Agenda Document Pack - Performance and Review Scrutiny Forum - 25/11/2025
South Lanarkshire Council · 25 November 2025
Back to Performance and Review Scrutiny Forum — 25 November 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 17 November 2025 Dear Councillor Performance and Review Scrutiny Forum The Members listed below are requested to attend a meeting of the above Forum to be held as follows:- Date: Tuesday, 25 November 2025 Time: 14:00 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), Gerry Convery (Depute Chair), John Anderson, Maureen Chalmers, Maureen Devlin, Richard Lockhart, Katy Loudon, Davie McLachlan, Kirsten Robb, John Ross Substitutes Andrea Cowan, Gladys Ferguson-Miller, Martin Hose, Eileen Logan, Margaret B Walker 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Performance and Review Scrutiny Forum held on 19 August 2025 submitted for approval as a correct record. (Copy attached) 3 - 8 Item(s) for Consideration 3 Council Plan Connect 2022 to 2027: Quarter 2 Progress Report 2025/2026 Report dated 27 October 2025 by the Chief Executive. (Copy attached) 9 - 40 4 Resource Plans Red and Amber Results at Quarter 2, 2025/2026 Report dated 27 October 2025 by the Chief Executive. (Copy attached) 41 - 60 5 Local Government Benchmarking Framework (LGBF) 2023/2024 Results and Action Plan - Update Report dated 27 October 2025 by the Chief Executive. (Copy attached) 61 - 92 6 Accounts Commission Audit of Best Value – North Ayrshire Council Report dated 28 October 2025 by the Chief Executive. (Copy attached) 93 - 96 7 Transformational Reviews - Update Report dated 21 October 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 97 - 106 8 Bringing Contracts In-House Report dated 30 October 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 107 - 116 Urgent Business 9 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370 089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 2
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PERFORMANCE AND REVIEW SCRUTINY FORUM Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 19 August 2025 Chair: Councillor Joe Fagan Councillors Present: Councillor John Anderson, Councillor Maureen Chalmers, Councillor Gerry Convery (Depute), Councillor Andrea Cowan (substitute for Councillor John Ross), Councillor Maureen Devlin, Councillor Richard Lockhart, Councillor Katy Loudon, Councillor Kirsten Robb, Councillor Margaret B Walker (substitute for Councillor Davie McLachlan) Councillors' Apologies: Councillor Davie McLachlan, Councillor John Ross Attending: Chief Executive’s Service P Manning, Chief Executive; L Marshall, Assistant Finance Manager (Research); N Reid, Improvement and Community Planning Manager Community and Enterprise Resources A Brown, Head of Enterprise and Sustainable Development; K Carr, Head of Facilities, Waste and Grounds Services; S Laird, Engineering Manager; I Russell, Construction Manager Education Resources G Lambie, Performance, Planning and Operations Manager Finance and Corporate Resources J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); M Husband, Head of IT Services; S Jessup, Administration Assistant; L O’Hagan, Head of Finance (Strategy); T Slater, Administration Adviser Housing and Technical Resources H Philips, Performance Co-ordinator Health and Social Care/Social Work Resources M Kane, Service Manager (Performance and Support) 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Performance and Review Scrutiny Forum held on 17 June 2025 were submitted for approval as a correct record. The Forum decided: that the minutes be approved as a correct record. 3 Council Plan Connect 2022 to 2027 - Quarter 4 Progress Report 2024/2025 A report dated 14 July 2025 by the Chief Executive was submitted on the progress of ‘Connect’, the Council Plan 2022 to 2027, at the Quarter 4 Stage of 2024/2025. 2 3
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‘Connect’ detailed the Council’s vision, values, priorities and outcomes to be delivered in the 5- year period of the Plan. Of the 61 key strategic measures nominated for reporting against the Plan:- 6 projects had been completed 43 had met their timescale or target as per expectations 6 had minor slippage against timescale or minor shortfall against target 4 had major slippage against timescale or major shortfall against target 2 would be reported later/contextual A summary of the key achievements against each of the 6 ‘Connect’ Outcomes was contained in the report and the ‘Connect’ Performance Report for Quarter 4, 2024/2025, covering the period to the end of March 2025, was attached as Appendix 1 to the report. To aid scrutiny, a further analysis had been introduced, with any measures that had changed status between Quarters 2 and 4 being highlighted and an explanation provided for the change of status. On analysis of the measures, 5 had improved and 5 had shown a decline in performance, details of which were included at Appendix 2 to the report. The remaining measures showed a change from ‘Green’ or ‘Report later’ to ‘Blue/Green’ and required no further action. Information was also provided on Local Government Benchmarking Framework (LGBF) results, attached at Appendix 3, which focused on a subset of LGBF indicators aligned to the outcomes in ‘Connect’. This provided an opportunity to review strategically important benchmarking indicators and provided insight into the Council’s performance, as