, including any required amendments to the 2026/2027 Capital Programme. Information was provided on the budget consultation programme undertaken by the Council in conjunction with the Budget Scrutiny Group and the Tenant Participation Co-ordination Group. The Chair thanked tenant representatives on the Budget Scrutiny Group and the Tenant Participation Co-ordination Group for the feedback they had provided and for their assistance in ensuring that tenants’ views had been considered in relation to the development of the Housing Revenue and Capital Account Budget for 2026/2027. The Head of Housing Services responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide this to the relevant members. The Committee recommended to the Executive Committee: (1) that the proposed rent increase of 6.50% to be applied in 2026/2027 to all council houses, Gypsy/Traveller sites, lock-ups and garage sites and the revenue estimate proposals for the Housing Revenue Account (HRA), as detailed in Appendix 1 to the report, be endorsed; (2) that the proposed increase in charges applied for the provision of close cleaning and laundry services of 6.50% in 2026/2027 be endorsed; (3) that a 15% premium be added to all new build rent charges that were let either on, or after, 1 April 2026, reflecting the increased energy efficiency measures within those properties and to support the continuing new build programme, as detailed in paragraph 3.6 of the report, be endorsed; (4) that, based on the rent increase of 6.50%, the 2026/2027 Housing Capital Programme of £90.434 million, as detailed in Appendix 2, be endorsed; and (5) that the recommendations be referred to the Executive Committee for endorsement, then to Council for approval. [Reference: Minutes of 17 December 2025 (Paragraph 9) and Minutes of the special meeting of South Lanarkshire Council of 26 February 2025 (Paragraph 2) and Minutes of South Lanarkshire Council of 24 February 2016 (Paragraph 3)] 3.2. A link to the report submitted to the Housing and Technical Resources Committee of 21 January 2026 is provided for information. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 43
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5. Financial Implications 5.1. All financial implications have been highlighted as part of the original report to the Housing and Technical Resources Committee. 6 Climate Change, Sustainability and Environmental Implications 6.1 The impact which capital investment will have upon climate change and sustainability is appropriately considered through the Resource’s approach to project design, procurement, project management and delivery. Works will be progressed in such a way to support a positive impact on the environment. Details will be captured within the Integrated Impact Assessment, with appropriate mitigation actions noted where any potential negative impact is identified. 7. Other Implications 7.1. The risks associated with this report are in relation to the Council’s ability to collect rents and charges following the increases. These risks have been assessed and added to the Resource Risk Register. 7.2. Social landlords, such as the Council, are required to submit an Annual Assurance Statement to the Scottish Housing Regulator. This provides assurance that the organisation is compliant with the relevant requirements of Chapter 3 of the Regulatory Framework, all relevant standards and outcomes in the Scottish Social Housing Charter and all relevant legislative duties. The content of the report to the Housing and Technical Resources Committee will contribute to the evidence to support this Statement. 8. Integrated Impact Assessment and Consultation Requirements 8.1. An Integrated Impact Assessment (IIA) has been completed for the Housing Revenue and Capital Account Budget 2026/2027 which included assessing potential impact to the proposed rent levels for 2026/2027. Link to IIA on SLC Website 8.2. In addition, an IIA has also been completed as part of the development of the South Lanarkshire Strategic Housing Investment Plan 2026 to 2031. The IIA identifies that increasing the provision of additional affordable homes (including those built and funded by the Council) will: have a positive or neutral impact in relation to protected characteristics have a positive socio-economic impact have a positive impact on child poverty It will also have a neutral environmental impact through the increase in the number of homes with increased energy efficiency and zero direct emission heating systems. 8.3. Details of the consultation arrangements are set out in section 5 of the report to the Housing and Technical Resources Committee. Paul Manning Chief Executive 21 January 2026 44
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Link(s) to Council Values/Priorities /Outcomes Good quality, suitable and sustainable places to live Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee – 21 January 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tracy Slater, Administration Adviser Tel: 07385 370089 E-mail: tracy.slater@southlanarkshire.gov.uk 45
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Response to Industrial Market Challenges 1. Purpose of Report 1.1. The purpose of the report is to:- to set out how the Council might respond to the industrial market challenges 2. Recommendation(s) 2.1. Executive Committee is asked to approve the following recommendation(s):- (1) that the summary of the industrial market analysis be noted; and (2) that the proposed interventions, as set out in Appendix 1, be approved subject to approval of agenda item 3 which includes funding for feasibility studies as set out in paragraph 9.6. 3. Background 3.1. In March 2022, the Scottish Government published its National Strategy for Economic Transformation. The 10-year Strategy provides a set of key priorities and actions with a vision of achieving a wellbeing economy that is prosperous for all the country’s people and places. 3.2. One aspect of the Strategy’s vision is for Scotland to be ‘the best place to start and grow a business’, however, Scotland falls behind other countries in terms of its productivity as too few businesses are starting-up or scaling-up, with limited access to infrastructure a recognised factor. Meanwhile, the Strategy’s inclusive growth aims will require investment in high productivity sectors. Additionally, the transition to net zero offers new market opportunities, for example in energy, manufacturing and finance. Having an adequate supply of employment land and property in the correct locations is a factor in each of these aims. 3.3. To understand the South Lanarkshire employment land and property supply, Ryden LLP property consultants were appointed to provide employment land and property market analysis for South Lanarkshire. This work was implemented in four parts to form a suite of reports which Ryden has prepared to inform the next Local Development Plan (LDP3) and the Council’s wider planning, regeneration and property portfolio activities. The four reports, along with the overarching Summary Report consider the employment land and property markets for:- East Kilbride Hamilton, Blantyre and Larkhall Clydesdale Cambuslang and Rutherglen 7 47
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3.4. The findings of this study have been previously reported to Community and Enterprise Resources Committee in November 2024. 4. Summary of the Industrial Market Analysis 4.1. East Kilbride East Kilbride has a current industrial property stock of 7.76 million sq.ft., which is equivalent to 47% of the South Lanarkshire’s industrial floorspace. However much of this stock is becoming obsolete and requiring refurbishment. The report highlights that East Kilbride is a significant magnet for industrial activity the town’s industrial property vacancy rate has fallen to a low of 3.1%, the 32 premises on the market offering a mix of qualities, locations, sizes and costs the current take-up rate for 2023 is 40 units in the year and demonstrates a wide range of occupier types. Take-up rates peaked at 56 deals in 2022 the majority of market activity relates to industrial units smaller than 5,000 sq.ft., however there is also an active market for medium-sized units above this size which is less well met by current supply while there is a case for new development, the economics of this have faltered recently with rents for the available industrial units range being quoted between £4 per sq.ft. for very basic older units up to £9.50 per sq.ft. for new build units at Langlands 4.2. Hamilton, Blantyre and Larkhall the Hamilton area contains 4.06 million sq.ft. of industrial stock which represents 25% of all industrial stock in South Lanarkshire the majority of industrial stock in the area was built in the 1980s and 1990s which means there is an issue of looming obsolescence, notably in Blantyre the level of industrial stock has fallen since 2010 as the result of large factory demolitions with the land now being re-purposed for residential there is low industrial floorspace availability in area with a 5% vacancy rate. Small units (under 5,000 sq.ft) in Hamilton and Blantyre appear to be particularly in demand as reflected by recent take-up and enquiries however there is a lack of choice for occupiers with very limited supply of this nature on the market. While there is a case for new development, the economics of this have faltered recently 4.3. Clydesdale Area Clydesdale has an industrial stock of 1.7 million sq.ft., in an estimated 217 units, including both occupied and vacant industrial buildings. This is around 10% of South Lanarkshire total industrial stock by floorspace in contrast to other areas, this stock is not particularly old or obsolete however new developments are not common the report highlights that the key employment centres have a supply of units 4.4. Rutherglen/Cambuslang the Cambuslang/Rutherglen area contains 2.88million sq.ft. of industrial floorspace which is around 18% of all industrial stock in South Lanarkshire the vacancy rate for industrial property is exceptionally low at only 1% with demand focused upon units between 1,000 and 5,000 sq.ft. where there is currently no supply, as well as some medium to larger units given the area’s locational advantages rents for prime industrial stock vary significantly by unit size, from around £9 per sq.ft. for medium to larger buildings up to potentially £15 per sq.ft. for small prime trade counter units 48
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Clyde Gateway URC continues to be active in this area and has recently completed two industrial units on Southcroft Road with further proposals being developed for Shawfield (please see paragraph 6.8) 4.5. Conclusion In conclusion the study identified several actions that should be pursued including:- stimulate the refurbishment of existing industrial stock actively encourage the creation of development ready plots look at where the Council can intervene in the market to ensure new supply of industrial and office properties review Shawfield and explore its potential for a range of uses (rather than only offices) 4.6. It is also worth noting that Glasgow City Region has identified priority sectors for economic growth as high value manufacture, laboratory space/research and development and digital and tech with £25m funding being made available from the Local Innovation Fund for a research and development programme of activity. 5. Current Activity 5.1. In response to market demand, the Council is currently directly delivering one project at Cathcart Road Rutherglen. 5.2. The site of the former Cathkin Clean Laundry on Cathcart Road, Rutherglen was identified as a suitable location for industrial units. The site is currently included on the Vacant and Derelict Land Register, is owned by the Council and has been used as a storage yard since the clearance of the previous uses. 5.3. Proposals have been prepared to develop two industrial units each of 310 sqm (3330sqft), totalling 620sqm (6660sqft), car parking for 12 vehicles, and associated yard space. The total cost of the project is £2.1m which is funded via Regeneration Capital Grant Fund, Vacant Derelict land Fund, Shared Prosperity Funding and Place Based Investment Programme. The units will also have a focus on net zero energy technology high efficiency windows, insulation, and solar panels. 5.4. Works are due to commence on site in January 2026 and complete in September 2026. Marketing of the units for lease or sale will take place from Spring 2026. 5.5. The Council is also working in partnership with Clyde Gateway and Scottish Enterprise to deliver 3,700sqm of offices, laboratory space, incubator and serviced production areas. ‘Red Tree Labs’ at Shawfield, which is concluding the design stage, is estimated at £17.4m which will be funded, subject to future approvals by the Council, via Glasgow City Region (£9m), Scottish Enterprise (£6m) and Clyde Gateway £2.4m. Works are programmed to commence on site in summer 2026. 6. Potential Additional Areas of Activity 6.1. In order to address market demand there is a need to consider additional interventions as set out below. 49
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6.2. Targeting existing industrial stock The Council could seek to support landlords and occupiers to upgrade existing industrial premises through incentivisation. Limited business grants (up to £5,000) are available to businesses, however, there has been limited take-up for retrofit of properties due to the high costs involved and the limited levels of grant available. Consideration could be given to bolstering this grant by identifying additional funding or directing future climate emergency monies to this area of activity. 6.3. The Council has a portfolio of industrial properties which in some instances are obsolescent, of poor quality and resource intensive. It is suggested that these should be disposed of or demolished to make way for new industrial space or realise a capital receipt for re-investment. It should be noted that these properties are out with the scope of the Asset Review however it is recommended that an assessment of these properties is undertaken and a business case developed for their disposal. 6.4. The Council has a number of business centres including Burgh House in Rutherglen and Brandon House Business Centre in Hamilton which provide small business space. Whilst these centres provide important start up office space, they are somewhat dated, require investment and are operationally intensive. The Council has received an approach from a private sector operator who has expressed an interest in taking over the operation of the centres for a share of the rent. Alternatively, the Council could consider procuring commercial expertise to manage and develop these centres. It is recommended that a business case is developed to explore these opportunities. 6.5. Creation of Serviced Plots or Units The Council could seek to bring forward a programme of serviced plots and/or industrial units as it is currently undertaking at Cathcart Road, Rutherglen. That said, the availability of Council owned land is limited with only two sites currently available at Canderside in Larkhall and Caldwellside in Lanark. In the case of Caldwellside, this site has been identified as a potential site for a Council depot as part of the depot Rationalisation Review. 6.6. The site at Canderside has been vacant for a number of years and more recently has been featured on the Council’s Inward investment website where there is now developer interest for industrial development/company expansion. The Council could set a closing date to realise a capital receipt for the site (not dissimilar to Langlands West) or it could look to create serviced plots or units itself. If the latter was preferable feasibility study funding would require to be identified. 6.7. With limited availability of Council owned land, consideration should be given to acquiring suitable sites from the open market. An initial review of the open market has identified a 2.2 acre site at Young Place, Kelvin Industrial Estate, East Kilbride which has planning consent for six industrial units and has a guide price of £300,000. It is recommended that officers further engage with property agents to explore this and other opportunities and bring forward proposals for consideration. 6.8. Consideration could also be given to partnership working to secure additional industrial space. This could be via a private sector delivery partner and/or via Clyde Gateway URC to realise the potential at Shawfield Innovation where the first two industrial units have been developed at Southcroft Road and are currently being marketed. Full cognizance will require to be given to procurement and legal matters. 50
