Agenda Document Pack - Executive Committee - 20/03/2024
South Lanarkshire Council · 20 March 2024
Back to Executive Committee — 20 March 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 12 March 2024 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, 20 March 2024 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, Lynsey Hamilton, Susan Kerr, Eileen Logan, Katy Loudon, Hugh Macdonald, Ian McAllan, Catherine McClymont, Kenny McCreary, Lesley McDonald, Mark McGeever, Davie McLachlan, Richard Nelson, Mo Razzaq, Kirsten Robb, John Ross, David Shearer, Margaret B Walker Substitutes John Bradley, Walter Brogan, Poppy Corbett, Margaret Cowie, Elise Frame, Celine Handibode, Graeme Horne, Martin Hose, Ross Lambie, Elaine McDougall, Norman Rae, Graham Scott, David Watson 1
Page 2
BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Executive Committee held on 21 February 2024 submitted for approval as a correct record. (Copy attached) 3 - 12 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 1 April 2023 to 26 January 2024 and Probable Outturn Report dated 11 March 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 13 - 18 4 Capital Budget 2023/2024 and Monitoring for Period 11 - 1 April 2023 to 26 January 2024 Report dated 11 March 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 19 - 28 Item(s) for Decision 5 Employability Services Joint report dated 11 March 2024 by the Executive Directors (Community and Enterprise Resources), (Finance and Corporate Resources) and (Education Resources). (Copy attached) 29 - 38 6 Anti-Social Behaviour Strategy 2024 to 2029 Report dated 22 February 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 39 - 60 7 Council Tax - Second Home Dwellings Report dated 11 March 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 61 - 66 Urgent Business 8 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Pauline MacRae Clerk Telephone: 07385 370044 Clerk Email: pauline.macrae@southlanarkshire.gov.uk 2
Page 3
EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 21 February 2024 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Robert Brown, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Gerry Convery (Depute), Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Lynsey Hamilton, Councillor Susan Kerr, Councillor Eileen Logan, Councillor Katy Loudon, Councillor Hugh Macdonald, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Kenny McCreary, Councillor Lesley McDonald, Councillor Mark McGeever, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor John Ross, Councillor David Shearer, Councillor Margaret B Walker Attending: Chief Executive’s Service P Manning, Chief Executive Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Education Resources C McKenzie, Executive Director Finance and Corporate Resources C Fergusson, Head of Finance (Transactions); P MacRae, Administration Adviser; G McCann, Head of Administration and Legal Services; K McLeod, Administration Assistant; M Milne, Head of Personnel Services; J Taylor, Head of Finance (Strategy) Housing and Technical Resources S Gibson, Executive Director; S Egan, Head of Housing Services; J Forbes, Head of Property Services Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 24 January 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Revenue Budget Monitoring for Period 1 April to 28 December 2023 and Probable Outturn A report dated 18 January 2024 by the Head of Finance (Strategy) was submitted on the overall financial position of the General Fund Revenue Account and the Housing Revenue Account for the period 1 April to 28 December 2023 and the projection for the year to 31 March 2024. 2 3
Page 4
The report:- summarised the previously reported probable outturn position for the Council’s General Fund Revenue Account to 31 March 2024 provided details of the forecast position on the Housing Revenue Account for the financial year provided details of the position on the General Fund Revenue Account and the Housing Revenue Account respectively to 28 December 2023 The outturn position for the General Fund, after proposed transfers to reserves totalling £14.985 million, resulted in an underspend of £9.000 million. Full details of the transfers to reserves had been reported to the meeting of the Executive Committee held on 24 January 2024. The forecast position before and after transfers to reserves was detailed in appendices 1 and 2 to the report. Appendix 2 included the probable outturn underspend of £9.000 million as a transfer to reserves, resulting in a breakeven position for the Council’s 2023/2024 probable outturn. No update had been received on the position in respect of funding for the maintenance of teacher numbers, previously reported to the meeting of the Committee held on 24 January 2024. At 28 December 2023, the position on the General Fund Revenue Account, after transfers to reserves, was an underspend of £1.509 million. At 28 December 2023, the Housing Revenue Account showed a breakeven position and the forecast to 31 March 2024 on the Housing Revenue Account was also a breakeven position. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the Council’s breakeven probable outturn position after transfers to reserves, as detailed in section 4.1 of the report, be noted; (2) that the underspend of £1.509 million on the General Fund Revenue Account at 28 December 2023, as detailed in section 5.1 of the report, be noted; and (3) that the breakeven position on the Housing Revenue Account at 28 December 2023 and the forecast to 31 March 2024 of breakeven, as detailed in sections 6.1 and 6.2 of the report, be noted. [Reference: Minutes of 24 January 2024 (Paragraph 3)] 4 Capital Budget 2023/2024 and Monitoring for Period 10 - 1 April to 28 December 2023 A report dated 31 January 2024 by the Head of Finance (Strategy) was submitted on progress of the General Fund Capital Programme and the Housing Capital Programme for the period 1 April to 28 December 2023. At its meeting on 24 January 2024, the Committee had approved a General Fund Capital Programme for 2023/2024 totalling £71.696 million. A revised programme of £78.296 million was now anticipated which included proposed adjustments to the programme totalling a net increase of £6.600 million. This was due to an adjustment in relation to the Glasgow City Region City Deal project at Greenhills Road, East Kilbride, detailed in Appendix 1 of the report. 4
Page 5
The revised programme was detailed in Appendix 2 to the report. Appendix 3 detailed the funding available to support the overall 2023/2024 Capital Programme. Estimates from Resources suggested an outturn of around £72 million. Against the revised budget of £78.296 million, the outturn position meant a net underspend of £6.3 million. This comprised project underspends totalling £8.5 million, offset by projects with greater than anticipated spend of £2.2 million. The majority of the variance was due to the timing of spend, resulting in budget required in 2024/2025 rather than 2023/2024. Funding for projects remaining underspent at the financial year-end would be carried forward to allow the projects to be completed in 2024/2025. Details of the underspent projects were provided in section 4.2 of the report and projects scheduled for completion in 2024/2025 were listed in Appendix 4 of the report. At 28 December 2023, £34.088 million had been spent on the General Fund Capital Programme, against a budget for the period of £34.777 million, resulting in spending being slightly behind programme in the sum of £0.689 million. This was as a result of timing of spend on a number of projects. Actual funding received to 28 December 2023 totalled £63.166 million. The Housing Capital Programme 2023/2024, approved by the Executive Committee at its meeting on 22 November 2023, totalled £67.443 million. Programmed funding for the year also totalled £67.443 million and details of the position of the programme at 28 December 2023 were provided in Appendix 5 of the report. At 28 December 2023, the budget for the Housing Capital Programme amounted to £40.985 million. Expenditure for the period totalled £41.276 million and actual funding received to 28 December 2023 also amounted to £41.276 million. The Committee decided: (1) that the adjustment to the General Fund programme, as detailed at Appendix 1 of the report, be noted; (2) that the period 10 position, at 28 December 2023, of the General Fund Capital Programme detailed in Appendices 1 to 4 of the report and the Housing Capital Programme, detailed at Appendix 5 of the report, be noted; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of 24 January 2024 (Paragraph 4)] 5 Recommendations Referred by Resource Committees A report dated 7 February 2024 by the Chief Executive was submitted on recommendations referred to this Committee by the:- Community and Enterprise Resources Committee at its meeting held on 6 February 2024 Housing and Technical Resources Committee at its meeting on 7 February 2024 The recommendations of the Resource Committees were as follows:- Community and Enterprise Resources Committee that the proposed amendments to the Renewable Energy Fund (REF) criteria be approved 5
Page 6
Housing and Technical Resources Committee that the rent increase of 6.50% to be applied in 2024/2025 with a further 6.50% increase in 2025/2026 and again in 2026/2027 subject to annual review and customer engagement for all Council houses, Gypsy/Traveller sites, lockups 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 that the findings of the HRA Loans Fund Review, as detailed in Section 4 of the report to the Housing and Technical Resources Committee, be endorsed for implementation that, based on the rent increase of 6.50%, the 2024/2025 Housing Capital Programme of £77.303 million, as detailed in Appendix 2 to the report to the Housing and Technical Resources Committee, be endorsed There followed a discussion during which members welcomed the proposed amendments to the REF criteria. The Committee decided: that the proposed amendments to the REF criteria be approved. The Committee recommended to the Council: (1) that the rent increase of 6.50%, to be applied in 2024/2025, with a further 6.50% increase in 2025/2026 and again in 2026/2027, subject to annual review and customer engagement for all Council houses, Gypsy/Traveller sites, lockups and garage sites and the revenue estimate proposals for the HRA, as detailed in Appendix 1 of the report to the Housing and Technical Resources Committee, be approved; (2) that the findings of the HRA Loans Fund Review, as detailed in Section 4 of the report to the Housing and Technical Resources Committee, be approved for implementation; and (3) that, based on the rent increase of 6.50%, the 2024/2025 Housing Capital Programme of £77.303 million, as detailed in Appendix 2 to the report to the Housing and Technical Resources Committee, be approved. [Reference: Minutes of Community and Enterprise Resources Committee of 6 February 2024 (Paragraph 7) and Minutes of Housing and Technical Resources Committee of 7 February 2024 (Paragraph 8)] 6 Hamilton Town Centre Masterplan A report dated 25 January 2024 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the work undertaken to prepare a masterplan for Hamilton Town Centre seeking approval of the Hamilton Town Centre masterplan as the basis for the future strategic approach to investment The growth of online retail over the past decade, coupled with the current cost of living crisis had put increased pressure on the viability of town centres. At its meeting on 29 August 2023, the Committee had approved the commencement of the masterplan process for Hamilton Town Centre. The vision for the town centre was to repurpose underperforming areas into high quality, high density mixed use developments. The masterplan for Hamilton Town Centre set the context for private and public sector investment over at least the next 15 years and reflected aspirations for a resilient, mixed use economy which repositioned the centre to meet the needs of 21st century living in a high quality and sustainable manner. 6
Page 7
The key components of the masterplan exercise were as follows:- analysis of market potential analysis of Council strategies land use strategy demolition and site clearance neighbouring uses sustainable place making/urban design creation of a development prospectus A summary of the masterplan was attached as Appendix 1 to the report and illustrated the changes proposed to the town centre. The strategic interventions in relation to Hamilton Town Centre were in relation to:- Regent Shopping Centre former Bairds Building Duke Street Car Park New Cross Shopping Centre former Vogue Building Hamilton Town Square Quarry Street The aim of the masterplan was to set the strategic priorities and investment for the town centre for at least the next 15 years. Briefing sessions on the masterplan had taken place with elected members for the Hamilton area as well as MSPs and MPs. The masterplan would be presented to the wider community, tenants and town centre stakeholders, including Hamilton BID, for a 3 week period during March 2024 with Council officers and members of the design team in attendance to answer questions. Consultation materials would also be available online for a period of 6 weeks. There followed a discussion during which officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the work undertaken in the preparation of the masterplan be noted; (2) that it be noted that the masterplan set the strategic approach for the future of Hamilton Town Centre and informed the investment and policy position of the Council, moving forward; (3) that approval be given for officers to progress the relevant statutory and legal processes within the context of the masterplan, as detailed in Appendix 1 to the report; and (4) that further reports be provided to relevant committees in due course setting out the delivery structure, funding model and programme of activity. [Reference: Minutes of Community and Enterprise Resources Committee of 29 August 2023 (Paragraph 12)] 7 Office Closure - Festive Period 2024 A report dated 31 January 2024 by the Chief Executive was submitted on the proposed closure of appropriate council offices on Friday 27 December 2024 and Friday 3 January 2025. 7
Page 8