well as a comparison with the national average. It was highlighted that, while appendices 1 and 2 provided performance information relating to 2024/2025, due to the lag in LGBF data being provided, Appendix 3 related to the period up to 2023/2024. LGBF indicators would continue to be reported annually to the Forum and included in the Council’s public performance reporting arrangements, as published on the Council’s website. Officers responded to members’ questions in relation to:- the safe routes and communities programme progress in reducing the number of children travelling to school by car pupil attendance levels at secondary schools a decrease in the number of Living Wage employers and the criteria of specific Scottish Government grants statistics on SQA examination results for this year the work around young people who were in initial negative destinations after leaving school, with the Performance, Planning and Operations Manager agreeing to provide information on this and any lessons learned The Chair highlighted the current information in relation to the percentage of the road network that had been identified as requiring attention, which was marked as red, and how it was anticipated that the level of investment in 2025/2026 should lead to improvement in future updates. The Forum decided: (1) that the Connect Quarter 4 Progress report 2024/2025, as summarised at paragraph 4.5 and attached at Appendix 1 of the report, be noted; (2) that the key achievements, as detailed at paragraph 4.6 of the report, be noted; 4
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(3) that the additional scrutiny of measures that had changed status between Quarter 2 and Quarter 4, as summarised at paragraph 4.7 and detailed at Appendix 2 of the report, be noted; and (4) that the strategic subset of Local Government Benchmarking Framework (LGBF) Results, as detailed at paragraph 5 and Appendix 3 of the report, be noted. 4 Annual Performance Spotlights 2024/2025 A report dated 7 July 2025 by the Chief Executive was submitted on the Annual Performance Spotlights (APS) infographics for 2024/2025. The draft infographics contained in the 2024/2025 APS were attached as Appendix 1 to the report. For each infographic, trend information was included with a clear indication as to whether performance had improved and if the target had been met. A link was also provided directly below the infographic on the website to supporting data, further reports or more detailed information. Further explanatory narrative for those measures where targets had not been met or where performance had not improved in 2024/2025 was attached as Appendix 2 to the report. A suite of public performance reports, focusing on key areas of Council business, would continue to be prepared to complement the APS. Officers would continue to review the presentation of the APS and Public Performance Reporting generally to take account of any changes arising. The 2024/2025 Local Government Benchmarking Framework (LGBF) indicator results were not due to be published by the Local Government Improvement Service until January 2026 at the earliest. Those would be included in the Council’s public performance reporting material which was to be completed by the statutory deadline of 31 March 2026. The Accounts Commission had a statutory responsibility to define the performance information that councils must publish for performance comparisons and benchmarking purposes. The Accounts Commission had published their most recent refresh of the Direction in December 2024. The additional requirements and implications would be taken into account in the Council’s Public Performance Reporting material. The APS for 2024/2025 would become live on the Council’s website in September 2025, significantly in advance of the statutory deadline of 31 March 2026. The Improvement and Community Planning Manager responded to a member’s question in relation to the feedback received on the infographics and gave an undertaking to consider further work in this area in terms of asking people what they thought of the different elements of the performance offering. The Chief Executive highlighted that, while this report contained Council-wide information, often the context was for specific audiences, for example Education, Housing or Social Work, and the perception might differ, however, there was merit in looking at the feedback in more detail. In response to a member’s point, the Performance, Planning and Operations Manager advised that there was an error in relation to the infographic for the gap in attendance between secondary pupils from the least and most deprived areas in that the target had not been met. This had since been amended. 5