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6.9. Whilst this paper principally responds to the demands of the local market, cognisance should be given to the regional market and demand for laboratory space/R&D space (as set out in paragraph 4.6). Consideration should be given to development of this activity within South Lanarkshire beyond the proposal for Red Tree Labs at Shawfield. 6.10. A summary of recommended interventions is set out in Appendix 1. 7. Other Considerations 7.1. As has previously been reported, work has commenced on the Local Development Plan with a ‘call for sites’ scheduled for spring 2026. It is anticipated that a large site will be brought forward by a third party to the south of Larkhall for industrial development. As part of this exercise the Planning Service will give consideration to the employment land allocation. 8. Employee Implications 8.1. Due to the town centre activities, Enterprise and Sustainable Development Service has limited capacity to undertake this workstream however the Service will look to deliver initial activity in conjunction with Housing and Technical Resources. 9. Financial Implications 9.1. External funding for this type of activity is challenging. That said, projects should continue to be developed to ensure they are ‘shovel ready’ for any funding opportunities including Glasgow City Region/City Deal funding that may arise. 9.2. Recent discussion has taken place with Scottish Enterprise to better understand their focus which has three interlinked missions:- to create an internationally competitive renewable energy industry to scale up high growth industries to support step-change in Scotland’s productivity 9.3. Whilst direct funding from Scottish Enterprise is unlikely at this time, they have committed to have a closer working relationship with the Council and in respect of inward investment and the sharing of information. 9.4. In light of the challenging funding environment, if the Council wishes to directly intervene in the market, it is likely it will have to finance much of the activity directly this could be via borrow or capital funding (at the expense of something else). As this is to support economic development there are no barriers to this approach. 9.5. Ideally any capital receipts from the disposal of industrial sites/properties would be recycled to supporting this programme of investment. 9.6. In order to develop a number of the projects including the Canderside site, feasibility study funding is required and a proposal to provide £100,000 is included within the probable outturn paper (Agenda Item 3). The list of interventions at Appendix 1, if agreed, will be taken forward as budget allows. 51
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9.7. The Motion approved at full Council on 10 December 2025, now requires officers to bring forward an Investment Challenge Paper to a future meeting of the Executive Committee. It is suggested that the proposals outlined in this report should be considered as part of that paper. 10. Climate Change, Sustainability and Environmental Implications 10.1. This proposed activity with seek to support the retrofit of existing industrial stock and bring forward new stock which is net zero compliant. 11. Other Implications 11.1. The risks associated with not intervening is that South Lanarkshire will continue to not be able to respond to market demand for industrial properties and therefore forgo the opportunity to create employment. The performance of this sector has a significant impact on the local economy and quality of life for South Lanarkshire citizens. The Council’s reputation could also be damaged if it is not seen to actively support the sector. 12. Integrated Impact Assessment and Consultation Requirements 12.1. Integrated Impact Assessments will be undertaken as individual projects are developed. 12.2. Consultations have been undertaken with a number of Resources who have an ongoing role in employment land and property within South Lanarkshire. This consultation and co-operation will continue throughout the duration of the initiative. Kevin Carr Executive Director (Community and Enterprise Resources) 21 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References Community and Enterprise Resources Committee – 26 November 2024 South Lanarkshire Council – 10 December 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Alison Brown, Head of Enterprise and Sustainable Development E-mail: alison.brown@southlanarkshire.gov.uk 52
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Appendix 1 – Summary of Interventions Intervention Financial Implication Economic Implication Timeline Grants programme for private sector to improve industrial stock Additional investment required Would retain/increase industrial stock 2026/27 onwards. Disposal of obsolete industrial property Capital Receipt obtained (yet to be determined) for reinvestment. Would allow for re- investment in new industrial property Assessment of properties and business case to be developed during 2026/27. Investment in SLC retained industrial properties to improve energy efficiency/sustainability measures. Additional investment required Would retain industrial stock and make it more attractive to the market. Assessment of properties and business case to be developed during 2026/27. Enhanced operation of business centres. Dependent on delivery model no capital investment would be required. Potential increase of revenue income. Enhanced centres would compete more effectively in the market Assessment of options, procurement and legal issues to be undertaken and business case to be developed during 2026/27. Prepare feasibility study for Canderside, Larkhall. Feasibility study funding required Capital funding ultimately required. A Council led industrial development would increase modern industrial stock and realise an income. Feasibility study complete by summer 2026. 53
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Purchase of suitable site(s) for industrial development Capital investment required for purchase of sites and thereafter development. Could target prime locations with most demand (East Kilbride, Hamilton, Blantyre) to create high quality new industrial stock Ongoing – requirement to respond to the market. Business cases to be developed as an opportunity arises. Partnership Working Capital investment is likely to be required. Working with the private sector on a joint venture agreement would create additional industrial or R&D space (see below) Assessment of options, procurement and legal issues to be undertaken and business case to be developed during 2026/27. Laboratory Space/R&D Space Capital investment is likely to be required. In addition to Red Tree Labs, additional lab space would be created Assessment of sites, delivery routes, and procurement to be undertaken and business case to be developed during 2026/27. 54
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Holy Cross High School – Full Business Case Glasgow City Region City Deal- Larkhall Community Growth Area St Andrews and St Brides High School – Full Business Case Glasgow City Region City Deal- East Kilbride Community Growth Area 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] set out the Full Business Case (FBC) for Holy Cross High School element of the Larkhall Community Growth Area City Deal project set out the Full Business Case (FBC) for St. Andrew’s and St. Bride’s High School element of the East Kilbride Community Growth Area City Deal project advise Committee on the next steps in progressing the project 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Holy Cross High School and St. Andrew’s and St. Bride’s High School Full Business Cases be approved; and (2) that the grant funding be sought in accordance with the City Deal grant distribution process which requires the Business Cases to be submitted for approval to Glasgow City Region Chief Executive’s and Cabinet as set out in paragraph 3.7. be approved to allow works to commence to site. [1recs] 3. Background 3.1. The Council is one of eight local authorities who, with the UK and Scottish Governments, are signatories to the £1.13 billion Glasgow City Region City Deal. 3.2. The City Deal is made up of a list of 20 key infrastructure projects that are intended to collectively drive economic growth across the Glasgow City Region area. 3.3. The Community Growth Areas (CGA’s) is one of four South Lanarkshire projects among the list of twenty. Larkhall Community Growth Area is one of the four CGA’s that have been combined to form the CGA project – the other CGA’s being located in Newton, Hamilton and East Kilbride. 8 55
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3.4. The CGAs comprises a number of individual education, transport and community infrastructure projects which will be delivered over a timeframe of up to 12 years which will in turn ‘create’ capacity to accommodate the increase in population from housebuilding of initially up to 2,600 new homes in East Kilbride and 1,700 new homes in Larkhall. The proposed Holy Cross High School extension is one of the projects to be brought forward to Full Business Case stage at Larkhall CGA. The proposed St Andrews and St Brides High School extension is one of the projects to be brought forward to Full Business Case stage at East Kilbride CGA. 3.5. Governance arrangements for the City Deal initiative are defined within the associated City Deal Assurance Framework. This sets out requirements for the development of Business Cases for individual projects. The first level of business case was the Community Growth Areas Strategic Business Case, and this was approved by the Executive Committee on 26 August 2015 and the second level business case, the Larkhall CGA Outline Business Case, was approved by the Executive Committee on 8 February 2017. The East Kilbride CGA Outline Business Case was approved by the Executive Committee on 15 August 2018. 3.6. On 18 August 2015 the City Deal Cabinet approved Strategic Business Cases for all the Council’s City Deal Projects and on the 14 August 2018 the Outline Business Case for East Kilbride and Larkhall CGAs were approved. 3.7. Full Business Cases for each project require to be formally approved via The Member Authority Committee process. The City Deal approved procedures which involves the Business Cases being submitted to Glasgow City Region Chief Executives and thereafter Glasgow City Region Cabinet in February 2026. 4. Current Proposal 4.1. Two Full Business Cases (FBC) have now been produced for the Holy Cross High School element of the Larkhall CGA project and the St. Andrew’s and St. Bride’s element of the East Kilbride CGA. 4.2. Holy Cross High School – Internal adaptations to the existing school have been identified that could provide additional teaching accommodation for up to 145 pupils. The proposed new build extension will further increase the planning capacity to 1,652 pupils. 4.3. Internal adaptation works commenced in spring 2025. Some elements of the adaptation works, however, cannot be undertaken until the new build element is completed and occupied. Therefore, adaptation works will continue until summer 2028 with the new build extension completing spring/summer 2028. 4.4. St. Andrew’s and St. Bride’s High School - The school is currently operating more than 200 pupils over its planning capacity. Internal adaptations to the existing school have been identified that could provide additional teaching accommodation for up to 69 pupils and would be completed for August 2027. The proposed new build extension will further increase the planning capacity to 1,721 pupils when the extension is complete in late 2027/early 2028. 4.5. This planning capacity will be close to forecast pupil numbers. Education Resources will continue to monitor pupil numbers and housing completions, while at the same time evaluate further proposals to increase teaching accommodation should this be required. 56
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4.6. The delivery of these two key projects is a necessary pre-requisite project for delivery of the full CGAs developments and enable their completion earlier than planned. The CGAs is focused on development of family-style houses, for which provision of accessible education (in particular primary school) is a key selling point. 4.7. This FBC continues to make the case for East Kilbride and Larkhall CGA’s project in terms of: Strategic Fit Commercial Case Economic Case Financial Case Management Case 4.8. The Executive Summary of the Holy Cross High School FBC is contained in Appendix 1 and the Executive Summary of the St. Andrew’s and St. Bride’s High School FBC is contained in Appendix 2. 4.9. The critical success factors against which the Holy Cross High School and St Andrews and St Brides projects will be judged are: provision of education infrastructure to meet the needs of new residents without having an adverse impact on existing communities; the expansion of Holy Cross High School and St Andrews and St Brides works in parallel to the operation of the existing schools and the need to provide continuity for pupils and staff; and the delivery of the construction contract on-time and within budget. These projects will deliver on these requirements. 4.10. The production of the Full Business Cases is the final City Deal approval milestone for this project element of the CGA projects and provides the basis for full delivery and construction of the school extension. 4.11. The contractor to deliver this project has been identified via a competitive tender process. The approval of this Full Business Case is expected to release funding to allow construction work to be completed in time for the new August 2027 term in the case of St. Andrew’s St. Bride’s High School and spring/summer 2028 for Holy Cross High School. 5. Employee Implications 5.1. There are no direct employee implications from this project as existing resources within Enterprise and Sustainability Service is currently tasked with the management and delivery of this City Deal project. 6. Financial Implications 6.1. The project budget for the Holy Cross High School Extension and St. Andrew’s and St. Bride’s projects is £18.018million. Project costs include professional fees, construction works, contingency, community benefit monitoring and evaluation. 57