The pattern of public holidays over the festive season this year meant that Friday 27 December 2024 and Friday 3 January 2025 were preceded by 2 days of closure followed by a weekend closure. This presented a potential opportunity for the Council to close as many offices as possible to avoid unnecessary energy costs and to allow employees to take a longer break. It was proposed that the main Council offices would be closed and that Executive Directors would be empowered to take decisions on other premises, in consultation with trades unions, following due consideration of service needs. Consultation had taken place with the trades unions and, in terms of the employees affected by the proposal, the suggestion had been welcomed. The closure of the offices would require employees to retain 2 days of their annual leave for this purpose. The Committee decided: (1) that the proposed office closure on 27 December 2024 and 3 January 2025 be approved; and (2) that the requirement for some employees to use 2 days of their annual leave for the proposed office closure be approved. 8 Council Tax – Second Home Dwellings A report dated 12 January 2024 by the Chief Executive was submitted outlining the powers available to the Council to vary council tax on second home dwellings and requesting consideration of the implementation of a change to the current approach from 1 April 2024. A change in the law, through the Council Tax (Variation for Unoccupied Dwellings) (Scotland) Amendment Regulations 2023, enhanced the Council’s discretionary powers under the Council Tax (Variation for Unoccupied Dwellings (Scotland) Regulations 2013. This meant that the Council could add up to a maximum 100% surcharge on second homes, effectively doubling the council tax on second homes. Those enhanced powers would become effective from 1 April 2024 and did not apply to water and wastewater charges. Second homes could restrict or reduce the availability of housing in local authorities, particularly given the national housing crisis and the unprecedented current levels of homelessness. The application of a surcharge could potentially help to bring more properties into the housing market. Details were given on:- the number of homes in South Lanarkshire categorised as second homes in the council tax system annual council tax property charges levied on second homes council tax bandings of current second homes If the proposal to implement a 100% surcharge on second home properties effective from 1 April 2024 was agreed:- a 200% council tax charge would apply to second homes operational procedures would be developed to ensure that the additional levy was accurately administered 8
Page 9
Following discussion and officers having responded to members’ questions, the Chair proposed that the matter be continued or addressed at the Council meeting to consider budget proposals which would take place immediately following the Executive Committee meeting. This was accepted by the Committee. The Committee decided: that the matter be continued or addressed at the Council meeting to consider budget proposals which would take place immediately following the Executive Committee meeting. 9 South Lanarkshire Leisure and Culture (SLLC) – Activage Proposals for 2024/2025 A report dated 5 February 2024 by the Executive Director (Community and Enterprise Resources) was submitted on a proposal to amend the 2024/2025 concession rate for Activage. Activage provided South Lanarkshire residents aged 60 and over access to leisure facilities, including swimming and health suites, East Kilbride ice rink, cultural and libraries’ activities and golf courses. The current cost of an Activage membership for residents aged 60 and over was £80.25 for the full year, to be paid in 1 or 2 instalments at set points in the year. Following consultation with residents between 24 November and 15 December 2023 where Activage members were asked if they believed the product represented value for money, 95% of those who responded agreed strongly or very strongly that it did. Additionally, 74% of those who responded to the survey statement relating to price increases agreed strongly or very strongly that they would be willing to accept price increases for the services provided by South Lanarkshire Leisure and Culture (SLLC) if it assisted in delivering continued service provision. It was proposed to increase the Activage annual membership from £80.25 to £120, an increase of £39.75 over the year, accompanied by the introduction of the facility to spread the cost over a year at £10 per month to ease the transition to the new offer. It was anticipated that the proposal could generate £0.287 million of additional income, reducing the funding gap by that amount. If the proposal was not agreed, there would be a requirement for the SLLC Board to approve service reductions commensurate with the amount of income associated with the proposal. Councillor Fagan, seconded by Councillor Convery, moved approval of the recommendation contained in the report. Councillor Clark, seconded by Councillor Shearer, moved as an amendment that consideration of the report be deferred until after the budget decisions had been taken at the special Council meeting. On a vote being taken electronically, 10 members voted for the amendment and 19 for the motion which was declared carried. The Committee decided: that the price of the annual Activage membership be increased from £80.25 to £120. 10 Former Larkfield Hall and Stonefield Road Pitches, Blantyre – Community Asset Transfer to Blantyre Soccer Academy A report dated 8 February 2024 by the Executive Director (Housing and Technical Resources) was submitted on a request for Community Asset Transfer of the former Larkfield Hall and Stonefield Road pitches, Blantyre and their sale to Blantyre Soccer Academy. 9
Page 10
The proposal was to transfer ownership of the hall and pitches through outright sale and, thereafter, Blantyre Soccer Academy would reopen the hall for local community use and upgrade the pitch to synthetic level to accommodate both training and competitive matches. The cost of the initial pitch upgrade was estimated at £1.029 million. Blantyre Soccer Academy was in discussion with a number of funders and, to date, had secured an offer of £0.7 million towards the investment from the Scottish Football Association (SFA) as part of the Grassroots Football Facilities Fund provided by the Secretary of State for Culture, Media and Sport. The property was suitable for the proposed use and the organisation was considered to be well established, with capacity for the proposal. The continued use of the area for community activity was protected by its status as priority greenspace in the current development plan, the context of the latest planning policies and the fact that, if Blantyre Soccer academy proposed to develop the site for alternative purposes, it would require to repay the grant funding received through the SFA. In addition, it was proposed that the sale be conditional upon planning consent being granted for the project and evidence of the funding package prior to settlement. The District Valuer had placed a value of £95,000 on the property, reflecting the current use, as the land was categorised as Green Network and Priority Greenspace in the current Local Development Plan. The Community Benefit of the proposal had been assessed at a score of 120 which equated to 86% of market value. The statutory guidance on asset transfer highlighted that a condition could be imposed to return any increase in value to the authority where the price was based on a lower valuation for a particular use, if the use of the property was changed. It was proposed to include such a condition in the sale. It was proposed to dispose of the former Larkfield Hall and Stonefield Road pitches, together with all future maintenance responsibilities, as shown on the plan attached to the report, on the following principal terms and conditions:- the purchase price to be £13,300 ie 14% of the District Valuer’s valuation (exclusive of VAT) the sale to be conditional upon:- planning consent for the pitch upgrade evidence of the availability of funding to deliver the pitch upgrade, including a robust strategy for the financial gap between the grant and the projected cost protection in the title for the value of any change of use the date of entry to be mutually agreed each party to bear their own legal fees and expenses The Committee decided: (1) that the sale of the former Larkfield Hall and Stonefield Road pitches, Blantyre, to Blantyre Soccer Academy, subject to the terms and conditions set out above and in section 5 of the report, be approved; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the sale and enter into the necessary legal agreements on terms which were in the best interests of the Council. 11 National Care Service - Update A report dated 5 February 2024 by the Director, Health and Social Care was submitted providing an update on the National Care Service (Scotland) Bill. 10
Page 11
The National Care Service (NCS) Bill was currently at Stage 1 and the general principles of the NCS were being examined by the Scottish Parliament’s Health, Social Care and Sport Committee. Work was also being undertaken by other Parliamentary Committees. The deadline for completion of the Bill at Stage 1 had been extended a number of times and was currently 1 March 2024. Details of and links to the following were provided in the report:- the initial agreement with local government and the NHS, reached in June 2023 about accountability arrangements for the NCS a letter dated 7 November 2023 from the Health, Social Care and Sport Committee to the Scottish Government seeking clarity on the Scottish Government’s intent with the NCS Bill a letter dated 6 December 2023 from the Minister for Social Care, Mental Wellbeing and Sport to the Scottish Parliament’s Health, Social Care and Sport Committee in response to the Committee’s Stage 1 scrutiny of the Bill a letter dated 11 December 2023 from the Minister for Social Care, Mental Wellbeing and Sport to the Scottish Parliament’s Finance and Public Administration Committee with the Scottish Government’s response to the report by the Committee on the Financial Memorandum for the NCS Bill Officers from the Convention of Scottish Local Authorities (COSLA) had advised the Scottish Government that the complexity of the issues involved, the timescales for completing required work and negotiations had been extremely challenging. Together with representative bodies, including COSLA, officers from South Lanarkshire Council had continued to engage with the process and, in doing so, had underlined the analysis by Audit Scotland of the significant funding shortfalls and pressures that adult and older people’s social care were currently facing. The significant challenges of demand and budget pressures being faced by children’s social work had also been reiterated. In light of planned amendments to the NCS Bill, the set-up costs were now estimated by the Scottish Government as being between £120 million and £227 million over a 10 year period. The Committee decided: that the update provided on the National Care Service (Scotland) Bill be noted. [Reference: Minutes of 3 November 2021 (Paragraph 9)] 12 Urgent Business There were no items of urgent business. 11
Page 12
12
Page 13
Report Agenda Item Report to: Executive Committee Date of Meeting: 20 March 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 1 April to 26 January 2024 and Probable Outturn 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee on the overall financial position of the Council’s General Fund Revenue Account and Housing Revenue Account for the period 1 April 2023 to 26 January 2024, and a projection for the year to 31 March 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council’s breakeven probable outturn position after Transfers to Reserves (section 4.1), be noted; (2) that the underspend of £2.617 million on the General Fund Revenue Account at 26 January 2024 (section 5.1), be noted; and (3) that the breakeven position on the Housing Revenue Account at 26 January 2024, and the forecast to 31 March 2024 of breakeven (sections 6.1 and 6.2), be noted. 3. Background 3.1. This report will summarise the previously reported Probable Outturn position for the Council’s General Fund Revenue Account to 31 March 2024 (section 4). Sections 5 and 6 provide the position on the General Fund Account and the Housing Revenue Account for the current period 1 April 2023 to 26 January 2024, respectively. 4. 2023/2024 General Services Probable Outturn 4.1. As reported previously, the 2023/2024 probable outturn position for the General Fund presented an underspend of £9.000 million. This underspend was after proposed Transfers to Reserves totalling £14.985 million. It was proposed that the £9.000 million probable outturn underspend be transferred to Reserves with £3.000 million being set aside to support budget pressures in 2024/2025 and the remaining £6.000 million be considered to support the Council’s Budget Strategy, including pay. 4.2. Full details of the Transfers to Reserves were included in the 24 January 2024 report to the Executive Committee. The forecast position before and after Transfers to Reserves is shown in Appendices 1 and 2. The position presented in Appendix 2 includes the probable outturn underspend of £9.000 million as a Transfer to Reserves resulting in a breakeven position for the Council’s 2023/2024 Probable Outturn. 3 13
Page 14
4.3. Teacher Numbers: As previously reported, the Cabinet Secretary had held back £45.5 million of funding nationally for the maintenance of Teacher Numbers, until after the 2023 Census details are received by the Government, and until councils provide assurance that they have maintained teacher numbers and pupil support numbers at the 2022 level. For the Council, this amounted to £2.934 million. As part of the Local Government Finance Order issued on 29 February, the held back funds have now been released to the Council. 5. 2023/2024 General Services Monitoring Position 5.1. Financial Position as at 26 January 2024: As at 26 January 2024, the position on the General Services budget is a net underspend of £2.617 million, after Transfers to Reserves. This is shown in Appendix 2 with the position before Transfers to Reserves in Appendix 1 for information. 5.2. The underspend of £2.617 million to date differs from the breakeven Probable Outturn position as the net underspend on Council Tax (£3.262 million) and the 2023/2024 Probable Outturn underspend, to be transferred to Reserves (£9.000 million), have not been included in the position to date. These variances will materialise at financial year- end. 6. Housing Revenue Account Position 6.1. Financial Position as at 26 January 2024: Appendix 3 of the report shows a breakeven position against the phased budget on the Housing Revenue Account. 6.2. Probable Outturn Position: Appendix 3 also shows the forecast position for the financial year, being a breakeven position for the Housing Revenue Account. 6.3. This break-even position includes a lower than budgeted Transfer from Reserves being required in the financial year. It is assumed that the increased level of costs experienced will be offset by an underspend in Loan Charges this financial year. 6.4. The reduction in Loan Charges is anticipated in 2023/2024 as a result of utilising an in-year benefit from the Housing Revenue Account Loans Fund Review. The Loans Fund Review is detailed in the 2024/2025 budget setting report for the Housing Revenue Account which was approved by Members at the full Council meeting on 21 February 2024. 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. As detailed in section 4, inflationary and budget pressures this year increase the risk of overspend, however, we have mitigated this going forwards through providing additional funds in future years budget strategy, and through the one-off use of reserves in the current year. 14