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In responding to a member’s question, the Head of Enterprise and Sustainable Development confirmed that the infographic on increased value of sales generated by businesses as a direct result of Economic Development intervention related to where the Council had provided a business grant and then, as a result, the company had generated sales. In terms of the number of jobs created or sustained as a direct result of Economic Development intervention, that was not specifically about business grants but was wider than that, for example in terms of advice given, inward investment, growth and connections with Scottish Enterprise. She agreed to provide members with further narrative on this. The Forum decided: that the report and the content of the Annual Performance Spotlights 2024/2025, which would go live on the Council’s website prior to the statutory deadline of 31 March 2026, be noted. 5 Accounts Commission Audit of Best Value – East Lothian Council and Renfrewshire Council A report dated 16 July 2025 by the Chief Executive was submitted on the key messages and recommendations from recent reports published by the Accounts Commission on Best Value. Towards the end of 2023, the Accounts Commission introduced a new approach to the Audit of Best Value to replace the Best Value Assurance Report (BVAR) arrangements which had run from 2018 to 2023. The approach consisted of brief Controller of Audit (CoA) reports accompanied by, and reflecting on, published annual audit reports. The CoA reports were considered by the Accounts Commission in public and reported publicly. Information was provided on the findings and key messages from the recent CoA reports on the following councils:- East Lothian Council Renfrewshire Council The Forum decided: that the key messages and recommendations within the Controller of Audit reports for East Lothian and Renfrewshire Councils be noted. 6 Transformational Reviews – Update A report dated 18 July 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Transformational Reviews that were part of the Council’s Transformational Change Programme for the year 2025/2026 and beyond. At its meeting on 26 June 2024, the Council’s Executive Committee noted the Transformational Change Programme that was required to drive continuous improvement and efficiencies, and link into the Budget Strategy over the next 3 years. Updates had been provided to previous meetings of the Forum. This report provided a further update on the following cross-cutting and Resource specific transformational reviews being undertaken:- Procurement In-house and Procured Services Fleet 6
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Organisational and Management Structures Overtime Depot Rationalisation Third Sector Review Factoring Long-term Estate Strategy South Lanarkshire Leisure and Culture Commissioning Plan Planning and Regulatory – Online Service Delivery, Digital Delivery and Consideration of Other Models Property Services – Efficiencies and Income Generation Separate update reports had also been included on the agenda for this meeting on:- Digital Transformation Customer Engagement The Forum decided: that the update on Transformational Reviews be noted. [Reference: Minutes of 17 June 2025 (Paragraph 4) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 9)] 7 Digital Transformation - Update Report A report dated 17 June 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Digital Transformation Review. The Terms of Reference for the review defined 3 key areas of focus, as outlined in paragraph 3.4 of the report, which primarily aimed to support Resources to achieve service delivery efficiencies. An action plan, detailing work across several related streams, was attached as Appendix 1 to the report. Key actions and progress since the last update included:- website enhancement – governance arrangements and project scope for this project were now in place, with a high-level plan anticipated to be ready by the end of August 2025 Copilot accelerator – this would look to build a model to rapidly deploy the capability of Microsoft Copilot to small cohorts across the Council to enable feedback capture to allow identification of benefits An update was provided on the following:- governance vision resourcing data quality skills capability mapping Engage Process Modeller benefits tracking The Forum decided: that the progress of the Digital Transformation Review, including the key highlights detailed in section 4 of the report, be noted. [Reference: Minutes of 17 June 2025 (Paragraph 7) and 19 November 2024 (Paragraph 6)] 7
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8 Customer Engagement Transformational Review – Update A report dated 23 July 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Customer Engagement Transformational Review. An update was provided on the following main areas of review activity:- process review and workshops local authority engagement customer surveys systems development an assessment of the maturity of the model a review of the capabilities and limitations of customer-facing IT systems, including Customer Relationship (CRM) and website engagement with Resource Management Teams a review of the website content consideration of the organisational structure used to deliver customer services across the Council The Forum decided: that the update on the Customer Engagement Transformational Review be noted. [Reference: Minutes of 7 June 2025 (Paragraph 8) and 19 November 2024 (Paragraph 6)] 9 Urgent Business There were no items of urgent business. 8