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6.2. The funding package to support the two Secondary School projects is shown in the table below and is made up of Developer Contributions (£4.998 million) from a range of new housing developments in the affected school catchment areas together with City Deal Grant (£13.020 million), as part of the overall City Deal Programme. This will be incorporated into the Council’s future year capital programmes for monitoring purposes. Holy Cross £m St Andrews and St Brides £m Total £m Budget 10.768 7.250 18.018 Funding: City Deal 10.020 3.000 13.020 Dev Contributions 0.748 4.250 4.998 Total Funding 10.768 7.250 18.018 7. Climate Change, Sustainability and Environmental Implications 7.1. The statutory processes associated with the approval of the CGA’s have considered the following climate change, sustainability and environmental implications and are subject to monitoring and review as detailed proposals for each phase of the development progress:- encourage energy efficiency through the orientation and design of buildings choice of materials and the use of low and zero carbon generating technologies support sustainable water resource management support sustainable waste management consider the lifecycle of the development encourage the use of sustainable and recycled materials in construction support habitat connectivity consider active travel and sustainable transport links 8. Other Implications 8.1. Risk - The City Deal Cabinet has a Risk Management Strategy applied across all City Deal projects. The purpose of this Risk Management Strategy is to provide a systematic and effective method by which risks can be consistently managed. It adopts a best practice approach, describes the specific risk management techniques and standards to be applied and the responsibilities for achieving effective risk management. 8.2. The Council is required to apply this City Deal Risk Management Strategy across each of its City Deal projects to ensure consistency across all City Deal projects. This will be a key tool in mitigating project risks and thereby limiting our financial risk associated with the Council’s 14% share of City Deal project costs. A robust monitoring system has also been put in place to ensure that ‘early warnings’ are provided, and appropriate action taken. 8.3. It is noted that the funding from developer contributions will be received in line with the housebuilding activity. While the developer contribution income is anticipated in line with current plans, it is dependent on the housebuilding market, which could be impacted by economic conditions. If any developments do not progress as planned, then the timing of developer contributions could mean a temporary shortfall in funding, and the Council will have to borrow to manage this on a cash-flow basis. The timing of this income will be monitored as part of the Council’s capital programme and any need to borrow would be subject to Member approval. 58
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9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a significant change to an existing policy, function or strategy, and, therefore, no impact assessment is required. 9.2 Consultation has taken place with relevant Resources within the Council and the CGA developers. In addition, consultation was undertaken with the wider community through the planning process. Kevin Carr Executive Director (Community and Enterprise Resources) 21 January 2026 Link(s) to Council Values/Priorities/Outcomes Our children and young people thrive We will put people first and reduce inequality We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities Inspiring learners, transforming learning, strengthening partnerships Previous References Executive Committee, 26 August 2015 – City Deal – South Lanarkshire Council, Community Growth Areas, Strategic Business Case Executive Committee, 15 August 2018 – Glasgow City Region City Deal –East Kilbride Community Growth Area, Outline Business Case List of Background Papers City Deal, Larkhall Community Growth Area – Holy Cross High School Extension, Full Business Case City Deal, East Kilbride Community Growth Area – Holy Cross High School Extension, Full Business Case Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ken Meek, Project Manager E-mail: Ken.Meek@southlanarkshire.gov.uk 59
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Appendix 1 – Holy Cross High School FBC executive Summary Executive Summary This Full Business Case (FBC) is for £10.02 million of City Deal funding, with a further £748,000 to be provided via Developer Contributions, to develop a new extension on Holy Cross Secondary School in Hamilton, as well as some internal adaptions to the building. The CGA project scope is set out in Table 1 below. Table 1: CGA Project Scope 1. CGA 2. Larkhall 3. Developer 4. Persimmon Homes plus other developer partners to be finalised 5. City Deal (CD/SLC), Additional SLC, S75 Holy Cross High School Extension Larkhall Academy Improvements Glengowan Primary School Extension Larkhall Leisure Improvements Road Network Upgrade 6. Follow-On 7. 1,750 new houses over 15 years (preferred option) On-site roads/ utilities infrastructure, greenspaces and local facilities Overview of works In summary, the works at Holy Cross will provide an additional 1,302 sqm of class 10 educational floorspace, comprising: 1 no. Auditorium / Gym Associated Changing Rooms WC’s 1 no. Performance Area 1 no. Drama Studio 4 no. Music Classrooms 2 no. Large Practice Rooms 5 no. Small Practice Rooms 1 no. Recording Studio Staff Base Associated Offices Storage Space Circulation Space Plant and Services Space 32 new Car Parking Spaces 60
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The construction programme is estimated to take 64 weeks to deliver, beginning in late-February 2026 and completing by mid-May 2027. Strategic Case The OBC demonstrates a clear strategic need for additional education capacity to support the planned 1,750 new homes, ensuring local infrastructure keeps pace with growth and allowing the wider development to progress. The rationale for public sector investment is based on the public good and thus market failure for provision of a new school. In scoping out the options at OBC stage, alternative sources of public sector funding were considered but, in the economic climate, none were identified. The project contributes to several cross-cutting policy objectives and would note the following new policy documents since approval of the OBC where the project demonstrates a strong fit. National Strategy for Economic Transformation (NSET). National Performance Framework (NPF). Glasgow City Region Economic Strategy. South Lanarkshire Economic Strategy. South Lanarkshire Local Development Plan. The school expansion helps meet the needs of the local area, by ensuring Holy Cross operates at or below capacity - its currently operating above capacity. Furthermore, the additional denominational school provision allows Persimmons homes to continue and speed up delivery of the 1,750 new homes earmarked for Larkhall as part of the CGA. Economic Case The physical benefits of this specific project are projected on a proportional basis of the total benefits, as presented in the Larkhall CGA OBC. The benefits will be driven from the combination of City Deal funding and the further money leveraged through developer contributions. The OBC secured £20.15m of City Deal (CD) Funding at CGA level, with a further £6.65m in developer contributions earmarked under the proposed Option 3 (preferred option – roads and education infrastructure) – totalling £26.8m. Of the CD funding, £10.020m is to be allocated to the expansion of Holy Cross Secondary, plus an additional £0.748m in developer contributions – totalling £10.768m. On this basis, the Holy Cross expansion represents 40% of the total, and as such can be attributed this proportion of the economic impacts. Thus, this FBC for Holy Cross is based on 40% of the total net additional effects, as defined in the OBC, which was based on a total public + private construction cost of £26.8m. Based on a proportional split (40%), the Holy Cross Secondary School expansion would generate the following economic impacts – Table 2 61
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Table 2: Holy Cross Impacts – On basis of Option 3 8. Project Performance 9. Option 3 – Full CGA 10. HC Expansion (@40%) 11. Total units delivered 12. 1,750 13. 700 14. Net Direct Construction PYEs (Scotland) 15. 4,000 16. 1,600 17. Net Direct Operational FTEs (Scotland) 18. 240 19. 96 20. Total Net Direct Benefits – GVA Discounted @ 3.5% 21. £297m 22. £119m 23. Total Public Cost-Direct Benefit NPV Discounted @ 3.5% 24. £239m 25. £96m 26. Benefit Cost Ratio (Net Scotland, discounted @ 3.5%) 27. £27m 28. £11m The cost–benefit analysis remains unchanged from that presented in the OBC. Table 3 summarises the results for the 40% proportionate share allocated to Holy Cross Secondary School, for each of the options. Table 3: Cost–Benefit of Options (Net Direct) – 40% Share (Holy Cross expansion) Counter- factual Option 1 Option 2 Option 3 Public Cap/ Rev Costs (25 Yrs) £1.2m £3.0m £10.9m £23.5m Economic Benefit (Net 25 Yr GVA Scot) £51.4m £69.8m £65.5m £119.0m Public Cost-Benefit Flow £50.2m £66.8m £54.6m £95.4m Note: Capital and revenue costs and economic benefits represent total estimated values over a 25-year period, discounted at 3.5% per annum. The detailed Economic Case in the OBC presents an analysis of the alternative options and identifies Option 3 as the preferred intervention for City Deal. Further analysis of this option for the Holy Cross expansion within the Larkhall CGA confirms that Option 3 remains valid. However, additional investment in other education facilities and off-site roads/transport infrastructure will be required to realise the full range and scale of benefits forecast in the OBC. Commercial Case The Larkhall CGA OBC contains relevant details on the partners needs in regard to the Holy Cross expansion. In summary, the project delivers additional capacity in the denominational secondary school segment , identified as a critical requirement in delivering the CGA, helping meet the needs of key partners e.g., Local residents, SLC, City Deal Partners, SPT/Transport Scotland and Developers/housebuilders. SLC explored alternative funding options for the Larkhall CGA infrastructure but found no viable sources due to economic conditions and limited funding programmes. Developer contributions secured through the S75 agreement have reached their maximum, and neither the Scottish Government nor Transport Scotland can fund the required works. City Deal funding therefore remains essential. The requirements for follow on private/public sector funding as stated in the OBC remain unchanged. 62
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The Council have used an established national framework through Hub South West and appointed the main contractor, Keir Construction based on a competitive bid process. The construction programme is estimated to take 64 weeks to deliver, beginning in late-February 2026 and completing by mid-May 2027. Financial Case Following on from a competitively tendered procurement exercise, the cost of delivering the Holy Cross Secondary School expansion is estimated at £10.768m, of which £10.020m has been requested from the City Deal in grant support. The cost for Holy Cross expansion was initially estimated £8.5m at CGA OBC stage. Costs have increased by circa 25% for various reasons, partly related to COVID-19 related time delays, as well as significant increases in labour and construction materials post BREXIT as we all other macro-economic challenges e.g., war in Ukraine, inflation/cost-of-living crisis and tariffs. GCR and SLC = £10.02m of City Deal funding, with a further £0.748m to be provided via Developer Contributions. There is a formal legal agreement (Section 75) between SLC and the developers relating to developer contributions (see OBC). The S75 Agreement has been instrumental in identifying needs, and appraising the alternative options for intervention, at Larkhall CGA. SLC funding was approved at a committee meeting on 28 May 2025. GCR funding is dependent on the approval of the FBC. Follow on invetsment is subject to prevailing market conditions. The additional follow-on investment required to deliver the Project benefits, as specified in the OBC has been reviewed and the award of City Deal funding will enable the development of up to 1,750 new houses to proceed at Larkhall CGA and leverage additional private sector funding of c. £210m over the next 15 years. Management Case Governance 63
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Project Management and Delivery 29. 30. Senior Responsible Officer David Booth 31. 32. Project Sponsor Alison Brown 33. 34. 35. Project Manager Ken Meek 36. 37. 38. 39. 40. 41. Finance Strategy Team (Finance and Corporate Services) 42. 43. 44. 45. South Lanarkshire Leisure & Culture Trust 46. 47. 48. 49. Education Resources School Modernisation Team 50. 51. 52. Housing & Technical Resources - Housing Strategy Team 53. 54. 55. 56. Roads & Transportation (Enterprise & Comm. Resources) 57. 58. 59. 60. Planning & Building Standards (Enterprise & 61. Comm. Resources) 62. 63. 64. 65. Procuremen t Services ( Finance and Corporate Services) 66. 67. 68. 69. 70. 71. 72. 73. 74. 75. 76. 77. 78. 79. Housing & Technical Resources Project Delivery Team 80. 81. 82. Roads & Transportation Project Delivery 83. Team 84. 85. 86. The key milestones for the Holy Cross school expansion are covered in Table 4 below. The mobilisation stage will take place between the 26th of Jan and the 23rd Feb 2026, with the construction stage being carried out between the 23rd of Feb 2026 and the 12th of May 2027. 64