Page 15
10.2. We will also continue to monitor the actual impact through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the Probable Outturn information included in this report ensures early warning for corrective action to be taken where appropriate. 11. Equality Impact Assessment and Consultation Arrangements 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)) 11 March 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 26 January 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O'Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o'hagan@southlanarkshire.gov.uk 15
Page 16
Appendix 1 SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report (BEFORE Transfers) Period Ended 26 January 2024 (No.11) Committee Annual Budget Annual Forecast BEFORE Transfers Annual Forecast Variance BEFORE Transfers Budget Proportion To 26/01/24 Actual to Period 11 26/01/24 Variance to 26/01/24 Departments: £m £m £m £m £m £m Community and Enterprise Resources 139.295 139.055 0.240 112.063 111.859 0.204 under Facilities, Waste and Grounds 83.216 82.889 0.327 64.042 63.623 0.419 under Leisure and Culture Services 23.227 23.044 0.183 22.445 22.289 0.156 under Planning and Regulatory Services 5.382 5.018 0.364 4.631 4.350 0.281 under Enterprise and Sustainable Development 5.973 5.664 0.309 3.784 3.479 0.305 under Roads, Transportation and Fleet 21.497 22.440 (0.943) 17.161 18.118 (0.957) over Education Resources 439.709 440.004 (0.295) 352.207 352.405 (0.198) over Education 439.709 440.004 (0.295) 352.207 352.405 (0.198) over Finance and Corporate Resources 45.240 45.456 (0.216) 44.833 45.038 (0.205) over Finance Services - Strategy 2.306 2.272 0.034 2.910 2.858 0.052 under Finance Services - Transactions 20.586 20.767 (0.181) 16.347 16.490 (0.143) over Audit and Compliance Services 0.411 0.417 (0.006) 0.493 0.517 (0.024) over Information Technology Services 5.542 5.542 0.000 9.410 9.442 (0.032) over Communications and Strategy Services 2.966 2.966 0.000 2.724 2.720 0.004 under Administration and Licensing Services 4.510 4.730 (0.220) 4.243 4.405 (0.162) over Personnel Services 8.919 8.762 0.157 8.706 8.606 0.100 under Housing and Technical Resources 17.592 16.082 1.510 26.476 26.476 0.000 - Housing Services 10.229 8.673 1.556 8.763 8.702 0.061 under Property Services 7.363 7.409 (0.046) 17.713 17.774 (0.061) over Social Work Resources 239.322 239.322 0.000 180.385 180.385 0.000 - Performance and Support Services 6.686 6.501 0.185 5.149 4.891 0.258 under Children and Families 48.943 49.233 (0.290) 39.083 39.474 (0.391) over Adults and Older People 182.252 182.252 0.000 134.552 134.552 0.000 - Justice and Substance Misuse 1.441 1.336 0.105 1.601 1.468 0.133 under Joint Boards 2.053 2.053 0.000 1.737 1.737 0.000 - 883.211 881.972 1.239 717.701 717.900 (0.199) over Committee Annual Budget Annual Forecast BEFORE Transfers Annual Forecast Variance BEFORE Transfers Budget Proportion To 26/01/24 Actual to Period 11 26/01/24 Variance to 26/01/24 £m £m £m £m £m £m Service Departments Total 883.211 881.972 1.239 717.701 717.900 (0.199) over CFCR 0.038 0.038 0.000 0.000 0.000 0.000 - Loan Charges 38.796 29.340 9.456 0.000 0.000 0.000 - Corporate Items (5.093) (12.127) 7.034 1.137 (1.883) 3.020 under Investments – 2023/24 (T/f to Reserves) 2.994 0.000 2.994 0.000 0.000 0.000 - 2023/2024 Probable Outturn Underspend (T/f to Reserves) 0.000 0.000 0.000 0.000 0.000 0.000 - Total Expenditure 919.946 899.223 20.723 718.838 716.017 2.821 under Council Tax 179.102 182.394 3.292 137.771 137.771 0.000 - Less: Council Tax Reduction Scheme (23.278) (23.308) (0.030) (17.906) (17.906) 0.000 - Net Council Tax 155.824 159.086 3.262 119.865 119.865 0.000 - General Revenue Grant 350.757 350.757 0.000 296.794 296.794 0.000 - Non-Domestic Rates 341.536 341.536 0.000 288.992 288.992 0.000 - Transfer from Reserves 71.829 71.829 0.000 71.829 71.829 0.000 - Total Income 919.946 923.208 3.262 777.480 777.480 0.000 - Net Expenditure / (Income) 0.000 (23.985) 23.985 (58.642) (61.463) 2.821 under 16
Page 17
Appendix 2 SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report (AFTER Transfers) Period Ended 26 January 2024 (No.11) Committee Annual Budget Annual Forecast AFTER Transfers Annual Forecast Variance AFTER Transfers Budget Proportion To 26/01/24 Actual to Period 11 26/01/24 Variance to 26/01/24 Departments: £m £m £m £m £m £m Community and Enterprise Resources 139.295 139.295 0.000 112.063 112.063 0.000 Facilities, Waste and Grounds 83.216 82.889 0.327 64.042 63.623 0.419 under Leisure and Culture Services 23.227 23.244 (0.017) 22.445 22.459 (0.014) over Planning and Regulatory Services 5.382 5.018 0.364 4.631 4.350 0.281 under Enterprise and Sustainable Development 5.973 5.664 0.309 3.784 3.479 0.305 under Roads, Transportation and Fleet 21.497 22.480 (0.983) 17.161 18.152 (0.991) over Education Resources 439.709 440.004 (0.295) 352.207 352.405 (0.198) over Education 439.709 440.004 (0.295) 352.207 352.405 (0.198) over Finance and Corporate Resources 45.240 45.456 (0.216) 44.833 45.038 (0.205) over Finance Services - Strategy 2.306 2.272 0.034 2.910 2.858 0.052 under Finance Services - Transactions 20.586 20.767 (0.181) 16.347 16.490 (0.143) over Audit and Compliance Services 0.411 0.417 (0.006) 0.493 0.517 (0.024) over Information Technology Services 5.542 5.542 0.000 9.410 9.442 (0.032) over Communications and Strategy Services 2.966 2.966 0.000 2.724 2.720 0.004 under Administration and Licensing Services 4.510 4.730 (0.220) 4.243 4.405 (0.162) over Personnel Services 8.919 8.762 0.157 8.706 8.606 0.100 under Housing and Technical Resources 17.592 17.592 0.000 26.476 26.476 0.000 - Housing Services 10.229 10.158 0.071 8.763 8.702 0.061 under Property Services 7.363 7.434 (0.071) 17.713 17.774 (0.061) over Social Work Resources 239.322 239.322 0.000 180.385 180.385 0.000 - Performance and Support Services 6.686 6.501 0.185 5.149 4.891 0.258 under Children and Families 48.943 49.233 (0.290) 39.083 39.474 (0.391) over Adults and Older People 182.252 182.252 0.000 134.552 134.552 0.000 - Justice and Substance Misuse 1.441 1.336 0.105 1.601 1.468 0.133 under Joint Boards 2.053 2.053 0.000 1.737 1.737 0.000 - 883.211 883.722 (0.511) 717.701 718.104 (0.403) over Committee Annual Budget Annual Forecast AFTER Transfers Annual Forecast Variance AFTER Transfers Budget Proportion To 26/01/24 Actual to Period 11 26/01/24 Variance to 26/01/24 £m £m £m £m £m £m Service Departments Total 883.211 883.722 (0.511) 717.701 718.104 (0.403) over CFCR 0.038 0.038 0.000 0.000 0.000 0.000 - Loan Charges 38.796 38.598 0.198 0.000 0.000 0.000 - Corporate Items (5.093) (11.144) 6.051 1.137 (1.883) 3.020 under Investments – 2023/24 (T/f to Reserves) 2.994 2.994 0.000 0.000 0.000 0.000 - 2023/204 Probable Outturn Underspend (T/f to Reserves) 0.000 9.000 (9.000) 0.000 0.000 0.000 - Total Expenditure 919.946 923.208 (3.262) 718.838 716.221 2.617 under Council Tax 179.102 182.394 3.292 137.771 137.771 0.000 - Less: Council Tax Reduction Scheme (23.278) (23.308) (0.030) (17.906) (17.906) 0.000 - Net Council Tax 155.824 159.086 3.262 119.865 119.865 0.000 - General Revenue Grant 350.757 350.757 0.000 296.794 296.794 0.000 - Non-Domestic Rates 341.536 341.536 0.000 288.992 288.992 0.000 - Transfer from Reserves 71.829 71.829 0.000 71.829 71.829 0.000 - Total Income 919.946 923.208 3.262 777.480 777.480 0.000 - Net Expenditure / (Income) 0.000 0.000 0.000 (58.642) (61.259) 2.617 under 17
Page 18
Appendix 3 SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 26 January 2024 (No.11) Housing Revenue Account Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion to 26/01/24 Actual to Period 11 26/01/24 Variance to 26/01/24 % Note £m £m £m £m £m £m Employee Costs 15.310 15.401 (0.091) 12.343 12.409 (0.066) over (0.5%) Property Costs 50.929 56.610 (5.681) 34.269 38.885 (4.616) over (13.5%) 1 Supplies & Services 0.653 0.691 (0.038) 0.557 0.551 0.006 under (1.1%) Transport & Plant 0.196 0.189 0.007 0.119 0.113 0.006 under 5.0% Administration Costs 5.570 5.597 (0.027) 0.427 0.443 (0.016) over (3.7%) Payments to Other Bodies 2.974 2.979 (0.005) 1.696 1.703 (0.007) over (0.4%) Payments to Contractors 0.100 0.145 (0.045) 0.068 0.068 0.000 - 0.0% Transfer Payments 0.000 0.000 0.000 0.000 0.000 0.000 - 0.0% Financing Charges 27.162 27.162 0.000 25.167 25.167 0.000 - 0.0% Total Controllable Expenditure 102.894 108.774 (5.880) 74.646 79.339 (4.693) over (6.3%) Total Controllable Income (115.940) (116.768) 0.828 (85.715) (85.908) 0.193 over recovered 0.2% 2 Transfer to/(from) Balance Sheet (4.907) (0.853) (4.054) (3.118) (1.123) (1.995) under recovered (64.0%) 3 Net Controllable Expenditure (17.953) (8.847) (9.107) (14.187) (7.692) (6.495) over (45.8%) Add: Non Controllable Budgets Financing Charges 17.953 8.847 9.107 6.495 0.000 6.495 under (100.0%) Total Budget 0.000 0.000 0.000 (7.692) (7.692) 0.000 - 0.0% Variance Explanations 1. The net overspend reflects the volume and cost of repairs and maintenance, including additional costs for the internal contractor. There is also an overspend in relation to cleaning charges. 2. The additional income is due to the favourable timing of new build and purchased council housing units being available to rent. 3. The timing impact of the net overspend requires a higher than budgeted transfer from reserves at this time. Virements None. 18
Page 19
Report Agenda Item Report to: Executive Committee Date of Meeting: 20 March 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2023/2024 and Monitoring for Period 11 - 1 April 2023 to 26 January 2024 1. Purpose of Report 1.1. The purpose of the report is to:- update the Executive Committee of progress on the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2023 to 26 January 2024 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the period 11 position (ended 26 January 2024) of the General Fund Capital Programme detailed in Appendices 1 to 3 and the Housing Capital Programme at Appendix 4, be noted; and (2) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. 3. Background 3.1. The attached statements to this report provide a summarised monitoring position as at 26 January 2024. Spending has been split into two separate sections: General Fund Capital Programme including Education, Social Work, Roads and Transportation and General Services (Section 4) Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2023/2024 Budget: The budget agreed at Executive Committee on 21 February 2024 was £78.296 million. There are no adjustments proposed in this report so the revised budget remains at £78.296 million. 4.2. The revised budget is detailed across Resources in Appendix 1. 4.3. Programmed funding for the year also totals £78.296 million. The funding available to support the overall 2023/2024 Capital Programme is detailed in Appendix 2. 4.4. 2023/2024 Outturn: As reported previously, estimates from Resources suggest an outturn of around £72 million against the revised budget of £78.296 million. This outturn means a net underspend across Resources of £6.3 million and reflects project 4 19
Page 20
underspends totalling £8.5 million offset by projects with greater than anticipated spend of £2.2 million. 4.5. The majority of the variance is due to the timing of spend, resulting in budget required in 2024/2025 rather than 2023/2024. These underspends have been partially offset by a few projects where there are budget overspends predicted this financial year. For these projects, again, this is a timing issue only with funding for the overall spend already identified in the next financial year. 4.6. As at 26 January 2024, work continues to clarify the predicted spend position for the General Services Capital Programme for the remainder of this financial year. Funding for projects remaining underspent at the financial year-end will be carried forward to allow the projects to be completed in 2024/2025. Officers will continue to work to maximise spend in 2023/2024. 4.7. A list of the main projects which are responsible for the underspend of £8.5 million, as detailed in section 4.4, and which will now complete in 2024/2025 is included in Appendix 3, along with their anticipated completion dates. 4.8. General Fund – Period 11 Position: As noted in section 4.1, the total capital spending programme for the year is £78.296 million. 4.9. Appendix 2 shows budget for the period of £37.171 million and spend to the 26 January 2024 of £36.695 million. The spend is, therefore, behind programme by £0.476 million and this mainly reflects the timing of spend on a number of projects. 4.10. Within Community and Enterprise Resources, recharges for works completed to date on the Roads Carriageway Programme (£0.273m) have still to be processed. 4.11. Within Education Resources, spend on the First Steps Community Nursery Extension, Hamilton (£0.163 million) and the Wooddean Early Learning Centre, Bothwell (£0.272 million) are behind schedule due to delays experienced in the programmes of work, and the Free School Meals Expansion programme is behind (£0.216 million) mainly due to delays in receiving kitchen equipment for St. John the Baptist Primary School. These have been partially offset by adaptation works at Uddingston Grammar School (£0.443 million), where the funding requirement for this project had originally been anticipated for 2024/2025. 4.12. Finally, spend on the Prioritised Urgent Investment Programme (£0.305 million) within Housing and Technical Resources, is demand led and less than anticipated at this time. 4.13. Actual funding received to 26 January 2024 is £66.450 million. This is also detailed in Appendix 2. 4.14. Relevant officers will continue to closely monitor the generation of all income. 5. Housing Capital Programme 5.1. 2023/24 Budget: Appendix 4 summarises the position on the Housing programme as at 26 January 2024. The revised capital programme for the year is £67.443 million, as approved by the Executive Committee on 21 February 2023. 5.2. Programmed funding for the year also totals £67.443 million. The funding sources are detailed in Appendix 4. 20
Page 21