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 25 November 2025 Report by: Chief Executive Subject: Council Plan Connect 2022 to 2027: Quarter 2 Progress Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Council Plan Connect Quarter 2 Progress Report 2025/2026, for the period 1 April 2025 to 30 September 2025 [1purpose] 2. Recommendations 2.1. The Forum is asked to approve the following recommendation(s):- [] (1) that the Connect Quarter 2 Progress Report 2025/2026, summarised at paragraph 4.5. and attached as Appendix 1 of this report, be noted; (2) that the key achievements, as detailed at paragraph 4.6. of this report be noted; and (3) that the additional scrutiny of reporting the updated status of those measures identified as ‘report later’ at Quarter 4 2024/2025, as summarised in paragraph 4.7. and detailed at Appendix 2 of this report, be noted. [1recs] 3. Background 3.1. The Council Plan Connect covering the period 2022 to 2027 was approved by the full Council on 15 June 2022. A mid-term review of Connect was approved by the Executive Committee on 30 April 2025. The plan sets out the Council’s vision, values, priorities and outcomes for the five-year period. 3.2. As part of the performance reporting arrangements introduced in 2007, it was agreed that progress reports on the Council Plan would be provided at the mid-year point (Quarter 2) and at the end of the financial year (Quarter 4). This report provides a summary of progress on Connect as at the end of Quarter 2, 30 September 2025. 4. Quarter 2 Progress 2025/2026 4.1. The Council Plan offers flexibility, both at the Resource level and from one year to the next, in the choice of actions and measures required to deliver the Council’s outcomes. Alongside this flexibility, however, comes the requirement to ensure that the golden thread from Council Plan to Resource Plan remains unbroken. 4.2. The reporting framework for the Council Plan identifies key measures within Resource Plans which are taken and combined in a Connect report to provide a balanced picture of Council performance against Connect outcomes. 3 9
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4.3. A total of 266 measures have been identified from the 2025/2026 Resource Plans. Of those, 64 (24%) have been nominated as key strategic measures for reporting progress against Connect. 4.4. Progress to date against these measures is contained in the Connect Quarter 2 Performance Report 2025/2026, attached as Appendix 1. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure: Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 4.5. To ensure adequate scrutiny of performance across all Resources, individual Resource Committees receive details of all ‘red’ measures relating to that Resource including management actions, where applicable. In addition, the Council’s Performance and Review Scrutiny Forum may consider those measures across all Resources reporting a ‘red’ and/or ‘amber’ status. The overall summary of Connect progress to date is as follows: Status Measures Statistical Project Total % Blue N/A 5 5 8% Green 18 23 41 64% Amber 5 3 8 13% Red 0 0 0 0% Report later/Contextual 10 0 10 15% Totals 33 31 64 100% Data as at 27 Oct 2025 4.6. Key achievements to date against each of the six Connect Outcomes have been summarised in the following tables: 10
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4.6.1. Connect Outcome Communities and Environment Number of measures Blue Green Amber Red Report later Total 1 13 3 0 6 23 Achievements Since 1st April 2025 there have been over 75 individual submissions of people’s experience within Justice Services shared on Care Opinion. The stories highlight the impact interventions and relationship-based practices have had on people through their journey in justice services. This feedback is being used as part of developing Justice’s Outcome framework in partnership with Matter of Focus later in the year. Additionally, South Lanarkshire University Health and Social Care Partnership’s blog on ‘The power of lived experiences in Justice Services’ appeared on the national Care Opinion website. The blog spotlights the amazing work being done across the partnership in Justice Services, with the dedication to listening and learning truly prevalent. The blog speaks volumes to how important it is to champion Care Opinion, with the “strong, proactive network of Care Opinion Champions, who play a pivotal role in encouraging and supporting staff” being integral in this success. (Social Work Resources (SWR)) The percentage of properties with Full Fibre Connection has increased to 63.67%, an increase of 2.85% between April to September 2025, exceeding the annual target to reach 60% coverage. (Community and Enterprise Resources (CER)) Across our capital and revenue programme, 60 road maintenance schemes have been delivered (47 carriageway/13 footway). A programme of bridge and other structure projects have been completed, including works at Millheugh Bridge, Larkhall, Duke Street Multi Storey Car Park and Elvanfoot Bridge. (CER) The new station at Hairmyres was opened to passengers in May 2025 with the southern Park and Ride area. The northern Park and Ride area was opened in July 2025. (CER) Conference of Schools 3 (COS3): Empowering Future Climate Leaders - Led by the South Lanarkshire Youth Forum on Climate Change and Sustainability, COS3 brought together over 300 pupils and staff from 100 primary schools at Hamilton Palace Sports Grounds. The event showcased youth leadership in climate education, with strong interest from schools in replicating the model and continuing support for future forums. The event received praise from Education Scotland’s Chief Executive for its impact and pupil leadership. (Education Resources (EDR)) Over 60 schools now participate in the ‘Eco-Schools programme’ (Keep Scotland Beautiful), promoting whole-school sustainability through practical and pupil-driven projects. A successful ‘Waste Warrior pilot’ with P6 pupils from five primary schools has expanded to 21 additional schools, exploring innovative approaches to food waste reduction. (EDR) 11