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Table 4: Milestones 87. Task 88. Date Period 89. Mobilisation Stage 90. 26/01/2026 to 23/02/2026 91. Contract Award for Construction Phases 92. 26/01/2026 93. Mobilisation 94. 26/01/2026 to 20/02/2026 95. Prepare Construction Phase Health & Safety Plan 96. 26/01/2026 to 13/02/2026 97. Comment/Finalise/Approve Construction Phase Health & Safety Plan 98. 16/02/2026 to 20/02/2026 99. Contract Start on Site (Earliest Date) 100. 23/02/2026 101. Construction Stage 102. 23/02/2026 to 12/05/2027 103. Holy Cross Construction Phase Key Dates 104. 23/02/2026 to 12/05/2027 105. Site Establishment 106. 23/02/2026 to 13/03/2026 107. Substructure 108. 09/03/2026 to 01/05/2026 109. Superstructure - Double Storey 110. 05/05/2026 to 17/09/2026 111. Ground Floor Drainage & Slabs 112. 08/06/2026 to 28/08/2026 113. Roofing & Mansafe 114. 17/08/2026 to 11/11/2026 115. External Walls 116. 05/10/2026 to 21/04/2027 117. Internal Fit Out 118. 14/09/2026 to 11/05/2027 119. Internal Fit Out (second line) 120. 14/09/2026 to 25/03/2027 121. Plantroom Internal and External 122. 05/11/2026 to 11/02/2027 123. Testing & Commissioning 124. 12/02/2027 to 11/05/2027 125. External Works 126. 30/06/2026 to 14/04/2027 127. Completion - Holy Cross HS 128. 14/04/2027 to 12/05/2027 Source: South Lanarkshire Council - Construction Programme As per the OBC. South Lanarkshire Council (SLC) Regeneration will oversee all monitoring and evaluation for the Holy Cross School expansion, supported by external specialists where needed. Progress will be tracked against costs, programme, risks, contractor performance and delivery of benefits. Reporting will feed into the City Deal Programme Management Office (PMO) and contribute to formal Gateway reviews. 65
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Appendix 2 – St. Andrews and St. Brides High School FBC executive Summary Executive Summary This Full Business Case (FBC) is for £3 million of City Deal funding, with a further £4.25 million to be provided via Developer Contributions, to develop a new extension on St Andrews and St Brides High School in East Kilbride, as well as some internal adaptions to the building. The CGA project scope is set out in Table 1 below. Table 1: CGA Project Scope CGA East Kilbride Developer Cala Homes BMJ, Fulton, Taylor Wimpey. City Deal (CD/SLC). Phase 1 Jackton Primary School Hairmyres Park & Ride (80%) S75/ Add Voluntary Phase 2 Jackton Primary School Our Lady of Lourdes Primary School restructure St Andrews and St Brides High School restructure Calderglen Secondary School restructure. Hairmyres Park & Ride (20%) Road network upgrade including local and trunk routes. 2 Cycle Networks – Hairmyres/ Town Centre. Follow-On 2,600 houses over 12 years plus on-site roads/ utilities infrastructure, greenspaces and local facilities Overview of works In summary, the works at St Andrews and St Brides will provide an additional 809 sqm of class 10 educational floorspace, comprising: 1 no. Gym Associated Changing Rooms WC’s 4 no. General Classrooms Staff Base Storage Space Circulation Space Plant and Services Space 22 Car Parking Spaces The construction programme is estimated to take 53 weeks to deliver, with mobilisation beginning in late- January 2026 and completing by late-February 2027. Strategic Case The OBC demonstrates a clear strategic need for additional education capacity to support the planned 2,600 new homes, ensuring local infrastructure keeps pace with growth and allowing the wider development to progress. The rationale for public sector investment is based on the public good and thus market failure for provision of a new school. In scoping out the options at OBC stage, alternative sources of public sector funding were considered but, in the economic climate, none were identified. The project contributes to several cross-cutting policy objectives and would note the following new policy documents since approval of the OBC where the project demonstrates a strong fit. o National Strategy for Economic Transformation (NSET). o National Performance Framework (NPF). o Glasgow City Region Economic Strategy. o South Lanarkshire Economic Strategy. o South Lanarkshire Local Development Plan. 66
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The school expansion helps meet the needs of the local area, by ensuring St Andrews and St Brides operates at or below capacity - its currently operating above capacity. Furthermore, the additional denominational school provision allows Cala Homes, BMJ, Fulton and Taylor Wimpey to continue and speed up delivery of the 2,600 new homes earmarked for East Kilbride as part of the CGA. Economic Case The physical benefits of this specific project are projected on a proportional basis of the total benefits, as presented in the East Kilbride CGA OBC. The benefits will be driven from the combination of City Deal funding and the further money leveraged through developer contributions. The OBC secured £11.6m of City Deal (CD) Funding at CGA level (86% City Deal and 14% SLC), with a further £19m in developer contributions earmarked under the proposed Option 3 (preferred option – roads and education infrastructure) – totalling £30.6m. Of the CD funding, £3m is to be allocated to the expansion of St Andrews and St Brides High School, plus an additional £4.25m in developer contributions – totalling £7.25m. On this basis, the St Andrews and St Brides High School expansion represents 23.7% of the total, and as such can be attributed this proportion of the economic impacts. Thus, this FBC for St Andrews and St Brides is based on 23.7% of the total net additional effects, as defined in the OBC, which was based on a total public + private construction cost of £30.6m. Based on a proportional split (23.7%), the St Andrews and St Brides High School expansion would generate the following economic impacts – Table 2 Table 2: St Andrews and St Brides Impacts – On basis of Option 3 Project Performance Option 3 – Full CGA St A & St B Expansion (@23.7%) Total units delivered 2,600 620 Net Direct Construction PYEs (Scotland) 10,500 2,500 Net Direct Operational FTEs (Scotland) 350 85 Total Net Direct Benefits – GVA Discounted @ 3.5% £767m £180m Total Public Cost-Direct Benefit NPV Discounted @ 3.5% £718m £170m The cost–benefit analysis remains unchanged from that presented in the OBC. Table 3 summarises the results for the 23.7% proportionate share allocated to St Andrews and St Brides High School, for each of the options. Table 3: Cost–Benefit of Options (Net Direct) – 23.7% Share (St Andrews and St Brides expansion) Counter- factual Option 1 Option 2 Option 3 Public Cap/ Rev Costs (25 Yrs) £1.6m £3.9m £10.9m £11.6m Economic Benefit (Net 25 Yr GVA Scot) £87m £88m £96m £182m Public Cost-Benefit Flow £85m £84m £85m £170m Benefit-Cost Ratio 55 23 9 16 Note: Capital and revenue costs and economic benefits represent total estimated values over a 25-year period, discounted at 3.5% per annum. Economic Benefit and Public Cost Benefit flow rounded to nearest £1m. The detailed Economic Case in the OBC presents an analysis of the alternative options and identifies Option 3 as the preferred intervention for City Deal. Further analysis of this option for the St Andrews and St Brides expansion within the East Kilbride CGA confirms that Option 3 remains valid. However, additional investment in other education facilities and off- site roads/transport infrastructure will be required to realise the full range and scale of benefits forecast in the OBC. Commercial Case The East Kilbride CGA OBC contains relevant details on the partners needs in regard to the St Andrews and St Brides High School restructure. In summary, the project delivers additional capacity in the denominational 67
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secondary school segment , identified as a critical requirement in delivering the CGA, helping meet the needs of key partners e.g., Local residents, SLC, City Deal Partners, SPT/Transport Scotland and Developers/housebuilders. SLC explored alternative funding options for the East Kilbride CGA infrastructure but found no viable sources due to economic conditions and limited funding programmes. Developer contributions secured through the S75 agreement have reached their maximum, and neither the Scottish Government nor Transport Scotland can fund the required works. City Deal funding therefore remains essential. The requirements for follow on private/public sector funding as stated in the OBC remain unchanged. The Council have used an established national framework through Hub South West and appointed the main contractor, Keir Construction based on a competitive bid process. The construction programme is estimated to take 53 weeks to deliver, with mobilisation beginning in late- January 2026 and completing by late-February 2027. Financial Case Following on from a competitively tendered procurement exercise, the cost of delivering the St Andrews and St Brides High School expansion is estimated at £7,250,000, of which £3,000,000 has been requested from the City Deal in grant support. GCR and SLC = £3 million of City Deal funding, with a further £4.25m to be provided via Developer Contributions. There is a formal legal agreement (Section 75) between SLC and the developers relating to developer contributions (see OBC). The S75 Agreement has been instrumental in identifying needs, and appraising the alternative options for intervention, at East Kilbride CGA. SLC funding was approved at a committee meeting on 30 April 2025. GCR funding is dependent on the approval of the FBC. Follow on investment is subject to prevailing market conditions. The additional follow-on investment required to deliver the Project benefits, as specified in the OBC has been reviewed and the award of City Deal funding will enable the development of up to 2,600 new houses to proceed at East Kilbride CGA and leverage additional private sector funding of c. £405m over the next 12 years. Management Case Governance Project Management and Delivery Senior Responsible Officer David Booth Project Sponsor Pauline Elliott Project Manager Ken Meek Finance Strategy Team (Finance and Corporate Services) South Lanarkshire Leisure & Culture Trust Education Resources School Modernisation Team Housing & Technical Resources - Housing Strategy Team Roads & Transportation (Enterprise & Comm. Resources) Planning & Building Standards (Enterprise & Comm. Resources) Procurement Services ( Finance and Corporate Services) Housing & Technical Resources Project Delivery Team Roads & Transportation Project Delivery Team 68
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The key milestones for the St Andrews and St Brides High School restructure are covered in Table 4 below. The mobilisation stage will take place between the 26th of Jan and the 23rd Feb 2026, with the construction stage being carried out between the 23rd of Feb 2026 and the 24th of February 2027. Table 4: Milestones Task Date Period Mobilisation Stage 26/01/2026 to 23/02/2026 Contract Award for Construction Phases 26/01/2026 Mobilisation 26/01/2026 to 20/02/2026 Prepare Construction Phase Health & Safety Plan 26/01/2026 to 13/02/2026 Comment/Finalise/Approve Construction Phase Health & Safety Plan 16/02/2026 to 20/02/2026 Contract Start on Site (Earliest Date) 23/02/2026 Construction Stage 23/02/2026 to 24/02/2027 St Andrews and St Brides Construction Phase Key Dates 23/02/2026 to 24/02/2027 Site Establishment 23/02/2026 to 20/03/2026 Substructure 02/03/2026 to 30/04/2026 Superstructure - Double Storey 01/05/2026 to 25/06/2026 Ground Floor Drainage & Slabs 01/06/2026 to 16/07/2026 Roofing & Mansafe 27/07/2026 to 23/10/2026 External Walls 08/07/2026 to 20/11/2026 Internal Fit Out 20/07/2026 to 23/02/2027 Internal Fit Out (second line) 03/08/2026 to 21/01/2027 Plantroom Internal and External 20/07/2026 to 18/11/2026 Testing & Commissioning 04/11/2026 to 23/02/2027 External Works 09/06/2026 to 22/01/2027 Completion - St Andrews and St Brides SS 15/02/2027 to 24/02/2027 Source: South Lanarkshire Council - Construction Programme As per the OBC. South Lanarkshire Council (SLC) Regeneration will oversee all monitoring and evaluation for the St Andrews and St Brides High School restructure, supported by external specialists where needed. Progress will be tracked against costs, programme, risks, contractor performance and delivery of benefits. Reporting will feed into the City Deal Programme Management Office (PMO) and contribute to formal Gateway reviews. 69
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Pride in Place Programme – Hamilton Town Centre 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Pride in Place Programme and set out the timeline for activity 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the award of a Pride in Place Programme for Hamilton Town Centre – An Anchor for the Hamilton Area, be noted; (2) that the process for the recruitment of an independent chair for the Hamilton Town Centre Neighbourhood Board, as set out in paragraph 4.3, be approved; (3) that authority for the appointment of the independent chair be delegated to the Chief Executive, in consultation with the Leader of the Council and Imogen Walker MP; and (4) that the process for establishing the Neighbourhood Board be noted. 3. Background 3.1. In September 2025, the UK Government confirmed that 12 local authorities would benefit from Phase 2 of the Pride in Place Programme, including South Lanarkshire Council. The programme aims to support the most in-need neighbourhoods across the UK by awarding up to £20m over 10 years for each neighbourhood. The Programme relies on local people and partnerships, bringing together residents, the local MP, the Council, businesses and community organisations to produce a clear vision for their area. 3.2. Selected neighbourhoods will decide how to prioritise funding, based on extensive community engagement, across three core objectives: To build stronger communities; To create thriving places; and To empower people to take back control. 9 71
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3.3. In October 2025, the Council received a letter from the Secretary of State for Scotland, inviting applications to the Programme covering areas within South Lanarkshire based on the highest deprivation levels and the weakest social infrastructure (using the Scottish Index of Multiple Deprivation and the Community Needs Index). Constituencies identified by the UK Government as being ‘in scope’ contained one or more ‘high-need Intermediate Zones’. 3.4. In consultation with group leaders, the following applications were submitted to the UK Government on 14 November 2025: Hamilton Town Centre – An Anchor for Hamilton Area (Hamilton and Clyde Valley UK Parliamentary Constituency) Calderwood East (East Kilbride and Strathaven UK Parliamentary Constituency) Stonehouse (East Kilbride and Strathaven UK Parliamentary Constituency) Carluke East (Motherwell, Wishaw and Carluke UK Parliamentary Constituency) Douglas Valley (inc Douglas, Coalburn, Rigside, Lesmahagow, Kirkmuirhill and Blackwood) (Dumfriesshire, Clydesdale and Tweeddale UK Parliamentary Constituency) Carstairs, Carstairs Junction and Carnwath (inc Forth) (Dumfriesshire, Clydesdale and Tweeddale UK Parliamentary Constituency) 4. Pride in Place Programme Award 4.1. On 12 December 2025, the Council was notified that the Hamilton Town Centre – An Anchor for Hamilton Area was identified as the neighbourhood within the South Lanarkshire Council area to receive funding from the Pride in Place Programme. 4.2. The UK Government has published guidance for the delivery of the Programme as follows: Independent Chair 4.3. As a first step and a condition of the grant award an independent chair for the Neighbourhood Board should be appointed. This appointment requires to be made in consultation with the Council and Imogen Walker MP and is required to be in place by 31 March 2026. As such and as advised to Group Leaders, the recruitment process commenced at the end of January with expressions of interest being sought in writing to the Chief Executive by 15 February 2026. Thereafter, a short-leeting process will be undertaken and the preferred candidate notified to the UK Government by the end of March 2026. The UK Government has provided a ‘fact sheet’ for the role of the chair which is attached in Appendix 1. Appendix 2 also includes the details of the role of the local authority. 4.4. Given the timescales noted above, and the dates of scheduled Committee meetings, in order to meet the prescribed timescale by the UK Government, it is proposed that authority for the appointment of the independent chair be delegated to the Chief Executive in consultation with the Leader of the Council and Imogen Walker MP. 72