5.3. 2023/2024 Outturn: Current estimates from Housing and Technical Resources suggest an outturn of £67.443 million. Progress on the Housing Capital Programme will continue to be monitored and updates will be provided to future meetings of this Committee. 5.4. Period 11 Position: Budget for the period is £43.225 million and spend to 26 January 2024 amounts to £45.478 million. This results in the Housing Programme being £2.253 million ahead of programme. This is due to the number of buy backs, through the open market purchase scheme, which have been progressed earlier than anticipated. 5.5. As at 26 January 2024, £45.478 million of funding had been received. 5.6. Regular monitoring of both the General Fund Programme and the Housing Programme will be carried out in detail by the Financial Resources Scrutiny Forum and reported on a regular basis to the Executive Committee. 6. Employee Implications 6.1. There are no employee implications as a result of this report. 7. Financial Implications 7.1. The General Services and Housing Programme Programmes and their spend position to 26 January 2024 are detailed in sections 4 and 5 respectively. 7.2. 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 this Committee. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. The main risk associated with the Council’s 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. 10. Equality Impact Assessment and Consultation Arrangements 10.1. 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. 10.2. 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) 11 March 2024 21
Page 22
Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 21 February 2024 List of Background Papers Capital Ledger prints to 26 January 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 22
Page 23
Appendix 1 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2023 TO 26 JANUARY 2024 £m Total Budget - Approved by Executive Committee, 21 February 2024 78.296 Proposed Adjustments – Period 11 - Total Revised Budget 78.296 2023/24 Budget Period 11 Proposed Adjustments Revised 2023/24 Budget Resource £m £m £m Community & Enterprise 45.177 - 45.177 Education 14.268 - 14.268 Finance & Corporate 5.333 - 5.333 Housing & Technical 11.488 - 11.488 Social Work 2.030 - 2.030 Other Match Funding - - - TOTAL CAPITAL PROGRAMME 78.296 - 78.296 23
Page 24
Appendix 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2023 TO 26 JANUARY 2024 2023/24 Original Estimate inc C/F 2023/24 Revised Budget 2023/24 Budget to 26/01/24 2023/24 Actual to 26/01/24 Expenditure £m £m £m £m General Fund Programme 77.849 78.296 37.171 36.695 Income 2023/24 Budget 2023/24 Revised Budget 2023/24 Actual To 26/01/24 £m £m £m Prudential Borrowing 32.075 30.106 30.106 Developers Contributions 0.542 3.219 2.270 Partners (Including SPT, Clyde Windfarm and Transport Scotland) 2.157 3.764 0.634 Scottish Government: - Capital Grant 33.985 29.947 25.128 - Cycling, Walking and Safer Routes 1.632 2.284 0.704 - Road Safety Improvement 0.000 0.475 0.000 - Vacant and Derelict Land 2.019 1.519 1.519 - Regeneration Capital Grant 0.737 1.225 0.889 - Place Based Investment Programme 1.510 2.723 2.723 -Inspiring School Age Childcare Spaces Programme 0.000 0.234 0.000 Glasgow City Region City Deal 0.000 0.000 0.000 Capital Receipts 2.000 1.340 1.017 Specific Reserves 1.192 1.422 1.422 Revenue Contribution 0.000 0.038 0.038 TOTAL FUNDING 77.849 78.296 66.450 24
Page 25
Appendix 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2023 TO 26 JANUARY 2024 Projects with Anticipated Underspends in 2023/2024, which will carry forward into 2024/2025 Project Name Project Type Completion Date Community and Enterprise Resources Phillipshill Cemetery - Extension Infrastructure May 2024 Play Parks - Various Infrastructure Throughout 2024/25 and beyond White Bridge Replacement, Chatelherault Country Park - Design Infrastructure April 2024 Larkhall Leisure Centre - Design New Build January 2025 TACT Hall - Heating Replacement Refurbishment May 2024 Priory Changing Pavilion, Blantyre Refurbishment September 2024 Rural Development Centre - Lanark New Build September 2024 2023/2024 Place Based Investment Programme - Various Regeneration September 2024 Vacant & Derelict Land - Cuningar Allotments Regeneration May 2024 City Deal Community Growth Areas - Woodfoot Road / Wellhall Road, Hamilton Infrastructure March 2025 Lanark Interchange Infrastructure June 2024 (ongoing discussions on funding) Education Resources Woodside Primary School - Adaptations Adaptations August 2024 Uddingston Nursery Expansion Adaptations August 2024 Crawforddyke Primary School - Toilet Adaptations Adaptations April 2024 Wooddean Early Learning Centre (formerly Clyde Terrace Nursery) New Build April 2024 Free School Meals Expansion Adaptations Throughout 2024/25 and beyond Finance and Corporate Resources IT Infrastructure Infrastructure Throughout 2024/25 25
Page 26
Appendix 3 (continued) SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2023 TO 26 JANUARY 2024 Projects with Anticipated Underspends in 2023/2024, which will carry forward into 2024/2025 Project Name Project Type Completion Date Housing and Technical Resources Prioritised Urgent Investment Refurbishment Throughout 2024/25 Lifecycle Replacement Schools Refurbishment Throughout 2024/25 Communities Facilities Fund Refurbishment Throughout 2024/25 Council Offices – Brandon Gate Adaptations June 2024 CEEF 2023/24 Programme Refurbishment June 2024 26
Page 27
Appendix 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2023/24 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2023 TO 26 JANUARY 2024 2023/24 Original Budget 2023/24 Revised Budget 2023/24 Budget to 26/01/24 2023/24 Actual to 26/01/24 £m £m £m £m Expenditure 2023/24 Budget 63.916 67.443 43.225 45.478 2023/24 Original Budget 2023/24 Revised Budget 2023/24 Actual to 26/01/24 £m £m £m Income Capital Receipts 0.000 1.683 1.905 Capital Receipts – Land Sales 0.000 0.000 0.018 Capital Funded from Current Revenue 27.162 27.162 27.162 Prudential Borrowing 17.302 23.166 8.419 Scottish Government Specific Grant: - New Build 16.632 10.048 7.843 - Open Market Purchase Scheme 2.700 5.264 0.000 - Mortgage to Rent 0.120 0.120 0.131 63.916 67.443 45.478 27
Page 28
28
Page 29
Report Agenda Item Report to: Executive Committee Date of Meeting: 20 March 2024 Report by: Executive Directors (Community and Enterprise Resources), (Finance and Corporate Resources) and (Education Resources) Subject: Employability Services 1. Purpose of Report 1.1. The purpose of the report is to provide an update on:- the transfer of Employability Services and related compliance activity from Education and Finance and Corporate Resources to Community and Enterprise Resources 2. Recommendation(s) 2.1. Executive Committee is asked to approve the following recommendations: - (1) to approve the transfer of the Employability and related Compliance activity from Education Resources and Finance and Corporate Resources to Community and Enterprise Resources as detailed in section 4 and 5 of the report. 3. Background 3.1 The Council currently delivers a range of employability and senior phase work-based learning programmes to priority groups. Since 2018, the management and delivery of services, together with compliance activity has been split across separate teams in Finance and Corporate Resources and Education Resources. Operational delivery has included a blend of in-house and external delivery of activity. 3.2 A report on the realignment of the Community and Enterprise Senior Management structure, which included the creation of a new Enterprise and Sustainable Development Service, was approved by the Community and Enterprise Resources Committee on 9 August 2022. The report highlighted the opportunity for the Council to look across its wider management structure and realign service provision where areas of common benefit could be identified. The proposed transfer of Employability Services to Community and Enterprise Resources within its Enterprise and Sustainable Development Service is the progression of this work, building on the report’s stated aspiration to deliver services in new and innovative ways. 4. Employability Programmes 4.1 Across the employability teams, the Council delivers and manages a range of programmes designed to support participants to develop the skills and experience to progress to and secure employment. Details of the programmes are set out at Appendix 1, a summary of which is detailed below: - 5 29
Page 30
School Employability Programmes GradU8, GradU8 Work Experience, Foundation Apprenticeships, Aspire. Post-school Employability Programmes AspireWorks, Gateway to Employment, Supported Employment, Rural Academy – South Lanarkshire College. Parental Employability Programmes Supporting Families, Making it Work for Parents – Routes to Work South, Upskilling, NHS Demonstrator and Connect2 Renewables Employability Initiative. 4.2 As part of the Scottish Government’s approach to funding employability through the No-one Left Behind (NOLB) programme, a range of employability funding streams have been devolved to Local Employability Partnerships (LEPS) via local authorities. In 2023/24 this funding increased, due partly to additional allocations to support the delivery of employability support to parents as part of the Tackling Child Poverty agenda. 5. Employability Next Steps 5.1 To build on the positive work that has been undertaken across the employability teams, it is proposed that responsibility for youth and adult employability will transfer from Education Resources and Finance and Corporate Resources to Community and Enterprise Resources along with Compliance support from 1 April 2024. This approach will bring a range of benefits to the delivery of Employability Services. 5.2 A single team approach will reduce duplication, allow for flexibility and maximise the impact of the Scottish and UK Government employability funding streams. The location of the Employability Service within Enterprise and Sustainable Development will provide significant opportunities to maximise the support provided to local employers. This will include opportunities to co-ordinate and jointly promote business grants and employer recruitment incentives and to support business growth through the development of skills pathways across the range of youth and adult employability programmes. 5.3 The new service will have responsibility for both post-school employability programmes as well school learning opportunities through the GradU8, Aspire and Foundation Apprenticeship programmes. As these programmes are an important part of the senior phase offer and play a key role in supporting the Council’s priority to continue to support school leavers into positive destinations, this activity will continue to be prioritised in the new service. The Employability Manager will continue to attend the Education Senior Leadership Team and will provide regular reports to the Education Resources Committee on the progress of the school-based programmes. 6. Employee Implications 6.1. Consultation has taken place with Trade Unions to support the movement of employees from Education Resources and Finance and Corporate Resources to Community and Enterprise Resources. 77 employees will transfer from the 2 employability teams. This includes 38 Finance and Corporate employees and 39 Education employees. In addition, 3 clerical staff from Education support services will transfer to the new team along with Compliance support. 7. Financial Implications 7.1. In order to facilitate the functions moving to Community and Enterprise Resources, a number of budget transfers are required. Table 1 details the various budgets which 30
Page 31
would be transferred to the Community and Enterprise Resources. This excludes budgeted grant income that will come direct to Community and Enterprise Resources. Table 1 – Proposed Budget Transfers Function Net Transfer £m Core Employability Management Team (FCR) 0.166 Mainly Staffing and minor Admin budgets. Employability Projects Team (FCR) 0.000 All spend is funded by external income including NOLB / Tackling Child Poverty, which will likely be confirmed in March 2024. This is temporary recurring funding which is anticipated to continue. Windfarm Projects (FCR) 0.000 All spend (est. at £0.062m) is funded by Windfarm Community Benefit monies. Funding and Compliance Team (FCR) 0.003 All staffing spends (est. at £0.075m) is funded by SPF income with minor Admin budget available (£0.003m). Aspire / Graduate (EDR) 1.010 £1.010m covering staffing, transport and other budgets. Total Transfer 1.179 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within this report. 9. Other Implications 9.1. The are no other implications arising from this report. 10. Impact Assessments and Consultation Arrangements 10.1. The relevant impact assessments have been carried out on the Council’s employability provision. 10.2 Consultation has taken place with the Trade Unions regarding this proposal. David Booth Executive Director (Community and Enterprise Resources) Jackie Taylor Executive Director (Finance and Corporate Resources) Carole McKenzie Executive Director (Education Resources) 11 March 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs. Fair, open and sustainable 31
Page 32
Priorities We need to put people first and reduce inequality. Outcomes Inspiring learners, transforming learning, strengthening partnerships Thriving business, fair jobs and vibrant town centres Previous References Community and Enterprise Committee, 9 August 2022, Realignment of Community and Enterprise Senior Management Structure Contact for Further Information If you would further information, please contact:- Douglas Hashagen – Employability Manager Tel; 0141 584 2915 Email: Douglas.Hashagen@southlanarkshire.gov.uk 32
Page 33
Appendix 1 Employability Programmes School Programmes GradU8 GradU8 is designed to enable young people to experience a college learning environment and achieve vocational qualifications. Young people can choose one of 12 subjects, which have been identified as providing sustainable employment opportunities in the local labour market and allow young people to develop skills and experiences to progress to college, employment or to continue their learning through a foundation or modern apprenticeship. Vocational Development Workers are onsite at colleges on a Monday and Friday and provide ongoing support to young people to support engagement, liaise with schools and support destination planning for any leavers. Delivery partners include South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College and local training providers. GradU8 Work Experience GradU8 Work Experience provides a long-term, work placement option for young people in the senior phase. The programme is timetabled on the same day as Gradu8, and placements are sourced by the Youth Employability Team. All young people are linked to the school Vocational Development Worker who supports them to complete a placement action plan. Foundation Apprenticeships Foundation Apprenticeships are a national senior phase option, funded by SDS and designed to allow young people to gain valuable, real-world work experience and access work-based learning while they are at school. Pupils attend college and work placements up to 2 days a week while at school. South Lanarkshire’s FA programme is delivered through consortium arrangements with South Lanarkshire College and New College Lanarkshire and pupils have access to 8 subject frameworks all delivered at SCQF level 6, the equivalent of a higher. • Accountancy • Business Skills • CDM • Mechanical Engineering • Engineering Systems • Civil Engineering • Financial Services • Software Development • Children & YP • Healthcare 33