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4.6.2. Connect Outcome Education and Learning Number of measures Blue Green Amber Red Report later Total 0 1 0 0 2 3 Achievements Literacy: Our P1/4/7 literacy is at its highest (74.6%) since 2016/2017, we have overtaken our previous pre-pandemic levels and remain above the national average for the fourth year in a row. S3 literacy remains above the national average and has increased since the pandemic and at its highest (73.8%) for fourth level since 2016/2017. Third level continues to show stronger performance at 92.4%. The literacy gap continues to close across P1/4/7 and in S3 our gap remains smaller than the national average. (EDR) Numeracy: Our P1/4/7 numeracy is (81.5%) consistently above the national average since 2016/2017 and has overtaken our pre-pandemic levels for the third year in a row. Third and fourth level numeracy also remain above the national average and fourth level has overtaken our pre pandemic levels. Our numeracy gap continues to close across P1/4/7 and in S3 our gap remains smaller than the national average. Inspections in session 2024/2025: 15 school and 4 Early Learning and Childcare inspections were carried out by His Majesty’s Inspector. All received positive outcomes, meeting or exceeding the national expectations with a grade of satisfactory or above awarded for all Quality Indicators. 9 of our establishments were also identified as having practice worth sharing nationally. (EDR) Leaver Destinations: The 2024/2025 academic year saw promising trends in attainment across most measures for our leavers as we observed continued improvements in the achievements of our learners. Our Positive Destination rate for all leavers remains consistently above the national average. (EDR) MCR Pathways Mentoring: This comprehensive programme provides dedicated mentored support to pupils from S3 through S6, with 288 pupils participating last session. Now active in all 20 South Lanarkshire secondary schools, the MCR Pathways programme continues to support pupils facing personal and academic challenges. (EDR) Instrumental Music Service (IMS) has continued to be a vital contributor to South Lanarkshire’s educational success, offering high-quality music education that is inclusive, aspirational, and community-focused. (EDR) 4.6.3. Connect Outcome Health and Wellbeing Number of measures Blue Green Amber Red Report later Total 1 5 0 0 2 8 Achievements Take Control, the commissioned Support for independent advice and information on Self-Directed Support, has now established a base within one of our local offices. They continue to bring service users and carers together in the provision of specific topic information such as recruitment of personal assistants, independent living funds, managing direct payments. (SWR) Lanarkshire Carers is celebrating 30 years of Caring in Lanarkshire. During Carers Week, June 2025, a range of activities were undertaken to raise awareness to carers supports and services. South Lanarkshire University Health and Social Care Partnership raised awareness to Carers Week (Caring in the workplace) with the flag raising ceremony, information sessions for staff, and publication of a carer’s information booklet. 12
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Lanarkshire Carers continues to develop online tools to assist carers think about their caring situation. Lanarkshire Carers, Carer Connected representatives, continue to share their lived experience and assist services to improve planning and delivery. They have visited the Scottish Parliament, heard about Local Development Plans, and engaged with “No need to Fall” workshops. (SWR) The team at MAPPA (Multi Agency Public Protection Arrangements) Lanarkshire won the title of Outstanding External Partner at the Police Scotland Lanarkshire Excellence Awards. MAPPA Lanarkshire aims to minimise the potential risks posed by serious violent and sexual offenders. To ensure the safety of the public and reduce the risk of harm, MAPPA can use a variety of safeguarding measures such as surveillance, curfews, electronic tagging, and sexual offence prevention orders. MAPPA Lanarkshire is delivered through a partnership between South and North Lanarkshire Councils and each MAPPA area works with a number of different organisations including Police Scotland, the Scottish Prison Service, and the NHS. (SWR) The Decider Skills Groupwork Programme for men in South Lanarkshire Justice Services was launched in July 2025 and groupwork is based on Cognitive Behavioural Therapy and Dialectical Behavioural Therapy, to focus on mental wellbeing and emotional regulation, enabling people to be more resilient, resourceful, responsible, mindful of their actions and as such support the development of more pro-social behaviours. This has been implemented within the Hamilton/Blantyre locality team and to date 6 groups have commenced. There have been 51 referrals in total with 32 people engaged and continuing to attend. (SWR) The £13m Transformation Fund is helping to modernise the leisure and culture asset base taking account of the following needs: to adapt and modernise; to address energy efficiency and