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Neighbourhood Board 4.5. Following the appointment of the independent chair the Neighbourhood Board will then be established by the chair in consultation with lmogen Walker MP. The Board will work with the wider community to establish which projects they want to prioritise and how they want to spend their funding. The deadline for finalising the Board membership is 17 July 2026. Board Nominations will be advertised locally across Hamilton in due course. 4.6. The Neighbourhood Board is required to develop a Pride in Place Plan outlining their vision for change over the next decade and how they will use their funding to achieve their goals. The Board is required to detail how funding will be spent in the first 4-year investment cycle. This Plan is required to be formally submitted to the UK Government for approval by 28 November 2026 with approval anticipated in spring 2027. It is anticipated that the Hamilton Town Centre Masterplan will form the basis of this Plan. 4.7. The community will then work to deliver the projects they have identified including considering appropriate delivery models and evaluate their success. 4.8. An update on the above will be brought to a future Committee, which will include the governance arrangements for the Neighbourhood Board and use of the Pride in Place funding. 5. Next Steps and Timescales 5.1. The following activity and timeline are proposed: Recruitment of Independent Chair – underway Closing date for Expressions of Interest for Chair – 15 February 2026 Appointment of Independent Chair – by 31 March 2026 Establishment of Hamilton Town Centre Neighbourhood Board – by 17 July 2026 Community engagement – Spring – Autumn 2026 Submission of Pride in Place Plan for Hamilton Town Centre – by 28 November 2026 Approval of Pride in Place Plan for Hamilton Town Centre – spring 2027 6. Employee Implications 6.1. The meetings of the Board will be administered by Administration and Legal Services within Finance and Corporate Resources. Clarity is being sought from the UK Government regarding the funding of a development officer and administrative staff to assist with the delivery of projects 7. Financial Implications 7.1. Hamilton Town Centre will receive up to £20m over a 10-year period commencing in 2026/27 until 2035/2036. The funding will be split 63% towards capital works and 37% revenue funding. The UK Government however advises that funding post financial year 2028/29 will be reviewed at the next Spending Review. 7.2. Revenue funding will be paid out across two tranches in Year 1 (2026/2027) of the programme – 50% will be made at the start of the financial year, and the remaining 50% on approval of the Pride in Place Plan. 7.3. The Pride in Place funding is in addition to the £8m approved for Hamilton Town Centre as part of the 2025/2026 Budget. 73
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8. Climate Change, Sustainability and Environmental Implications 8.1. The Neighbourhood Board will be encouraged to have due consideration to climate change, sustainability and environmental considerations. 9. Other Implications 9.1. The success of the Neighbourhood Board will be reliant on the on the community coming together and having the drive and commitment to realise their vision over a 10-year period. 10. Integrated Impact Assessment and Consultation Requirements 10.1. The Neighbourhood Board will be encouraged to undertake Integrated Impact Assessments where required as projects are developed. 10.2. There is an obligation on the Neighbourhood Board to undertake community consultation to establish the priority projects for Hamilton Town Centre. Kevin Carr Executive Director (Community and Enterprise Resources) 21 January 2026 Link(s) to Council Values/Priorities /Outcomes Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in sustainable places Thriving business, fair jobs and vibrant town centres Previous References 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: Alison Brown, Head of Enterprise and Sustainable Development alison.brown@southlanarkshire.gov.uk 74
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APPENDIX 1 – Fact Sheet for Independent Chair MHCLG Communities Delivery Unit: pippcorrespondence@communities.gov.uk Pride In Place Neighbourhood Board Chair: Role description Purpose of the role: To deliver the Pride in Place Programme, Neighbourhood Boards are being set up in every funded neighbourhood across the country. Each Board will be led by an independent Chair – someone who can bring communities together to share their ideas in an open and collaborative way. The Chair’s primary job is to be a champion for their place and to embody the community-led spirit of the programme. The Chair should have a deep connection to their area and can be new to this kind of work. What matters most is a commitment to seeing change through and improving the lives of those in their community. The independent Chair is best when they act as a proactive, trustworthy convenor who: ● Is deeply connected to their community and fiercely committed to making it an even better place to live. ● Can bring together different voices from across their community, to shape a collective vision for the future of their place. ● Has local credibility and will be respected as a leader – even if this is their first leadership role. ● Ensures that all voices are heard and that Board discussions are collaborative. ● Is adept at finding consensus, navigating conflict calmly and impartially, never allowing ego to get in the way of progress. ● Brings together community groups and prioritises community engagement as a central pillar of the programme. ● Is clear about their own knowledge gaps and considers how the makeup of the Board complements this. ● Thinks laterally and creatively about solutions to problems and ways to draw in community voices. ● Acts as a public face and represents the Board externally, and brings figures of different political stripes together. 75
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The Chair should not be: 1. A gatekeeper or clique-builder; the Board should have a range of voices, including ones that differ from the Chair’s. 2. Seeking to push personal agendas – this is about what the community wants. 3. The only decision-maker or expert in the room. 4. The day-to-day delivery lead: this is a strategic post. Skills and attributes of a good Chair: ● Fair and balanced, ensuring that all voices are heard ● Good at facilitating conversations, particularly when differences of opinion emerge ● Open to learning, feedback and development, and an interest in mentoring and upskilling others ● Welcoming, open and listens deeply to others ● Calm under pressure and manages conflict well ● Has time to prioritise the role In most circumstances we expect this role to be voluntary, similar to that of a school governor or charity trustee. However, to ensure that Neighbourhood Boards have the right leadership, and to open the position up to candidates who might otherwise be unable to put themselves forward, a small basic payment may be provided from the Programme’s dedicated capacity funding to remunerate Chair time. More detail on this can be found in the Programme prospectus. If you think that this role might be for you, then we encourage you to contact your local MP or local authority. 76
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APPENDIX 2 – Fact Sheet for local authorities MHCLG Communities Delivery Unit: pippcorrespondence@communities.gov.uk Pride in Place Programme: Local Authority Fact Sheet What is the Pride in Place Programme? The Pride in Place Programme is a new government funding programme, aimed at putting power into the hands of local people in some of the most in-need neighbourhoods across the UK, so that they can decide how to regenerate their local area. It gives communities control of £2m every year for the next 10 years, to be spent on projects that will make a real difference to the neighbourhoods they live in. The programme is: • Long-term: providing certainty and security of funding over 10 years. • Flexible: allowing communities to spend their funding on the projects that matter most to them, in a way that works for them. • Community-led: putting local people at the heart of decision-making, with residents able to have their say on the future of their neighbourhood. • Supportive: empowering people to build the skills and confidence they need to deliver change in their communities, through capacity funding and targeted support activities. How does it work? Once areas have been allocated their funding, it is up to the community to decide how it is spent. They will do this by: 1. Identifying priorities: Local residents will come together to share ideas and identify the specific needs and aspirations of their communities. 2. Establishing a Neighbourhood Board: A Chair identified by the local authority and local MP will recruit and convene a Neighbourhood Board. The Board will work with the wider community to establish which projects they want to prioritise and how they want to spend their funding. The deadline for finalising board membership is 17 July 2026. 3. Developing a Pride in Place Plan: Neighbourhood Boards will co-develop a plan with the community, outlining their vision for change over the next decade, and how they will use their funding to achieve their goals. 4. Implementing projects: Communities will then work together to deliver the projects they have identified as priorities. 5. Evaluating success: As projects develop, communities will be kept up to date with progress, and will be able share their feedback to ensure that projects best meet the evolving needs of each neighbourhood. 77
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What is our role as the local authority? While this is a community-led programme, the local authority has a crucial role to play in supporting delivery at a local level. You will: • Be the accountable body for Pride in Place Programme funding at the start of the programme, and play a critical role in enabling and supporting the Neighbourhood Board to develop plans for spending. You should also support your Board in embedding community-led delivery into decision making. • Work with the local MP to appoint the Neighbourhood Board Chair • Work with the local MP to approve the final Board member selection proposed by the Chair • Support the Neighbourhood Board to develop Pride in Place Plan, setting out a 10- year vision for the area and detailing how funding will be spent in the first 4-year investment cycle. How will we support you? • We have confirmed that all Phase Two places will receive £150k each before April next year, so they can begin building capacity and engaging widely with their community. • To help areas to build connections and share learning, we will also establish a Network for Neighbourhoods across the UK. • This network will bring together community organisations and leaders from across the third sector and beyond, giving Neighbourhood Boards access to expertise and learning that they can draw on as they move through delivery. • Alongside the Network for Neighbourhoods, the government has set up a designated Communities Delivery Unit, sitting within MHCLG, to provide direct ongoing support to local authorities, MPs and Neighbourhood Boards. Contact details for the Communities Delivery Unit are at the top of this document. For more detailed information on the Pride in Place Programme, please read the programme prospectus. 78
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Scottish Government Consultation – The Future of Council Tax in Scotland 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with the proposed response to the Scottish Government consultation on the future of Council Tax in Scotland [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the draft response to the consultation, summarised at 5.2 and detailed in Appendix 1, be approved for submission to the Scottish Government. [1recs] 3. Background 3.1. Council Tax is a tax levied on the occupiers of residential property to help fund the provision of local services. Councils collect and retain the revenues to help fund the services they provide. Nationally, Council Tax was expected to raise £3bn in 2024/2025, roughly equal to the national amount raised by non-domestic rates. In South Lanarkshire, the 2025/2026 Council Tax income budget was set at £171.823m to funding expenditure of £1,019.145m, equating to 16.9%. 3.2. The Scottish Government determines the structure of the tax (including the valuations and the valuation bandings, the revaluation periods and the support provided by the Council Tax Reduction Scheme), and councils set the overall tax rate in their area. Properties are placed into valuation bandings based on valuations applied by the Assessor. The final Council Tax charge is determined by the setting of the Band D charge each year with a national multiplier then applied to calculate the charge for the other property valuation bands (Bands A to C, and E to H). 3.3. Movements in property values since 1991 have not been reflected in the valuation bandings. Households in more valuable homes generally pay more Council Tax, but not proportionately more. This means households in lower-value homes often pay a Council Tax level that represents a higher share of their property value than those in higher-value homes. A Band H property pays 3.675 times more than a Band A property, when in 1991 the property would have been worth at least 8 times more than a Band A property. This leads to Council Tax being considered a regressive tax, meaning higher valued properties pay less tax as a proportion of their valuation compared to lower valued properties. A more progressive (and therefore less regressive) system would see a shift towards higher value properties paying more. 10 79