Page 34
Aspire Aspire is a targeted keyworker-based support programme, designed to support young people in their last 6 months of education who are at risk of missing out on a positive destination of education, training or employment when they leave school. Young people are referred to the programme through school destination planning meetings and all young people have an individual keyworker who is responsible for engaging to assess their needs, develop individual plans and provide aftercare and destination planning support. Young people have the option to engage in a range of programmes including: • College tasters - A range of college-based programmes are available for including construction trades and creative industries. • RISE Groupwork - designed to focus on personal and social development, health and wellbeing & employability skills. • Individualised Keywork support- A bespoke programme of 1-1 support delivered flexibly around a young person’s needs. Post-school employability programmes AspireWorks The AspireWorks programme supports young people aged 16-19 (or older if care experienced) who have left school and require support to progress to employment or further learning. The keyworker-based programme operates across the employability pipeline including intensive one-to-one support for young people who are disengaged and more formal employability activity for young people who are closer to employment. The programme includes: • Flexible keywork support • Early engagement and action planning • Engagement activities and confidence building • Work placements and employer engagement • SQA Employability awards • Sector based programmes. • Aftercare Young people engaging on AspireWorks can also take part in the Reach programme – a groupwork based employability programme, delivered by RTWS to support young people to progress to employment. Gateway to Employment Gateway to Employment is a voluntary support program, delivered by Routes to Work South that supports South Lanarkshire residents aged 18+ experiencing barriers to employment to progress in their employability journey with support and to training to allow them to secure and sustain employment across all industry sectors. The programme offers a bespoke person centred 1-2-1 employability service where participants have an advisor to support them throughout their journey to employment or further education. Support offered includes, personal development, employability skills, CV support, Job search support, interview skills, mock interviews etc.) 34
Page 35
Training and development opportunities include industry specific sector-based training (Care, Hospitality etc.) and access to funding for bespoke customised training to meet the participants needs. Supported Employment The supported employment programme is targeted at young people and adults with additional support needs that require a longer-term approach. The programme is delivered following the 5-stage model of supported employment as adopted by Scottish Government and the Scottish Union of Supported Employment and includes 1 to 1 keyworker-based support and access to supported employment programmes including: • Project EmployAbility • DFN Project SEARCH • National 4 Skills For Employment • Pathways to Textile Care and Warehousing Rural Academy – South Lanarkshire College The rural academy, delivered by South Lanarkshire College from Lanark, offers unemployed residents of rural communities in South Lanarkshire free access to training advice and support. Opportunities include vocational learning, employability assistance including creating / updating CVs, training courses, employer lead training courses, interview techniques, assistance with online applications, cover letters, access to work placements. Parental employability programmes Parental employability programmes are funding under Scottish Government’s Tackling Child Poverty priority and provide a range of supports and learning to increase families’ income from employment. Eligible parents are from the priority groups of: • Lone Parents • Parents with disabilities • Young parents aged 25 years and less. • Minority ethnic families • Families with a disabled child • Families with 3 or more children • Families where the youngest child is under 1 year. Supporting Families The programme is a partnership between the Council, Clyde Gateway, SLLC and One Parent Families Scotland and provides early-stage individual and family support for families. The programme was initially delivered in Rutherglen before being rolled out to Cambuslang and Larkhall and will expand to Clydesdale communities in 2024/25. Support includes bespoke support with a particular focus on community connections, health and wellbeing and early-stage employability. Referrals are led by 35
Page 36
link early years and primary establishments and the initial roll out is focused on families with nursery and primary 1 age children. Making it Work for Parents – Routes to Work South The Making it Work programme provides employability support help parents to progress in their employability journey. RTWS work closely with Supporting Families to provide support for parents who are ready to progress to more structured employability support and training. Elements of the programme include: • An allocated key worker to support action planning. • Access to wellbeing, health, and holistic interventions • Strengths and Skills Assessment • Confidence building and personal development courses. • Access to training and volunteering opportunities • Money, budgeting, and debt advice • Help with career options, job applications, CV writing and interview skills. • Support to find a job or further education that suits your career aims. • Access to funding through the enablement fund • Support in work Upskilling The upskilling programme delivers targeted support for parents from the eligible groups who are employed in low wage or part time employment and require individual support and upskilling including training and re-training to improve their earnings from employment. The programme works with individuals and employers to identify training and accredited learning opportunities that can increase promotion prospects and maximise rates of pay as well as providing ongoing support, advice and guidance. NHS Demonstrator Parents from the priority groups can apply for various ringfenced posts within NHS and ISS at Hairmyres. These posts are supernumerary and are designed to be part time and flexible to provide working patterns that support family life. The posts are fully funded by South Lanarkshire Council through the Tackling Child Poverty programme and all participants are supported by an NHS employability job coach whilst employed. Connect2 Renewables Employability Initiative This employability initiative is funded from a proportion of the community benefit funds to support those residing within a 10km radius of Middle Muir Windfarm development in Crawfordjohn and 10km radius of Kype Muir Windfarm development in Strathaven. The programme provides enhanced support over and above that available through the programmes outlined above and opportunities include: • Funding for retraining and upskilling • Help with travel. 36
Page 37
• Into work Job Grant • Modern Apprentice start up Grant. • Support with Childcare Costs • Further and Higher Education grants • Employer Recruitment Incentives 37
Page 38
38
Page 39
Report Agenda Item Report to: Executive Committee Date of Meeting: 20 March 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Anti-Social Behaviour Strategy 2024 to 2029 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval from Executive Committee for the introduction of the revised Anti- social Behaviour Strategy with effect from 1 April 2024 2. Recommendations 2.1. The Committee is asked to approve the following recommendations:- (1) that the revised South Lanarkshire Anti-social Behaviour Strategy, attached as Appendix 1, be approved; (2) that the revised strategy be implemented with effect from 1 April 2024. 3. Background 3.1. The Anti-social Behaviour etc (Scotland) Act 2004 requires local authorities to prepare, publish and review a strategy for dealing with anti-social behaviour within the local authority area, in conjunction with Police Scotland. 3.2. The strategy covering the 2024 to 2029 period, is the fifth Anti-social Behaviour Strategy in South Lanarkshire since 2004. As with each of the previous strategies, the strategy has been developed as a partnership document between South Lanarkshire Council, Police Scotland and other key community safety partners. 4. Pre-consultation Stage 4.1. A period of pre-consultation was undertaken during the first half of 2023 to support the development of the draft strategy. This included:- undertaking a review of the existing strategy considering anti-social behaviour strategies produced by other local authorities engaging with key partners including Police Scotland, Scottish Fire and Rescue Service, Education Resources, Community and Enterprise Resources, Social Work Resources, and Victim Support to advise on the content of the revised strategy 4.2. The comments received and views expressed during the pre-consultation stage informed the consultative draft strategy. 5. Formal consultation process 5.1. The formal consultation process took place between 21 November 2023 and 26 January 2024. During this time, the consultative draft of the strategy was published on 6 39
Page 40
the South Lanarkshire Council website alongside an online survey which was promoted through social media channels. 5.2. As part of the consultation process, the council engaged directly with a wide range of partners and stakeholders who provided constructive and positive feedback. This included:- Tenant representatives of the South Lanarkshire Tenant Participation Coordination Group People affected by homelessness through the Homeless Service User Working Group Older people through the Sheltered Housing forum and a focus group with Seniors Together Young people through Regen:FX Elected members, through a special awareness session held on 26 January 2024 Partners who attend the Safer South Lanarkshire Steering Group Wider stakeholders including community justice partners and organisations working with families affected by imprisonment 5.3. Views were also sought from a number of specialist organisations who offer support and advice to veterans and members of the armed forces, care experienced young people, and carers. 5.4. In addition to feedback from partner organisations, 150 people shared their views on the draft strategy, expressing strong support for the proposed outcomes, and actions. Key feedback included support for:- Widening the links to other strategies and plans to include the council’s Litter Strategy and Community Justice Outcome Improvement Plan Continuing to build on the strong partnership working between the council, Police Scotland, and Scottish Fire and Rescue Service The ongoing importance of partners working together to provide high quality support to people experiencing anti-social behaviour 5.5. Views and comments received throughout the consultation were considered and incorporated as appropriate to inform the preparation of the finalised strategy. 6. Summary of key changes from current strategy 6.1. Subject to approval, the revised strategy will continue to build upon the council’s approach to tackling anti-social behaviour, with the following key changes:- A revised context to reflect the outcome of the recent review of the Safer South Lanarkshire Board and the removal of the Community Safety priorities that guided previous strategies A clearer focus on the four pillars of responding to anti-social behaviour – prevention, intervention, enforcement, and rehabilitation Greater emphasis on embedding a person-centred approach and delivering trauma-informed practice Alignment with new or updated strategies and plans, including the South Lanarkshire Council Litter Strategy 2022 to 2027. 40
Page 41
7. Proposed Outcomes 7.1. The proposed revised strategy aims to contribute to the South Lanarkshire Community Planning vision of ‘improving the quality of life for all’ in South Lanarkshire by ensuring equal access to opportunities and services to meet people’s needs. It aims to do this by preventing anti-social behaviour wherever possible and ensuring those impacted have access to the right support and services. 7.2. To achieve this, the strategy intends to deliver the following outcomes:- People behave responsibly in their attitude towards alcohol and are educated in relation to the impact of drugs People behave responsibly in relation to fire safety Domestic noise has less impact on people’s lives Litter and household waste is reduced, improving the safety and attractiveness of communities People can live safely in communities, with levels of disorder reduced Services for people affected by anti-social behaviour are easily accessible 7.3. The proposed Anti-social Behaviour Strategy 2024-2029 is contained within Appendix 1. 8. Next Steps 8.1. Subject to approval by the Executive Committee, it is recommended that the revised strategy will be implemented from 1 April 2024. 8.2. Progress in relation to the new strategy will be monitored through the partnership Anti- social Behaviour Strategy Implementation Group, with the first annual review scheduled for Executive Committee in summer 2025. 9. Employee Implications 9.1. There are no employee implications associated with this report. 10. Financial Implications 10.1. There are no financial implications associated with this report. 11. Climate Change, Sustainability and Environmental Implications 11.1. The Strategic Environmental Assessment (SEA) pre-screening determination concluded that a full SEA is not required for the Anti-social Behaviour Strategy 2024- 29 as it does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 12. Other Implications 12.1. There are no other implications as a result of this report. 12.2. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 13. Equality Impact Assessment and Consultation Arrangements 13.1. An equality impact assessment and Fairer Scotland duty assessment have been undertaken for the draft Anti-social Behaviour Strategy 2024-29. The assessments can be requested from Sharon Egan, Head of Housing Services and, subject to approval, the results will be published on the council website. 13.2. Consultation on the draft Anti-social Behaviour Strategy took place between November 2023 and January 2024. During this time, a range of key stakeholders 41