decarbonisation of the estate; to reduce liabilities and cover costs of demolition; and to consider community accessibility. Projects completed at the end of quarter two include • Greenhills and Blantyre Library reprovision • Hillhouse and Earnock Community Centre refurbishment A range of additional projects were approved at Executive Committee in August 2025 and have now been added to the programme. This includes the replacement of the floating floor at Hamilton Water Palace and the replacement of the Whitemoss 3G pitch. (CER) Of the 40 new homes completed to date within 2025/2026, all have been built to ‘Housing for Varying Needs’ standards and are easily adaptable to accommodate tenant’s changing needs over time. 4 of the 40 (10%) were accessible for wheelchairs, achieving the target of 10% established in the Local Housing Strategy 2022 to 2027. The homes are located close to existing services, amenities and transport links allowing tenants to easily connect with the existing communities. The Council’s affordable housing supply programme continues to increase the supply of council homes across South Lanarkshire, with a focus on ensuring that the new homes provide for changing in peoples need over the course of time. (Housing and Technical Resources (HTR)) Emotion Coaching: Over 1,500 education staff have been trained by our Educational Psychologists in Emotion Coaching, an attachment-informed approach that helps children manage emotions. Post-training evaluations showed 88% of staff adapted their practice, with 84% reporting improved pupil wellbeing and 72% noting reduced distressed behaviour. Counselling Through Schools Service: Between April 2024 and March 2025, 1,745 young people accessed in-school counselling. Evaluations showed 87% of primary and 82% of secondary pupils reported improved wellbeing. (EDR) Attendance Campaign – ‘Every School Day Matters’: A Council-wide campaign launched to promote school attendance, especially among early years and primary pupils. Featuring real pupils and superhero-themed messaging, the 13
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campaign highlights the social and emotional benefits of regular attendance. It aligns with national priorities and has been widely promoted across schools. (EDR) 4.6.4. Connect Outcome Children and Young People Number of measures Blue Green Amber Red Report later Total 1 2 0 0 0 3 Achievements South Lanarkshire Family Connections Team established the Birth Roots support service in August 2025 to support birth parents whose children have been adopted. The service is due to launch in October 2025 and offers a safe, understanding space where parents whose children have been adopted can talk, take part in group activities, or just spend time with others who have been through something similar. (SWR) 100% of young people leaving care were provided with a housing options discussion which resulted in the development of an individual housing plan. 100% received a person housing pathway plan. (HTR) Improving Attendance: Over 120 schools and Education Scotland representatives attended the CQIS (Curriculum Quality and Improvement Service) Attendance Conference, focused on tackling attendance through collaboration and innovation. New South Lanarkshire Council attendance data tools were launched, enabling real-time data use and reducing admin time. These tools were rolled out authority-wide, supported by a comprehensive learning programme. Our persistent absence level for session 2024/2025 was 3.1% compared to 3.8% nationally. (EDR) Inclusion Conference 2025: Over 200 participants attended our “Embracing Diversity” themed Inclusion Conference in September 2025. Topics covered included A new vison for inclusive practice; embracing neurodiversity; embracing all behaviour as communication; embracing equality and embracing The Promise. (EDR) 4.6.5. Connect Outcome Housing and Land Number of measures Blue Green Amber Red Report later Total 1 12 0 0 0 13 Achievements Continued to increase the supply of affordable housing with the delivery of 96 homes been delivered during 2025/2026. This includes 40 new build and 56 properties have been acquired through the market purchase scheme. (HTR) Average days to relet a property decreased from 19.36 days in Quarter 2 (2024/2025) to 17.67 days in Quarter 2 (2025-2026). (HTR) Ensuring those with the highest housing need are prioritised with 60% of lets to urgent homeless (UH) households. (HTR) 4.6.6. Connect Outcome Our Economy Number of measures Blue Green Amber Red Report later Total 0 6 3 0 0 9 Achievements Following the approval of funding in the Council budget of £8m, the Hamilton Town Centre masterplan can move forward. A report was presented to Community and Enterprise Resource Committee in August 2025 setting out the proposals. (CER) 14