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3.4. There has been no fundamental change or update to Council Tax since it was introduced over 30 years ago. 3.5. An independent report from the Institute of Fiscal Studies (IFS) was commissioned by the Scottish Government to consider the reform of Council Tax in Scotland. It looked at design considerations and potential impacts of Council Tax revaluation and reform. 3.6. The report set out 4 options for the reform of Council Tax, based on the changes being revenue neutral across all local authorities, so collecting the same amount of income as Council Tax does just now:- 1. A pure revaluation, which maintains the current eight-band structure, and places the same proportion of properties nationally into each band as currently but based instead on up-to-date values. 2. A revalued more differentiated 12-band system, which allows for finer gradation in tax rates across the property value distribution. This includes at the very bottom and very top of the property value distribution, slightly reducing regressivity. 3. A revalued less regressive 12-band system, which goes further to reduce the regressivity of the current tax rate structure. 4. A revalued less regressive 14-band system, which further differentiates tax bills while, like the previous system, also reducing the regressivity of the current tax rate structure. 3.7. The IFS report notes that under the 12-band differentiated at a band D using the Scottish average, the lowest value properties would see a reduction of around £170 per year with the highest value properties seeing an increase of £850. Under 12-band less regressive this is the same for the lowest value properties at £170 per year with highest band properties experiencing an increase of £1,600. Under 14-band less regressive this is £260 per annum for the lowest band properties and £2,750 for those in the highest band (valued over £1.830m). 4. Public Consultation 4.1. The public consultation invited views from individuals and organisations including local authorities who have an interest in how local services are funded and how Council Tax affects them. Given the wide audience for the consultation, it follows there is no direct focus on implications for local authorities and as a result is fairly limited in the scope of questions presented. 4.2. Views were sought, based on a series of models and possible changes to help understand how people and organisations feel about the options, what matters most, and how the system could better reflect property values and circumstances today. The options are presented on the basis they are revenue neutral. 4.3. The consultation opened on the 27 October 2025 and closed on the 30 January 2026. The Scottish Government has provided an extension for South Lanarkshire Council to allow for the presentation of the draft response to Executive Committee on 4 February 2026. 80
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4.4. The key areas under consideration include:- updating the market reference point (currently based on values as at 1991) to reflect current market values and modernise the tax base exploring opportunities to the revaluation of properties, including localised revaluation where band thresholds could differ by council area to reflect local housing markets introducing new Council Tax bands at the top and bottom of the scale, to ensure the system is more progressive and proportionate, and to smooth the differences between tax rates of consecutive bands considering transitional protections, such as phased implementation, reductions or deferral options, to help households adjust to any changes in their bills 4.5. Scottish Government state decisions around reform would follow only after consensus is built and would be carefully planned and delivered in a phased way. 5. Proposed Consultation Response 5.1. A draft response to the consultation questions is included in Appendix 1. 5.2. The main points from the draft response are provided below:- the reform of Council Tax is supported and would make the system more progressive and align the tax more closely with current property values properties should be revalued and a revaluation every 5 years would strike a reasonable balance between much more accurate valuations and the administrative cost of carrying out the revaluation Council Tax band property value thresholds should be set nationally to be the same across all council areas based on the information provided, the preferred option is a revalued 14-band system. This would result in higher value properties contributing a greater share of the total tax and lower value properties contributing less. Supporting this option would be consistent with the priority of the Council to tackling poverty across South Lanarkshire. From the analysis, the 14-band system has the most progressive rates of the four a phased transitional relief scheme would be an essential element of the reform and should support households affected by increased charges the introduction of a Council Tax deferral scheme to support people who own their home but have lower income and offer mitigation from the immediate impacts of rises for some households, would require consideration of eligibility criteria and the extent to which any relief scheme supports those households most affected the Council Tax Reduction Scheme should be expanded to support more low- income households consideration should be given to a scheme that replicates Council Tax Reduction for water and sewerage charges 5.3. The consultation allows for additional comments to be provided, and this has been used to highlight the following:- the significant financial implications for local authorities are not explored in depth. More detailed engagement with local authorities would, therefore, be expected as part of any further development work that is taken forward by Scottish Government the introduction of 5 yearly revaluations would need to be resourced and funded from a valuation board perspective 81
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while options exist for the implementation of any transitional relief scheme, it is vital local authorities are protected from any associated costs the consultation does not set out a possible timescale for reform; therefore, local authorities would benefit from further information on the potential lead in times a simpler way of presenting the key features of each of the options should be considered the lack of information at a South Lanarkshire level has restricted the ability to provide a fully informed view. Therefore, it is suggested local models are developed that would allow this to happen 5.4. As noted, the Council Tax modelling has been completed on a revenue neutral basis across Scotland. This assumes the total level of income generated by Council Tax remains unchanged. However, councils have seen Council Tax levels frozen for 11 years over different periods since 2007, and while it is acknowledged that councils can increase Council Tax levels locally when that flexibility is available, a wider reform of the tax presents an opportunity to review the total tax take across the country to better support the provision of council services through taking a more progressive approach. This has also been highlighted in the additional comments in the proposed response. 5.5. In terms of next steps, the Scottish Government recognises the consultation is an important part of the wider programme of work being carried out jointly by the Scottish Government and COSLA to explore options for the future of Council Tax. Views gathered will help shape the next stage of policy development and support informed debate. Scottish Government state all models are illustrative, and no final decisions have been taken. 6. Employee Implications 6.1. There are no employee implications from this report. However, any significant changes to Council Tax would require a programme of staff training. 7. Financial Implications 7.1. Any changes to the Council Tax model for Scotland has the potential to create significant financial implications for councils both in collection and funding. It is, therefore, acknowledged significant work would be required around the financial implications should more information become available, including consideration of the impact on grant allocations and the funding arrangements for support schemes. 7.2. The consultation acknowledges that a discussion between local authorities and Scottish Government about grant funding would be necessary if there is wide support for reform. 8. Other Implications 8.1. Given the time required to pass the legislation that would be necessary to enact changes to the structure of Council Tax, it is envisaged that it would take several years for any changes to become effective. 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 or is required at present. 82
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Jackie Taylor Executive Director (Finance and Corporate Resources) 9 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers Consultation: The Future of Council Tax in Scotland Revaluation and reform of council tax in Scotland: design considerations and potential impacts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 83
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Appendix 1 Draft Consultation Response 1. About you Question 1 [For individual respondents] Please tell us which local authority area(s) you live in Local Authority Area(s): [For organisational respondents] Please tell us which local authority area(s) your organisation operates in Local Authority Area(s): South Lanarkshire Council 2. About you Question 2 If you pay council tax, please indicate which council tax band(s) apply to the property (or properties) for which you pay council tax: Band A Band B Band C Band D Band E Band F Band G Band H I don’t pay council tax I don’t know Questions for Consultation 1. Do you think the current council tax system in Scotland needs to be reformed? ☒ Yes ☐ No ☐ Don’t know 2. Do you think property values used to calculate council tax should be updated to reflect current market values, instead of using 1991 values (i.e. should there be a revaluation of every Property in Scotland)? ☒Yes ☐No ☐Don’t know 3. How often do you think property values should be reviewed and updated for council tax purposes? ☐ Every 3 years ☒ Every 5 years ☐ Every 7 years ☐ Every 10 years ☐ Other, please specify [50 words maximum] ☐ Don’t Know 84
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4. Following a revaluation, do you think council tax band property value thresholds should be set at a national level or vary by council area? ☒ Thresholds should be set nationally to be the same across all council areas ☐ Thresholds should vary by council area based on local housing markets ☐ Don’t know 5. Which of the following is most important to you in the design of council tax bands? ☐ Ensuring tax rises between bands are gradual and predictable (differentiation) ☐ Ensuring households in higher-value homes contribute more (progressivity) ☐ Don’t know ☒ Other, please specify [50 words maximum] The council would aim for a balance of having progressive bands but in a structured way that would be predicable and gradual. 6. Which of the potential council tax systems do you most support? ☐ Revaluation with 8 existing bands ☐ Revalued 12-band (differentiated) system ☐ Revalued 12-band (progressive) system ☒ Revalued 14-band system ☐ The current council tax system ☐ Don’t know 7. Which of the potential council tax systems do you least support? ☐ Revaluation with 8 existing bands ☐ Revalued 12-band (differentiated) system ☐ Revalued 12-band (progressive) system ☐ Revalued 14-band system ☒ The current council tax system ☐ Don’t know 8. Do you support the establishment of a transitional relief scheme to limit how much a household’s council tax bill can increase each year following reform? ☒ Yes ☐ No ☐ Don’t know 9. Which transitional relief scheme would you prefer? ☐ Scheme 1: Cap increases at 10% or £300 per year ☐ Scheme 2: Cap increases at 25% or £600 per year ☒ Other, please specify [50 words maximum] ☐ Don’t know 85
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Combination of schemes or a transitional increase over the time period, e.g. 10% capped increase in council tax in year 1, 15% capped increase in year 2, 20% capped increase in year 3, 25% capped increase year 4. 10. Do you support the establishment of a council tax deferral scheme for homeowners? ☐ Yes ☐ No ☒ Don’t know 11. In your view, who should be eligible to receive support from a council tax deferral scheme? [Select as many as you think should apply] ☐ Pensioners (over state pension age) ☐ Disabled people ☐ Households with children ☐ Households experiencing financial hardship ☐ Other, please specify [50 words maximum] ☐ Don’t know Not applicable due to the ‘Don’t know’ response to Q10 12. Should households who defer payment pay interest on the amount deferred? ☒ Yes ☐ No ☐ Don’t know 13. Do you think the Council Tax Reduction scheme should be expanded to support more households following any reform? ☒ Yes ☐ No ☐ Don’t know 14. Which changes to the Council Tax Reduction scheme would you support? [Select as many as you think should apply] ☒ Broaden eligibility criteria for CTRS to include low-income households where the property moves into a higher band due to council tax system changes ☒ Change CTR so support is withdrawn more gradually as rising incomes move individuals out of eligibility ☐ No changes needed ☒ Other, please specify [50 words maximum] ☐ Don’t know 86
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Consideration should be given to a scheme that replicates CTR for water and sewerage charges. 15. Do you have any information you wish to share that has not already been discussed in the paper on the impact of council tax reform on any of the following: - Groups who share protected characteristics - Island Communities - Businesses or organisations in the public, private or third sector - Your local area Please provide details, making reference to the type of impact to which your comments relate. None. Please provide any other comments or views on the consultation themes or council tax reform that you have not been able to share Changes to the structure of council tax could result in significant financial implications for local authorities. It is apparent from the report provided by the IFS that these implications are not explored in depth. More detailed engagement with local authorities would therefore be expected as part of any further development work that is taken forward by Scottish Government. As well as the impact on the level of Council Tax collected, and the recompense required for that on a one-off and questionably on a recurring basis, the implementation of reform to council tax would result in local authorities incurring significant implementation costs and therefore assurance would be sought from Scottish Government that these costs would not need to be met by local authorities. The same should hold for additional costs for the Assessors, who are currently funded by local authorities. As well as the implementation aspect, the introduction of 5 yearly revaluations would also need to be resourced and funded on an ongoing basis. The council’s internal advice service and Citizens Advice Bureaus may also experience an increase in demand and therefore their additional costs would need to be mitigated by Scottish Government. While options exist for the implementation of any transitional relief scheme, it is vital local authorities are protected from any associated costs. This also applies to council tax reduction. Local authorities would benefit from further information on the potential timescales for the reform of council tax. This would help to ensure service planning considers the significant resourcing implications that would be required to implement the reforms. The level of analysis presented in the IFS report is both comprehensive and complex. However, it would be beneficial if a simpler way of presenting the key features of the options could be considered. The implications around the setting of Band D council do not seem to be fully detailed. 87