Page 42
including tenants and other customers, partner agencies, and external organisations were given the opportunity to comment on the proposed strategy. The views and comments received have contributed to the final version of the strategy. Stephen Gibson Executive Director (Housing and Technical Resources) 22 February 2024 Link(s) to Council Values/Priorities/Outcomes focused on people and their needs working with and respecting others accountable, effective, efficient and transparent Previous References Housing and Technical Resources Policy and Strategy Review Schedule 2022/23, Housing and Technical Resources Committee, 14 December 2022. List of Background Papers South Lanarkshire Anti-social Behaviour Strategy 2019-2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Sharon Egan, Head of Housing Services E-mail: sharon.egan@southlanarkshire.gov.uk 42
Page 43
Appendix 1 South Lanarkshire Council Anti-social Behaviour Strategy 2024- 29 43
Page 44
Contents 1. Background and context 2. What is Anti-social behaviour? 3. Legislative Framework 4. Strategic Framework 5. Anti-social Behaviour Strategy 2018-2022 – progress and achievements 6. The approach to Anti-social behaviour 7. Strategic Themes 8. Equalities 9. Monitoring and evaluation Anti-social Behaviour Action Plan Appendices Appendix 1: Action Plan 2024-2029 Appendix 2: Links to other plans and strategies 44
Page 45
1. Background and Context 1.1 Partners in South Lanarkshire have a strong established history of working together to tackle Anti-social behaviour. The purpose of this document is to set out partners shared understanding of Anti-social behaviour, the priorities that require to be addressed and the actions that will be taken over the next five years to help prevent and tackle Anti-social behaviour. 1.2 Anti-social behaviour is a complex, multi-faceted issue and requires a strong partnership approach to prevention, intervention, and enforcement where necessary. Perceptions, experiences, individual circumstances, and vulnerabilities can impact on victims of Anti- social behaviour, perpetrators and also the wider community. It is increasingly understood that complex health and socio-economic factors can influence anti-social behaviour. 1.3 The Anti-social Behaviour Strategy aims to contribute to the Community Planning vision of improving the quality of life for all in South Lanarkshire by ensuring equal access to opportunities and services to meet people’s needs. To do this, the council and its community safety partners adopt a person-centred approach encompassing trauma informed practice, focusing on prevention of Anti-social behaviour, early and effective interventions and robust enforcement where necessary. The approach is founded upon a clear appreciation that if left unchecked, Anti-social behaviour can escalate into more serious acts of criminality or disorder. 1.4 Building on this approach the Anti-social Behaviour Strategy 2024-29 aims to ensure that: • the impact of disorder, domestic noise, litter and the illegal disposal of waste is reduced across South Lanarkshire. • responsible behaviour in relation to fire safety and the use of alcohol and drugs is promoted and improved across South Lanarkshire. • residents across South Lanarkshire are aware of the services and support available to address anti-social behaviour. 2. What is Anti-social Behaviour? 2.1 Anti-social behaviour is currently defined by Section 143 of the Anti-social Behaviour etc. (Scotland) Act 2004, which states that a person engages in Anti-social conduct if they “Act in a manner that causes or is likely to cause alarm or distress; or pursue a course of conduct that causes or is likely to cause alarm or distress to at least one person not of the same household”. The legislation requires that “conduct includes speech; and a course of conduct must involve conduct on at least two occasions.” 2.2 It should be recognised that the above definition requires consideration alongside any associated legislation and statutory guidance. 3. Legislative framework 3.1 The Anti-social Behaviour etc. (Scotland) Act 2004 is the primary legislation for dealing with Anti-social behaviour in Scotland, however as Anti-social behaviour covers such a wide spectrum of behaviours this is supported by other legislation including: • Environmental Protection Act 1990 • Human Rights Act 1998 • Regulation of Investigatory Powers (Scotland) Act 2000 • Housing (Scotland) Act 2001 (as amended in 2014) • Equality Act 2010 • Community Empowerment (Scotland) Act 2015 • Children (Care and Justice) (Scotland) Bill (Currently Stage One) 45
Page 46
• Data Protection Act 1998 • General Data Protection Regulation 2016 4. Strategic Framework 4.1 Part One of the Anti-social Behaviour etc. (Scotland) Act 2004 places a statutory duty on the Local Authority and the Chief Constable of Police Scotland to prepare an Anti-social Behaviour Strategy. 4.2 “Promoting Positive Outcomes: Working Together to Prevent Anti-social Behaviour in Scotland 2009” is the Scottish Government’s national framework which established four pillars as providing the basis for a comprehensive response to Anti-social behaviour: • Prevention • Intervention • Enforcement • Rehabilitation 4.3 Prevention: requires foresight and planning in terms of taking measures which are likely to create a physical and social environment where Anti-social behaviour is less likely to arise. Such measures can start before the Anti-social behaviour is evident through a programme of proactive elements such as CCTV and a strong focus on education, support, community engagement and the creation of strong sustainable family environments. 4.4 Intervention: Early and effective intervention includes putting in place measures that will help to address problems at the earliest opportunity both in relation to individuals and communities. A variety of approaches and services from a range of statutory and voluntary agencies are needed to provide the choices and chances required to offer opportunities to divert people away from Anti-social behaviour. 4.5 Enforcement: Enforcement should be considered when effective interventions have been tried, failed, or deemed not appropriate. Enforcement requires to be appropriate, proportionate, timely, and supported by intervention, education, support, and rehabilitation. 4.6 Rehabilitation: There is a need to understand and assess the needs of individuals and communities in order to provide long-term solutions. An understanding and perception of the impact of Anti-social behaviour is necessary to fully break the cycle of offending and to provide the focus for services to fully integrate to deliver long-term solutions. 4.7 Locally, through the Anti-social Behaviour Implementation Group, the council and its community safety partners identified six Anti-social behaviour priority themes to be the focus of this strategy. These are: • Alcohol and substance related Anti-social behaviour. • Fire safety in relation to Anti-social behaviour. • Disorder, rowdy or undesirable behaviour. • Domestic Noise. • Environmental Anti-social Behaviour - Littering and fly-tipping (including inappropriate disposal of household waste and other items); Graffiti, vandalism, and property damage. • Deliberate Fire-setting. 4.8. The themes noted above have been used to inform the outcomes which the strategy will pursue, detailed in section 7. 46
Page 47
5. Anti-social Behaviour Strategy 2019-2023: Progress and Achievements 5.1 Detailed below are key areas of progress and achievements made during the last strategy demonstrating the difference the Anti-social Behaviour Services have made. Strategic Outcomes Progress and Achievements 2019-2023 People behave responsibly in their attitude to alcohol and the impact of drug misuse is reduced Build customer understanding During 2019/20 the play ‘Is This Me?’ was developed for schools depicting the negative effects alcohol can have on young people. As well as the play a 20-minute workshop was facilitated to explore the issues of alcohol with young people. In 2019/20, 1,254 pupils watched the drama and 94% agreed that they would be more confident to say ‘No’ to alcohol and 86% stated they worried about the health problems linked to alcohol. Due to the success of the play, it was digitalised in 2020/21 enabling schools to utilise on a more regular basis. Working with shopkeepers Bottle marking schemes were adopted throughout South Lanarkshire with Community Police carrying out initiatives within locally identified hotspots and licensed premises. Bottles sold from licensed premises are marked and where alcohol is seized from young people, the bottles can be checked using an ultraviolet light to trace the shop it was bought from and who supplied it. Local police then worked with shopkeepers and local authority licensing authorities to prevent sale of alcohol to underaged young people. Officers targeted known hotspot areas where large quantities of alcohol were seized from young people under 18. Follow-up visits were carried out to local premises involved in Bottle Marking to highlight the ongoing issues and two offences were detected where people were charged for supplying alcohol to young people under 18. People behave responsibly in relation to fire safety Effective engagement with young people During 2021/22, the Scottish Fire and Rescue Service (SFRS) delivered six Fire Reach courses. The aim of this course is to work with young people known for fire-setting behaviours to help build relationships with SFRS and other public services and build their resilience for not engaging in Anti-social behaviour. In total 53 young people from seven secondary schools from a variety of backgrounds completed the course, including young people known for fire-setting behaviours. This was three more courses than the target, and a 76% rise (23 young people) in participation from 2019/20 when the last face-to-face courses were able to be run. SFRS have delivered joint inputs to schools around fire related Anti- social behaviour, particularly around bonfire night, and during the summer to tackle water hydrant vandalism. Bonfire Planning To minimise disorder and to keep people safe in relation to bonfire night, a series of meetings with partners such as SFRS and Police Scotland are set up annually. As well as discussing any issues, a contact card is developed each year and distributed to partners which eases communication between services and helps resolve potential issues quickly, recognised as best practice by the Scottish Government. 47
Page 48
Strategic Outcomes Progress and Achievements 2019-2023 The impact of domestic noise is reduced Early intervention to resolve domestic noise In February 2021, a new protocol was launched between the council’s Environmental Services and Mediation Services, whereby complaints of domestic noise deemed not excessive and normal daily living noise are referred to Mediation to explore and reach agreement with neighbours to resolve. Throughout 2021/22, promotion of services to support households experiencing domestic noise issues has continued, including publication of key information on partners’ websites and social media feeds. Illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities Tackling litter and household waste The Good Neighbour project was developed during 2021/22 to encourage people to use waste collection bins correctly. This includes understanding how bin issues can escalate into neighbour disputes, affect the look of the environment, cause other environmental issues, and contribute to fire-setting. New CCTV has also been used specifically for inappropriate waste disposal and environmental Anti-social behaviour. Priority areas were identified for deployment by all partners involved, sharing information through existing structures including Community Safety HUBs and local Problem Solving Groups. Levels of disorder are reduced, improving safety within communities Targeted funding to improve services Through the winter period 2020/21, enhanced weekend services were provided by Police Scotland and the council's Community Warden Service and Anti-social Behaviour Investigation Team over a 20-week period to tackle disorder and Anti-social behaviour. In total 1,508 visits and patrols were carried out, with a range of actions taken including arrests for drugs, weapons, breach of the peace, threatening behaviour, issuing of fixed penalty notices. During this period there was an 83% reduction in crime and Anti-social behaviour. Partners engage with residents to promote and improve the availability of and access to services for those affected by Anti-social behaviour Facilitating effective engagement A range of digital and physical publicity materials were developed and delivered by partners to signpost the public to the Anti-social behaviour service or partner services. This included social media posts and news articles leading to an increased awareness of the service, with one article on the role of community wardens being viewed 3,090 times. Positive Intervention In 2021/22, the number of mediation referrals increased by 39% from the previous year to 246. This continues a positive trend of increasing the use of mediation to prevent Anti-social behaviour disputes escalating and to prevent future Anti-social behaviour occurring. Victim Support The Community Safety Partnership (CSP) allocated funding to Victim Support for an Anti-social Behaviour Support Co-ordinator over the lifetime of the previous strategy. During this time, 404 referrals were 48
Page 49