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The lack of information at South Lanarkshire level has restricted the ability to provide a fully informed view. Therefore, it is suggested local models are developed that would allow this to happen. Councils have seen council tax levels frozen for 11 years over different periods since 2007, and while it is acknowledged that councils can increase council tax levels locally when that flexibility is available, a wider reform of the tax presents an opportunity to review the total tax take across the country to better support the provision of council services through taking a more progressive approach. 88
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Land and Property Transfers and Disposals 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the 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 and property as detailed in Appendix A be transferred between Resources; and (2) that the land detailed in Appendix B 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. The former Red Deer Centre, Alberta Avenue, East Kilbride, was included in Property Bulletin 24/03 at which point Housing Services expressed an interest in the land for inclusion in the New Build Housing Programme. 11 89
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4.2. On 17 December 2025, the Strategic Housing Investment Plan 2026 to 2031 was approved by Housing and Technical Resources Committee. The plan set out potential capacity for 2,408 additional affordable homes across South Lanarkshire over the five-year period which aim to help meet increasing housing need. Included within this was the potential capacity for 30 new Council homes on Alberta Avenue, East Kilbride. This number is subject to change as layouts and house types are confirmed and a planning application is submitted. 4.3. Following, demolition of the building and an initial appraisal of the site, Housing have requested that it be transferred from General Services to the Housing Revenue Account (HRA) for this purpose. The details of the proposed transfer are contained in Appendix A. 4.4. The schedule shown within Appendix B identifies proposed transactions where the holding Resource and Planning have agreed to the release of areas of land for disposal to adjoining owners. The Committee is asked to approve the recommendation that these areas of land are declared surplus to the Council requirements in order that Property Services (Estates) can conclude negotiations for their disposal. 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. In terms of Scottish Government Guidance, a disposal of land to or from the Housing Revenue Account must be done at the best consideration that the site could reasonably be expected to achieve and this will be reflected in the transfer of the site detailed in Appendix A. 6.2. The disposals, detailed in Appendix B will generate capital receipts for the General Services and Housing Revenue accounts, respectively. 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. 90
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Stephen Gibson Executive Director (Housing and Technical Resources) 8 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous Reverences Housing and Technical Resources Committee – 17 December 2025 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 91
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APPENDIX A TRANSFERS Area Description Previous Account New Holding Account Transfer Value Band 5,205 sq m or thereby Former Red Deer Centre Alberta Avenue, East Kilbride G75 8NH Social Work Resources Housing Revenue Account 2025/2026 3 92
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APPENDIX B Negotiated Sales Area Description Holding Account Proposal Value Band 4,147 sq m Land at Langlands Gate, East Kilbride Community and Enterprise Sale to adjoining owner for extension of yard/car parking. 4 1689 sq m 50 Kelso Avenue, Lesmahagow Community and Enterprise Sale to adjoining owner for inclusion in potential development site. 4 194 sq m 12 Melbourne Green, East Kilbride Community and Enterprise Garden Ground/Possible Extension 4 26 sq m Unit 10 Gateside Ind Estate, Lesmahagow Housing Sale to adjoining owner for extension of yard/car parking 4 98 sq m 16 Coll, East Kilbride Housing Garden Ground 4 26 sq m 37 Glen Eagles, East Kilbride Housing Garden ground/car parking 4 Value Bands 1 – over £1 million 2 – £500,000 to £999,999 3 – £100,000 to £499,999 4 – less than £100,000 93
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Amendment to Membership of Housing and Technical Resources Committee 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request approval for a proposed change in the membership of the Housing and Technical Resources Committee [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Councillor Ferguson-Miller replace Councillor McAllan as a member on the Housing and Technical Resources Committee; and (2) that Councillor Donnelly be appointed as a substitute member to fill the vacancy left by Councillor Ferguson-Miller. 3. Background 3.1. Following a request received from the Leader of the SNP Group on 13 January 2026, it is proposed that Councillor Ferguson-Miller replace Councillor McAllan as a member on the Housing and Technical Resources Committee and that Councillor Donnelly fill the vacancy as substitute member. 4. Employee Implications 4.1. There are no employee implications in terms of this report. 5. Financial Implications 5.1. There are no financial implications in terms of this report. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability or environmental implications in terms of this report. 7. Other Implications 7.1. There are no implications in terms of risk. 8. Integrated Impact Assessment and Consultation Requirements 8.1. There was no requirement to carry out an integrated impact assessment or formal consultation process. 12 95
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Jackie Taylor Executive Director (Finance and Corporate Resources) 14 January 2026 Link(s) to Council Values/Outcomes/Priorities Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Susan Somerville, Administration Manager Tel: 01698 454197 E-mail: susan.somerville@southlanarkshire.gov.uk 96
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Acquisition of Affordable Homes at New Road, Cambuslang 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval to acquire 43 homes at New Road, Cambuslang from Realm Homes, for inclusion in the Council’s housing stock [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the acquisition of 43 completed affordable homes from Realm Homes for a total price of £9,387,735 (which includes the cost of land and excludes VAT) at New Road Cambuslang, as part of an offer submitted by Realm Homes in response to a Prior Information Notice issued by the Council for the delivery of affordable housing, be approved; (2) that the Executive Director (Housing and Technical Resources) be given delegated authority to authorise the transactions and instruct Legal Services to conclude transactions, in the appropriate manner and in the best interests of the Council, with each individual transaction being in excess of the current £0.200m acquisition limit under the existing delegated powers arrangements; and (3) to note that the award of a negotiated works contract to Realm Homes for the construction of 43 affordable housing units will be secured in accordance with the Council’s Standing Orders on Contracts. 3. Background 3.1. The Local Housing Strategy 2022 to 2027 was approved at Executive Committee on 30 November 2022. In doing so, it was noted that the Council and its partners gave a commitment to actively seek opportunities to develop housing across South Lanarkshire to meet housing need and support social and economic regeneration. 3.2. On 30 November 2022, the Executive Committee approved a new affordable housing supply target for the Council, aiming to deliver an additional 1,300 homes by 31 March 2027. The proposal was for this to be delivered through a combination of new Council homes and the acquisition of existing homes from the market, with the new sites set out within the Strategic Housing Investment Plan. 13 97
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3.3. On 27 November 2024, as part of approval of the Strategic Housing Investment Plan 2025 to 2030, Housing and Technical Resources Committee were advised that, due to a range of external factors, this target was unlikely to be achieved, however efforts and focus was still being given to maximise the number of additional Council homes to be delivered to meet increasing housing need. 3.4. On 17 December 2025, the Strategic Housing Investment Plan 2026 to 2031 was approved by the Housing and Technical Resources Committee. This includes projects with a total potential capacity for delivering up to 2,408 affordable homes in South Lanarkshire over the five year period to March 2031 and included reference to new council homes proposed at New Road, Cambuslang. 4. Proposal 4.1. In November 2023, the Council issued a Prior Information Notice (PIN) inviting engagement from developers and landowners for the delivery of new affordable housing. Realm Homes submitted a proposal in response to this notice, identifying land at New Road, Cambuslang as a potential development site. This submission met the Council’s criteria for consideration and discussions commenced between Housing and Technical Resources and Realm Homes regarding their proposal. 4.2. The proposed development comprises a mix of two and three bedroom terraced houses, together with one and two bedroom flats. The costing and financial proposals provided by Realm Homes have been assessed and present value for money for the Council. An indicative plan showing how the site might be developed is appended to the report. 4.3. It is, therefore, proposed to enter into a Development Agreement with Realm Homes that will allow the construction of 43 affordable homes, with missives subject to the following suspensive conditions: that Realm Homes obtain planning consent on terms agreeable to the Council that the Council receive Scottish Government grant funding from the national Affordable Housing Supply Programme to contribute to costs of the project 4.4. Following the reasonable satisfaction of the above suspensive conditions the contract would then proceed on the below basis: the Council will acquire the land in exchange for the land payment the balance for each property constructed will then be paid on completion of the following stages – Floor Slab, Wind and Watertight, and Completion the Council will receive a third-party warranty covering defects and structure for a period of no less than 10 years, and each party will be responsible for their own legal fees 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. Acquisition of the properties will be funded from the Housing Revenue Account Capital Programme and will be eligible for Scottish Government Affordable Housing Supply grant funding. 98
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6.2. The funding for this development is included in the Capital Programme for 2026/2027, which is subject to a separate approval in the Housing Revenue and Capital Account Budget 2026/2027 being reported to Housing and Technical Resources Committee. 6.3. The proposed purchase price for each unit type compares favourably with the prices of similar new properties available on the open market. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within the report. All homes will be built to Housing for Varying Needs standards and Silver aspect 2 level for energy standards. 8. Other Implications 8.1. Should the acquisition of the right of access and construction of the 43 homes from Realm Homes not progress, there may be implications to the Council’s ability to meet increasing housing need in the Cambuslang area. 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 was no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 23 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Good quality, suitable and sustainable places to live Previous References Local Housing Strategy 2022 to 2027 – Executive Committee, 30 November 2022 Housing Supply Target – Executive Committee, 30 November 2022 Strategic Housing Investment Plan 2026 to 2030 – Housing and Technical Resources Committee, 17 December 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Amy Roxburgh, Property Manager (Consultancy Services) Ext: 3517 (Tel: 01698 453517) E-mail: Amy.Roxburgh@southlanarkshire.gov.uk 99
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2 and 3 bed terraced properties 1 and 2 bed flats across three 3-storey blocks 100
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Report Agenda Item Report to: Executive Committee Date of Meeting: 4 February 2026 Report by: Director, Health and Social Care Executive Director (Housing and Technical Resources) Executive Director (Education Resources) Subject: South Lanarkshire Public Protection Strategy 2025 to 2028 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the South Lanarkshire Public Protection Strategy 2025 to 2028 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the South Lanarkshire Public Protection Strategy 2025 to 2028 be noted. [1recs] 3. Background 3.1. The aim of public protection involves working with survivors, victims and perpetrators to reduce the risk of harm to children, adults and the public. Public protection requires agencies in South Lanarkshire to work together at both a strategic and operational level to raise awareness and understanding, and co-ordinate an effective response that provides at-risk individuals with the support needed to reduce the risk in their lives. 3.2. Chief Officers are responsible for the leadership, direction and scrutiny of their respective protection services and their Child and Adult Protection Committees and oversee the commissioning and effectiveness of all adult and child protection services. They are individually responsible for promoting adult and child protection across all areas of their individual services and agencies, thus ensuring a holistic approach to public protection in its widest context. This responsibility applies equally to the public, private and third sectors. 4. Public Protection in South Lanarkshire 4.1. Public Protection in South Lanarkshire promotes effective partnership working between the Adult Support and Protection Committee, the Child Protection Committee, Multi Agency Public Protection Arrangements (MAPPA), Suicide Prevention, the Alcohol and Drug Partnership, the Violence Against Women and Girls Partnership and the Community Justice Partnership and reinforced by the structural arrangements of the Public Protection Chief Officers Group. 14 101