Strategic Outcomes Progress and Achievements 2019-2023 made to Victim Support in relation to people experiencing Anti-social behaviour. In response to one of these referrals, Victim Support provided emotional and practical support to a family while an Anti-social behaviour investigation was carried out. A safety assessment at the property was undertaken and additional security was provided through the Victim Support Scotland Emergency Assistance Fund. As a result, the family felt safer at home while the investigation was completed. 6. The Approach to Anti-social Behaviour 6.1 All partners involved in the development of this strategy understand the need to work collaboratively to achieve the common goals of keeping local communities safe and making the public feel safe. The council and its community safety partners recognise that tackling Anti-social behaviour is not the responsibility of one single agency, and collectively this strategy provides a commitment to ensuring that effective information sharing and joint working approaches will continue to prevent problems and ensure effective early interventions. Prior to implementation the Anti-social Behaviour Strategy requires formal approval from South Lanarkshire Council’s Executive Committee and Police Scotland. 6.2 This Anti-social Behaviour Strategy provides the framework by which community safety partners will work together to tackle Anti-social behaviour across South Lanarkshire over the next five years. It builds upon the strong partnership arrangements which are already in place and have a strong track record in delivering valuable services in South Lanarkshire. The diagram below shows the links between each of the community safety partners. 6.3 Strong partnership working is evident throughout this strategy and action plan, which can be found in Appendix 1, in the form of initiatives involving community safety partners such as Police Scotland, the Scottish Fire and Rescue Service, as well as council services and other agencies. 6.4 One example of partnership working, as highlighted within section 5 of the strategy, is where young people were referred by Police Scotland to the Fire Reach Programme which aims to develop key skills including team-working, leadership, confidence building and communication skills. The young people gained a Fire Skills Employability Award, an accredited learning programme which allows them to evidence training and identify transferable skills to help with education and employment opportunities. 49
Page 50
6.5 To support the joint approach to tackling Anti-social behaviour, a number of strategic, operational, and local groups have been established, as well as a series of specialist services. 6.6 The Safer South Lanarkshire Board delivers the council’s statutory function under the Police and Fire Reform (Scotland) Act 2012 of approving local police and fire plans and scrutinising their implementation. Membership of the Board consists of: • South Lanarkshire Council • Police Scotland • Scottish Fire and Rescue • Crown Office and Procurator Fiscal Service • NHS Lanarkshire • South Lanarkshire Alcohol and Drug Partnership • Victim Support Scotland 6.7 The Anti-social Behaviour Implementation Group (ASBIG) has been in place since 2004 and is responsible for directing, monitoring, and reporting on progress made in relation to the strategy. 6.8 Local Problem Solving Groups bring together the council and community safety partners to establish a common understanding of Anti-social behaviour and deliver a collaborative and consistent approach to tackling it. Six local problem solving groups operate across South Lanarkshire in the following areas: • Hamilton • East Kilbride and Strathaven • Blantyre, Bothwell and Uddingston • Clydesdale • Larkhall • Rutherglen and Cambuslang 6.9 The Joint Problem Solving Unit brings together a range of specialised Anti-social behaviour services which provide a co-ordinated response to addressing problems and preventing escalation. The unit is made up of the: • Police Scotland Local Authority Liaison Officer • Anti-social Behaviour Investigation Team • Mediation Service • Community Warden Service 6.10 The Joint Problem-Solving Unit aims to prevent Anti-social behaviour, or where this is unavoidable endeavour to ensure effective interventions are carried out as early as possible. Anti-social Behaviour Investigators may attend interviews with prospective new tenants, formal tenancy agreement signings or new tenant Settling In Visits in partnership with Housing Officers, to ensure that: • all appropriate supports are in place for successful tenancy sustainment. • expectations and responsibilities within the tenancy agreement are understood and adhered to. • the Anti-social behaviour approach and the potential consequences of Anti-social behaviour are explained. 6.11 Community Safety Hubs originated in 2019 bringing together partners such as Police Scotland and the council’s Joint Problem Solving Unit to discuss and coordinate potential resolutions to Anti-social behaviour issues. More recently Scottish Fire and Rescue Service have joined the community safety hubs as well as local housing staff. 50
Page 51
6.12 The Community Safety Hubs take place weekly in Cambuslang and Rutherglen, Clydesdale, East Kilbride, and Hamilton housing divisions, and this exchange of information and robust partnership working ensures that the most appropriate support, prevention and early interventions are in place to adopt a problem solving approach and stop matters escalating. 7. Outcomes 7.1 The strategy intends to deliver the following outcomes: • People behave responsibly in their attitude to alcohol and are educated in relation to the impact of drugs, with actions including reducing the impact of alcohol related Anti-social behaviour by promoting responsible behaviour in the sale of alcohol amongst retailers and delivering drug education workshops to schools in areas assessed as at highest risk. • People behave responsibly in relation to fire safety, with actions including the delivery of education programs to raise awareness of fire risk from refuse related Anti-social behaviour. • Domestic noise has less impact on people’s lives, with actions including early intervention and joint working with residents responsible for domestic noise to prevent escalation. • Litter and household waste is reduced, improving the safety and attractiveness of communities, with actions including the development of promotional material to raise awareness of the financial cost of littering, the development of preventative approaches to encourage the safe disposal of household waste, and the delivery of targeted patrols and Fixed Penalty Notices where inappropriate disposal of waste is identified. This aligns with and aims to support the partnership approach detailed within the South Lanarkshire Litter Strategy 2022-27. • People can live safely in communities, with levels of disorder reduced, with actions the use of CCTV to identify those responsible for disorder and Anti-social behaviour, the delivery of targeted diversionary activities to prevent and reduce levels of disorder, and the delivery of intensive support to address problematic behaviours. • Services for people affected by anti-social behaviour are easily accessible, with actions including the regular promotion of services for people affected by Anti-social behaviour including mediation, the warden service, the Anti-social Behaviour Investigation Team, and Victim Support. 8. Equalities 8.1 The council and its community safety partners are committed to encouraging equal opportunities and will work to actively remove any barriers that stop customers getting involved and ensure that all customers have equal access and an opportunity to take part. 8.2 To ensure that customers are treated fairly and are not disadvantaged in any way an Equality Impact Assessment will be carried out on this strategy to identify and mitigate any negative impacts and seek opportunities to promote equality. 8.3 In relation to the Fairer Scotland Duty a Fairer Scotland Duty Assessment will also be completed. 9. Monitoring and evaluation 9.1 Effectively monitoring and evaluation of the strategy is essential to assess success and ensuring that the required objectives are delivered. An annual review will be carried out to identify the success of the measures in relation to the actions and an annual report will be submitted each year to Executive Committee advising whether: • the priorities and actions set out in the strategy are being effectively progressed. • the actions are delivering the strategic objectives. • any requirement to review actions or measures. 51
Page 52
Appendix 1: Anti-social Behaviour Action Plan Outcome 1: People behave responsibly in their attitude towards alcohol and are educated in relation to the impact of drugs. Ref. Action Start Milestone/Target Lead Partner Progress A1.1 Promote responsible behaviour in the sale of alcohol amongst retailers. 2024/2025 Annual Police Scotland A1.2 Community Safety HUBs to identify areas/ target groups responsible for anti-social behaviour caused by alcohol consumption. 2024/2025 Annual Police Scotland (on behalf of Community Safety Hubs) A1.3 Partner agencies to co-ordinate and deliver interventions/diversionary activities in identified areas to target groups responsible for anti-social behaviour caused by alcohol. 2024/2025 Annual Police Scotland A1.4 Develop annual programme of communication/activities to promote positive behaviours in relation to alcohol consumption among young people. 2024/2025 Annual Education Resources A1.5 Deliver drug education workshops to schools in areas assessed as at highest risk 2024/2025 Annual Police Scotland Ref. Measures Baseline Target Responsibility Progress M1.1 The number of reported crimes of young people under aged 18 public drinking 3 Monitor against baseline M1.2 The number of people convicted of supplying alcohol to young people under 18. This applies to people running or working in a pub or shop, a parent or guardian, or anyone else. 2 Monitor against baseline M1.3 The number of drug education workshops delivered to schools in areas assessed as highest risk 697 Maintain against baseline 52
Page 53
Outcome 2: People behave responsibly in relation to fire safety. Ref. Action Start Milestone/Target Lead Partner Progress A2.1 Community Safety HUBs to identify areas/target groups responsible for secondary fires and anti- social behaviour caused by rubbish accumulations. 2024/2025 Annual Scottish Fire and Rescue Service A2.2 Deliver ‘Common Sense’ programme across localities identified as hot spots for secondary fires/rubbish accumulations to raise awareness and educate against refuse related anti-social behaviour. 2024/2025 Annual Joint Problem Solving Unit A2.3 Co-ordinate and deliver contact cards to each partner with operational details and support mechanisms in relation to organized fireworks and bonfire activities. 2024/25 Annual Joint Problem Solving Unit Ref. Measures Baseline Target Responsibility Progress M2.1 The number of deliberate secondary refuse fires attended by Scottish Fire and Rescue Service 505 Reduce against baseline Scottish Fire and Rescue Service M2.2 The number of reported crimes of wilful fire raising 153 Reduce against baseline Police Scotland M2.3 The number of fire related education programmes taking place in schools with regard to anti-social behaviour. 67 Monitor against baseline Scottish Fire and Rescue Service Outcome 3: Domestic noise has less impact on people’s lives. Ref. Action Start Milestone/Target Lead Partner Progress A3.1 Early intervention and joint working with residents responsible for domestic noise to remind them of potential consequences 2024/2025 Annual Community and Enterprise Resources/ 53
Page 54
Housing and Technical Resources A3.2 Provide advice and assistance to those experiencing this type of anti-social behaviour 2024/2025 Annual Community and Enterprise Resources/ Housing and Technical Resources Ref. Measures Baseline Target Responsibility Progress M3.1 Domestic noise complaints requiring attendance on site by Environmental Health, average time (hours) between time of complaints to attendance on site 2,775 of which 1,133 required a visit by officers. Average response time for complaints requiring a visit by officers was 35.4 minutes No target - for monitoring purposes only Community and Enterprise Resources (Environmental Services) Outcome 4: Litter and household waste is reduced, improving the safety and attractiveness of communities. Ref. Action Start Milestone/Target Lead Partner Progress A4.1 Develop promotional materials that will raise awareness of the financial costs of littering and 2024/2025 Annual Community and Enterprise Resources 54
Page 55
the impact this has on the ability to deliver other council services A4.2 Develop and implement prevention and early intervention programmes within targeted communities to encourage local residents to dispose of household waste responsibly, appropriately and safely (aligns with Litter Strategy 2022-27). 2024/2025 Annual Community and Enterprise Resources A4.3 Deliver targeted patrols within areas and issue Fixed Penalty Notices to those identified as responsible for inappropriate disposal of litter and household waste 2024/2025 Annual Community and Enterprise Resources Ref. Measures Baseline Target Responsibility Progress M4.1 The number of fly-tipping occurrences within the council area. (Grounds Services) 2994 Reduce against baseline Community and Enterprise Resources (Grounds Services) M4.2 The number of Fixed Penalty Notices(FPNs) issued for inappropriate disposal of litter and household waste. (Environmental Services) Fly Tipping FPNs - 20 Litter FPNs -1 No target - for monitoring purposes only Community and Enterprise Resources (Environmental Services) Outcome 5: People can live safely in communities, with levels of disorder reduced. Ref. Action Start Milestone/Target Lead Partner Progress A5.1 Community Safety HUBs to continue to identify areas/target groups responsible for anti-social behaviour disorder. 2024/2025 Annual Joint Problem Solving Unit A5.2 Deliver a range of actions to tackle reported 2024/2025 Annual Joint Problem Solving Unit 55
Page 56
Ref. Action Start Milestone/Target Lead Partner Progress incidents of anti-social behaviour relating to disorder, including: • Utilise deployable CCTV to identify those responsible, discourage anti- social behaviour disorder and provide public re- assurance. • Targeted and structured diversionary activities delivered across South Lanarkshire. A5.3 Problem Solving Groups to develop a multi- agency approach to tackling disorder issues at a local area level through prevention and direction of resources. 2024/2025 Annual Joint Problem Solving Unit A5.4 Breaking the Cycle Service will provide intensive housing support to families displaying anti- social behaviour, and other housing management issues, that require input to help them to sustain their tenancy. A Breaking the Cycle Support Officer will provide representation at the weekly Anti-social Behaviour hubs to offer advice and assistance with families identified as benefitting from intervention. 2024/2025 Annual Housing and Technical Resources Ref. Measures Baseline Target Responsibility Progress M5.1 Number of ASB incidents discussed at the HUB. 2724 No target for monitoring purposes only Joint Problem Solving Unit M5.2 Number of Group Six crimes (anti-social behaviour offences) which include:- 3462 Reduce against baseline Police Scotland 56
Page 57
Breach of the Peace Urinating/defecating in public 21 Drunk and incapable 5 Racially aggravated crimes 57 Licensing offences 26 Drinking in public 191 M5.3 Number of ASB Vandalism incidents received by the Police. 1681 Reduce against baseline Police Scotland Outcome 6: Services for people affected by anti-social behaviour are easily accessible. Ref. Action Start Milestone/Target Lead Partner Progress A6.1 Promote awareness, availability and encourage uptake of Victim Support Service to victims of anti-social behaviour. 2024/2025 Annual Victim Support Scotland A6.2 Continue promoting awareness of ASB services including Anti-social Behaviour Investigation Team, mediation service and warden service to all partners and stakeholders to encourage uptake and reporting. 2024/2025 Annual Partners A6.3 Provide advice and assistance to those affected. 2024/2025 Annual Housing and Technical Resources A6.4 Develop and deliver an annual programme of engagement to continue promoting awareness through the Communications Strategy on the range of anti-social behaviour services 2024/2025 Annual Joint Problem Solving Unit A6.5 Promote the availability of anti-social behaviour performance information to the public, including: • Anti-social Behaviour Annual Charter Return (Scottish Housing Regulator) • Local Police Plan • Local Scottish Fire and Rescue Plan 2024/2025 Annual Partners 57
Page 58
Ref. Measures Baseline Target Responsibility Progress M6.1 Number pf referrals and percentage from South Lanarkshire for ASB to Victim Support Number and percentage of referrals for ASB who engaged with the service to Victim Support 81(100%) 60 (74%) No target for monitoring purposes only Victim Support Scotland M6.2 Number of referrals made to the SLC Mediation Services for community mediation 418 Increase against baseline Joint Problem Solving Unit 58
Page 59
21 Appendix 2: Links to other plans and strategies The strategy is aligned with a range of other key strategies and plans including: South Lanarkshire Council Litter Strategy 2022-27 The Litter Strategy aims to make South Lanarkshire a cleaner place to live, work and visit; free of litter, fly-tipping, and dog waste. The strategy sets out a range of objectives, outputs, activities and expected outcomes for the council, its partners and its communities. South Lanarkshire Council Community Plan 2022-2032 The new community plan for South Lanarkshire sets out local outcomes the Community Planning Partnership will prioritise for improvement to achieve better outcomes for people across South Lanarkshire. Connect 2022-2027, South Lanarkshire Council Plan The Council Plan sets out the council’s vision, 'to improve the quality of life for everyone in South Lanarkshire'. The strategy identifies nine priority outcomes which contribute to the wider community planning agenda in tackling poverty and disadvantage within communities. South Lanarkshire Council Local Housing Strategy 2022-2027 The strategy sets out how the council and its partners will ensure South Lanarkshire has good quality housing of the right tenure, type and size in the right places to meet the range of needs and aspirations of residents. South Lanarkshire Council Housing and Technical Resources Resource Plan 2023-2024 The Resource Plan sets out the intended outcomes and priorities for 2023-2024. This is the main annual business planning document for the Resource and reflects the council’s key priorities as set out in the Council Plan ‘Connect’ and provides an overview of the Resource’s main areas of activity. South Lanarkshire Community Justice Outcome Improvement Plan 2024-29 The South Lanarkshire Community Justice Outcome Improvement Plan 2024-2029 sets out the strategic planning and development of community justice services in South Lanarkshire. This comprises of service delivery that enables rehabilitation of people who re-offend by tackling the root causes of why they offend and, by reducing the stigma that causes stress and social isolation for both them and their families. Police Scotland - Joint Strategy for Policing 2023-2026 The local police plan for 2023-2026 sets out the three key priorities of protecting communities, safeguarding citizens, and enhancing services to deliver the central aim of improving the safety and wellbeing of the people and communities in South Lanarkshire. Scottish Fire and Rescue Service – Strategic Plan 2022-2025 The Scottish Fire and Rescue Strategic Plan sets out the intended outcomes and priorities from 2022-2025, in line with the Fire and Rescue Framework for Scotland 2022. These high-level outcomes cover Prevention & Protection, Response, Innovation and Modernisation, Climate Change, Effective Governance and Performance, Partnership and People. Victim Support Scotland Strategy 2021-2026 The Victim Support Scotland Strategy 2021-2026 aims to empower people affected by crime by providing high quality, outcome focussed support and care to all those who need it and building productive partnerships aimed at improving the experiences of those affected by crime. If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 59
Page 60
60
Page 61
Report Agenda Item Report to: Executive Committee Date of Meeting: 20 March 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Council Tax - Second Home Dwellings 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] outline the powers available to vary council tax on second home dwellings and to consider the implementation of a change to the current approach from 1 April 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) consider the implementation of a 100% council tax surcharge on all second homes from 1 April 2024 (2) if (1) is agreed, that the Executive Committee approve the use of the additional revenue generated to benefit the Council’s Affordable Housing Supply Programme, as covered at section 5. [1recs] 3. Background 3.1. A second home is defined as a dwelling which is furnished and lived in for at least 25 days during any 12-month period but is no one’s sole or main residence. Second homeowners currently receive a 10% discount on their council tax for that property. 3.2. However, there has now been a change in the law through the Council Tax (Variation for Unoccupied Dwellings) (Scotland) Amendment Regulations 2023. This change enhances the Council’s discretionary powers under the Council Tax (Variation for Unoccupied Dwellings) (Scotland) Regulations 2013. This means the council can now add up to a maximum 100% surcharge on second homes – councils are able to double the council tax on second homes. Currently, this discretionary power only exists for long term empty properties. 3.3. The enhanced powers to implement a maximum 100% council tax surcharge on second homes become effective from 1 April 2024. The surcharge does not apply to water and wastewater charges. 3.4. While they constitute a relatively small proportion of the housing stock in South Lanarkshire and are not considered to play a significant role in limiting supply in any locality, second homes do reduce the supply of available housing. The application of a surcharge may, therefore, help to bring more properties into the housing market, an approach consistent with the Local Housing Strategy 2022-2027. 7 61
Page 62
3.5. A report presented to the Housing and Technical Resources Committee on 7 February 2024 detailed the significant increase in the levels of homelessness experienced in South Lanarkshire over the last two years. While South Lanarkshire remains a top performing local authority, there has been a considerable increase in the number of people applying to the council for assistance due to homelessness and a material backlog of homeless households awaiting permanent offers of housing. This coincides with the Scottish Government announcement that the Affordable Housing Supply Programme for 2024/25 will be cut by 26%, and the Chartered Institute of Housing declaring a ‘Scottish Housing Emergency’ at the national conference on 5 March 2024. 3.6. A report was provided to the meeting of the Executive Committee on 21 February 2024 for the consideration of a 100% surcharge, with no decision taken on the implementation of the surcharge for 2024/25. This report presents the same consideration with additional information provided on rural areas, possible economic impacts and ownership arrangements in section 5 and billing arrangements for affected properties in section 6. 4. Current Position 4.1. There are currently 174 domestic properties, out of a total property base of 158,939 in South Lanarkshire, categorised as second homes in the council tax system. These properties are privately owned and currently receive a 10% second homes discount to an annual value of £0.023m in total. 4.2. Annual council tax property charges levied on second homes currently amount to £0.208m and in-year collection levels are extremely high, expected to be more than 97% for 2023/24. 4.3. Second homes are spread throughout South Lanarkshire as summarised at Appendix 1. The numbers in each council tax band are outlined in the table below. Table 1: Council tax band of current second homes BAND NUMBER A 43 B 31 C 28 D 20 E 29 F 15 G 5 H 3 TOTAL 174 5. Proposal 5.1. With the objective of increasing the supply of properties into the housing market, it is requested the Committee considers utilisation of the discretionary powers contained within the ‘The Council Tax (Variation for Unoccupied Dwellings) (Scotland) Amendment Regulations 2023’ to implement a 100% surcharge on second home properties effective from 1 April 2024. If agreed, this means that a 200% council tax charge would apply to second homes. 62
Page 63
5.2. The annual property charges payable before and after the surcharge is applied is provided in Appendix 2. This also does not include water and sewerage charges that may be payable on the properties, as they are unaffected by the surcharge. 5.3. If agreed, operational procedures will be developed to ensure that the additional levy is accurately administered. No discretion will be available in individual circumstances to waive or amend the 100% surcharge. 5.4. There may be impacts of introducing the additional second homes charge in rural areas, with 39% of the second home properties in the mainly rural area of Clydesdale. For example, some owners may let out their property on a long-term basis or sell it. In these cases, this would result in additional housing stock becoming available. The potential availability of additional homes in mainly rural areas may be considered beneficial to local communities by making more properties accessible to local residents or to those looking to move to the area on a permanent basis, which in turn, could boost social and economic growth within these communities. 5.5. The properties currently listed as second homes are not considered to be someone’s sole or main residence, therefore, it is reasonable to assume the properties remain empty for long periods in the year. In the event a property is occupied for 3 months in the year, for example, it is recognised during this period there is likely to be a benefit to the local economy. However, for the remaining 9 months of the year the property would lie empty, providing no benefit to the local economy. 5.6. Consistent with the objective of supporting the Local Housing Strategy, the additional income generated will be allocated to the Affordable Housing Supply Programme. 5.7. There is also a risk of owners of second homes adopting alternative structures in the management of their second homes. Given the potential for the number of second homes reducing because of this, a prudent approach has been taken in considering the financial implications of the surcharge. This would be reviewed for 2025/26 considering actual income collected in 2024/25. The potential impact of this risk on the number of second homes and potential for their inclusion in the valuation roll has been notified to the Assessor for Lanarkshire Valuation Joint Board. 6. Customer Information 6.1. If approved, the council tax charge for second homes will be re-calculated and a revised bill will be issued to owners for 2024/25 during the first two weeks in April 2024. 7. Employee Implications 7.1. Existing staff from Benefits and Revenues Services would administer the changes to the policy. 8. Financial Implications 8.1. If agreed, it is estimated that an additional £0.126m will be raised annually through implementing the surcharge. The additional income will be provided to the council’s Affordable Housing Supply Programme which will support acquisitions and new affordable housing across South Lanarkshire in areas with greatest need and demand, linked to the council’s Strategic Housing Investment Plan. However, the income would not bridge the anticipated gap in funding arising from the 26% reduction in Affordable Housing Supply Programme for 2024/25. 8.2. One off set up costs relating to upgrading the council tax system are estimated at £0.010m and would be met from existing budgets. 63
Page 64
9. Climate Change, Sustainability and Environmental Implications 9.1. None. 10. Other Implications 10.1. There is a risk the introduction of a surcharge does not increase the supply of housing given the relatively low number of second homes in South Lanarkshire. 11 Equality Impact Assessment and Consultation Arrangements 11.1. An Equality Impact Assessment has been carried out and no negative impact on any specific equality group has been identified. No consultation has been carried out in relation to this policy. Jackie Taylor Executive Director (Finance and Corporate Resources) 11 March 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee of 7 February 2024 – Homelessness Pressures – Impacts and Proposals Executive Committee of 21 February 2024 – Council Tax Second Home Dwellings List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 64
Page 65
Appendix 1 Second Homes by Council Ward Ward Number Avondale and Stonehouse 16 Blantyre 2 Bothwell and Uddingston 15 Cambuslang East 3 Cambuslang West 6 Clydesdale East 38 Clydesdale North 16 Clydesdale South 7 Clydesdale West 6 East Kilbride Central North 8 East Kilbride Central South 7 East Kilbride East 7 East Kilbride South 2 East Kilbride West 7 Hamilton North and East 15 Hamilton South 3 Hamilton West and Earnock 4 Larkhall 2 Rutherglen Central and North 7 Rutherglen South 3 Total 174 65
Page 66
Appendix 2 Second Homes Property charge payable per Band based on 2023/24 charges Band Annual property charge £ Annual property charge currently payable (incl.10% discount) £ Annual property charge payable after 100% surcharge £ A 867.21 780.49 1,734.42 B 1,011.74 910.57 2,023.48 C 1,156.28 1,040.65 2,312.56 D 1,300.81 1,170.73 2,601.62 E 1,709.12 1,538.21 3,418.24 F 2,113.82 1,902.44 4,227.64 G 2,547.42 2,292.68 5,094.84 H 3,186.98 2,868.28 6,373.96 66