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4.2. The Chief Officers Group (Public Protection) is chaired by the Chief Executive of South Lanarkshire Council. The Chief Officers of South Lanarkshire Council, NHS Lanarkshire and Police Scotland Lanarkshire Division have a dedicated and specific remit regarding public protection and are responsible for ensuring that their agencies, individually and collectively, work to protect adults, 16 children and young people as effectively as possible. They also have responsibility for maximising the involvement of those agencies not under their direct control. 4.3. The South Lanarkshire Public Protection Strategy 2025-2028 (Appendix 1) was approved by the Public Protection Chief Officers Group on 20 August 2025. The Strategy sets out the Public Protection Partnership’s vision ‘to promote multi agency partnership working which reduces the risk of harm, abuse or exploitation to children, young people, adults and members of the public in our communities’. 5. Employee Implications 5.1. While there are no direct employee implications associated with this report, all staff have a role in promoting public protection. 6. Financial Implications 6.1. There are no financial implications associated with this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environmental implications in terms of the information contained in this report. 8. Other Implications 8.1. The arrangements summarised in this report contribute to the mitigation of the following risk on the Council corporate risk register:- Meeting Public Protection and legislative duties 9. Integrated Impact Assessment and Consultation Requirements 9.1. As this is an update to a previous Strategy, there was no requirement to undertake an integrated impact assessment. Professor Soumen Sengupta Director, Health and Social Care Stephen Gibson Executive Director (Housing and Technical Resources) Lyndsay McRoberts Executive Director (Education Resources) 6 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Working with and respecting others 102
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Previous References None List of Background Papers South Lanarkshire Public Protection Strategy 2025-2028 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Aine McCrea - Chief Social Work Officer Tel: 01698 454887 Email: Aine.McCrea@southlanarkshire.gov.uk 103
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Our Aim Public protection requires agencies in South Lanarkshire to work together at both a strategic and operational level to raise awareness and understanding, and co-ordinate an effective response that provides at-risk individuals with the support needed to reduce the risk in their lives. It involves working with survivors, victims and perpetrators to reduce the risk of harm to children, adults and the public. Our Vision To promote multi agency partnership working which reduces the risk of harm, abuse or exploitation to children, young people, adults and members of the public in our communities. Our Leadership The South Lanarkshire Chief Officers Group (Public Protection) (Appendix 1) are responsible for ensuring that their agencies, individually and collectively, work to protect adults, children and young people as effectively as possible. Chief Officers are responsible for overseeing the commissioning of all adult and child protection services and are accountable for this work and its effectiveness. They are individually responsible for promoting adult and child protection across all areas of their individual services and agencies, thus ensuring a holistic approach to public protection in its widest context. This responsibility applies equally to the public, private and third sectors. They also have responsibility for maximising the involvement of those agencies not under their direct control. Our Outcomes Public Protection in South Lanarkshire is dedicated to the continuous improvement of a full range of public protection services and builds on improvement by using a robust continuous process of self-evaluation based on clear and tangible priorities. This approach supports the delivery of clearly defined measures for vulnerable, or at-risk adults, children, young people and families and support the partners’ own business plans. The Chief Officers (Public Protection) have a dedicated work plan and action tracker to ensure needs are being met and actions concluded with clear evidence of sustained change. 106
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Our Governance SUICIDE PREVENTION VIOLENCE AGAINST WOMEN AND GIRLS PARTNERSHIP ALCOHOL AND DRUGS PARTNERSHIP (ADP) MULTI-AGENCY PUBLIC PROTECTION ARRANGEMENT S (MAPPA) CHILD PROTECTION ADULT SUPPPORT AND PROTECTION COMMUNITY JUSTICE PARTNERSHIP SOUTH LANARKSHIRE CHIEF OFFICERS GROUP (PUBLIC PROTECTION) 107
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Work within and across Public Protection is carried out on a multi-agency basis, and it is important that each agency is clear about its own role and responsibility and understands the role of the other agencies involved. South Lanarkshire’s Public Protection Committees have a clear focus for their work and recognise the importance of the agencies represented across the partnerships working seamlessly towards clear and tangible outcomes. They work together to agree aims, objectives and outcomes in all joint activity. The South Lanarkshire Child Protection Committee (CPC) is a multi-agency strategic group responsible for the design, development, publication, distribution, dissemination, implementation and evaluation of child protection policy and practice in South Lanarkshire. The key role of the Child Protection Committee relates to individual and collective leadership and direction for the management of child protection services across the statutory and voluntary sectors. It considers all its work in the context of GIRFEC (Getting it Right for Every Child) and wellbeing whilst working to support services reduce the risk of harm, abuse or neglect to children and young people in our community. It reports regularly to the Chief Officers Group on issues of local and National importance. For more information please visit: www.childprotectionsouthlanarkshire.org.uk The South Lanarkshire Adult Support and Protection Committee (ASPC) is a multi- agency body established under the terms of the Adult Support and Protection (Scotland) Act 2007 to ensure a coordinated approach to the protection of adults at risk of harm in South Lanarkshire. The Committee’s main aim is to promote the highest standards of inter-agency practice in the protection of adults. For more information please visit: www.adultprotectionsouthlanarkshire.org.uk. The Adult Support and Protection Biennial Report can be found on the website or by emailing the Lead Officer at: publicprotectionoffice@southlanarkshire.gov.uk Multi Agency Public Protection Arrangements (MAPPA) is the framework which joins up the agencies who manage offenders. The fundamental purpose of MAPPA is public safety and the reduction of serious harm. The introduction of MAPPA across Scotland in April 2007 gave a consistent approach to the management of offenders across all local authority and police areas, providing a framework for assessing and managing the risk posed by those offenders subject to MAPPA provision. The Strategic Oversight Group (SOG) has representatives from the MAPPA responsible authorities and oversees all aspects of MAPPA in Lanarkshire. The MAPPA Annual Report can be found on the website or by emailing the Lead Officer at: publicprotectionoffice@southlanarkshire.gov.uk 108
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The South Lanarkshire Alcohol and Drug Partnership (SLADP) is a dedicated multi- agency partnership that has strategic responsibility for developing local strategies for tackling, reducing and preventing harmful alcohol and drug use in the four localities of South Lanarkshire, namely Clydesdale, East Kilbride, Hamilton and Rutherglen/Cambuslang. In addition, SLADP has responsibility for the planning and commissioning of services to deliver improved local outcomes, taking into account local needs, circumstances and resources. SLADP is made up of a number of key partner agencies who have an interest in early intervention and prevention, providing treatment and intervention for people experiencing problematic alcohol and drug use. The South Lanarkshire Community Justice Partnership (CJP) deals with situations that people can face before and after the criminal justice process of arrest, trial, and sentence. It involves the issues facing potential offenders and ex-offenders and aims to prevent crimes occurring in the first place, or recurring after a sentence has been served. The Scottish Government introduced the Community Justice (Scotland) Act 2016 and in accordance with the Act the South Lanarkshire Community Justice Partnership was established. The Scottish Government’s vision, as set out in their revised National Strategy for Community Justice 2024-2028, is reflected in the South Lanarkshire CJP’s Outcome Improvement Plan 2024-2029: Community_Justice_Partnership_Outcome_Improvement_Plan_2024_2029.odt The Violence Against Women and Girls (VAWG) Partnership is the multi-agency mechanism to deliver on Equally Safe: Scotland’s strategy for preventing and eradicating violence against women and girls at a local strategic level. The VAWG Partnership aims to promote the delivery of an integrated, high-quality response to Gender-Based violence in South Lanarkshire. It is made up of key partners from the statutory and voluntary sector and is responsible for developing and implementing South Lanarkshire’s Gender-Based Violence / Violence Against Women and Girls Strategy. For more information contact the VAWG (Gender-Based Violence) Worker at the publicprotectionoffice@southlanarkshire.gov.uk South Lanarkshire University Health and Social Care Partnership have recently recruited a Suicide Prevention worker to enhance the focus on suicide prevention within local Public Protection arrangements. The lead will support the work of the South Lanarkshire Suicide Prevention Strategy Group comprising of membership from the Council, NHS Lanarkshire, third sector and key stakeholders representing service user and carer organisations and wider communities of interest. The lead will build upon existing work in relation to areas such as Contextual Safeguarding and the Time, Space and Compassion model. A programme of Assist multi-agency training will continue to be delivered. A key focus of this work will be strengthening engagement with key stakeholders including statutory, private and third sector organisations and those with lived experience and linking with the Child and Adult Protection Committees to support a shared understanding of mental health and suicide. 109
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Strong leadership and a competent and confident workforce play a critical role in child and adult protection and the protection of our communities. The National Public Protection Leadership Group provides multi-agency leadership of public protection across Scotland. The group’s aim is to bring coherence to public protection policy, as well as ensuring its interconnectivity with related activity on prevention and early intervention, as part of Scotland’s whole systems approach to improving outcomes. A national workplan has been developed to support the identification and response to harm across the six core public protection areas. Learning from this group will further strengthen our local PPCOG leadership approach. Locally, our leaders routinely reflecting on their own leadership as they support others. It is therefore key, and all activities are reported to Chief Officers Group on a regular basis. Our Team Public Protection in South Lanarkshire is supported by a dedicated team (Appendix 2) and promotes effective partnership working between the Adult Support and Protection Committee (ASPC), the Child Protection Committee (CPC), Multi Agency Public Protection Arrangements (MAPPA), Suicide Prevention, the Alcohol and Drug Partnership (ADP), the Violence Against Women and Girls (VAWG) Partnership and the Community Justice Partnership. Action taken sits across both strategic and policy level and is reinforced through the structural arrangements of the South Lanarkshire Public Protection Chief Officer’s Group and supported by the Community Planning Partnership Board. 110
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Appendix 1: South Lanarkshire Chief Officers Group (Public Protection) Chief Executive South Lanarkshire Council Chief Executive NHS Lanarkshire Chief Superintendent Police Scotland Executive Director Education Resources South Lanarkshire Council Head of Education (Inclusion), Education Resources South Lanarkshire Council Executive Director, Housing and Technical Resources South Lanarkshire Council Director / Chief Officer, Health and Social Care South Lanarkshire University Health and Social Care Partnership / South Lanarkshire Council Head of Children and Justice Services & Chief Social Work Officer South Lanarkshire Council Head of Health and Social Care South Lanarkshire University Health and Social Care Partnership / South Lanarkshire Council Executive Director of Nursing NHS Lanarkshire Nurse Director South Lanarkshire University Health and Social Care Partnership / NHS Lanarkshire Head of Health (Mental Health) NHS Lanarkshire Director of Nursing The State Hospital Area Commander/Local Senior Officer Lanarkshire Scottish Fire and Rescue Service Locality Reporter Manager Scottish Children’s Reporter’s Administration 111
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Appendix 2: South Lanarkshire Public Protection Team Contact Details Lead Officer Adult Protection Lead Officer Child Protection Child Protection Development Worker Adult Protection Development Worker Gender-Based Violence Development Worker PublicProtectionOffice@southlanarkshire.gov.uk MAPPA Co-ordinator MAPPA.Lanarkshire@southlanarkshire.gov.uk Lead Officer, South Lanarkshire Alcohol & Drug Partnership (ADP) South Lanarkshire ADP Development Officer Lanarkshireadp@lanarkshire.scot.nhs.uk Transitional Coordinator, CJ Services Community Justice Partnership swjustice@southlanarkshre.gov.uk Suicide Prevention Worker Frances.McMahon@southlanarkshire.gov.uk 112