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4.6.7 In addition to working towards the six Connect Outcomes, the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified, under the heading Delivering the Plan and achieving Best Value. Related achievements to date are summarised in the following table: Delivering the Plan and achieving Best Value Number of measures Blue Green Amber Red Report later Total 1 2 2 0 0 5 Achievements Landlines in the UK are going digital. The existing analogue technology (the PSTN - Public Switched Telephone Network) which has supported phone, broadband and community alarm services for decades is being retired and switched off in January 2027. In advance of this the Council embarked on a large-scale programme to replace over 7,000 community alarms with new digital-ready devices and to implement new digitally ready Alarm Receiving Centre software, replacing outdated systems with a more resilient cloud- based solution. This work was completed over the summer of 2025 and offers efficiencies through flexible working, better data access and improved response to service interruption through the introduction of enhanced monitoring capability. (SWR) Against an extremely challenging set of socio-economic circumstances, positive performance, against previous year, was achieved in relation to:- • the percentage of gross rent arrears reduced over the same period from 7.26% Quarter 2 (2024/2025) to 6.61% in Quarter 2 (2025/2026). (HTR) The Digital Telecare Project has been formally signed off and closed. (Finance and Corporate Resources (FCR)) 4.7. Report Later Measures in the quarterly progress reports which are not blue, red, amber or green can be assigned a status of ‘report later’ or ‘contextual’. A further analysis introduced to aid scrutiny of performance, is to follow up the measures in these categories from the previous year’s Quarter 4 report. There were two ‘Report later’ measures identified in the Quarter 4 2024/2025 report: updates are detailed at Appendix 2. 5. Employee Implications 5.1. The outcomes noted within the Council Plan will inform the Resource Plans and in turn the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. Provision for meeting the Council Plan’s outcomes is reflected in both the Revenue and Capital budgets, and longer term, within the framework of the Council’s approved Financial Strategy. 15
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications arising from this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 8. Other Implications 8.1 A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 9. Integrated Impact Assessment and Consultation Requirements 9.1 This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2 There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 27 October 2025 Link(s) to Council Values/Priorities/Outcomes The Council Plan 2022 to 2027 reflects the overarching vision of South Lanarkshire Council and details its values, priorities and outcomes, including links to the Community Planning Partnership. Previous References South Lanarkshire Council of 15 June 2022 Executive Committee of 30 April 2025 Performance and Review Scrutiny Forum of 19 August 2025 Executive Committee of 27 August 2025 List of Background Papers Council Plan Connect 2022-27: approved by South Lanarkshire Council on 15 June 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Extension: 4904 (Phone: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk Performance: www.southlanarkshire.gov.uk/performance 16
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IMPROVe - SLC Performance Management System Report printed on 14 Nov 11:29 Quarter 2 : April 2025 - September 2025 (This represents the cumulative position to September 2025) Performance Report 2025-26 South Lanarkshire Council Connect Appendix 1 3 17
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IMPROVe - SLC Performance Management System Report printed on 14 Nov 11:29 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome / Theme Green Amber Red Report later / Contextual Total Communities and Environment 6 1 0 6 13 Education and Learning 0 0 0 2 2 Health and Wellbeing 5 0 0 2 7 Children and Young People 1 0 0 0 1 Housing and Land 4 0 0 0 4 Our Economy 1 2 0 0 3 Delivering the plan and achieving best value 1 2 0 0 3 Total 18 5 0 10 33 Page 1 18
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IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of road casualties in South Lanarkshire during 2025 Provisional casualty figures are available for first seven calendar months of 2025, when there were 146 casualties. Of these, there were two fatal casualties, 48 serious casualties and 96 slight casualties. There were no child fatal casualties, five children seriously injured and four children slightly injured. For the same period in 2024, there were 231 casualties. Of these, there was one fatality, 84 serious casualties and 146 slight casualties. For children in 2024, there were no child fatal casualties, seven children seriously injured and 19 children slightly injured. Green 382 146 284 370 382 Percentage of household waste sent to landfill in the calendar year 2025 This measure is reported per calendar year and the latest figures (0.83%) relate to the period from January to June 2025. Performance for the first half of the year is well within target. Green 5.00% 0.83% 1.84% 1.50% 1.32% Evidence the use of recycled stock as a percentage of all Equipu activity. To date, there have been a total of 2,239 items issued, of which (16%) 363 were recycled. The service is currently on target to meet / exceed the performance measure at this point in the financial year. The service ability to achieve the target as they progress through the year will be determined by the availability of recycled equipment within the Equipu store. In quarter 2, there was a total of 1,049 items, of which 18% (190) were recycled. The target of 10% has been achieved for the reporting period. Green 10% 16% ------ ------ 22% Percentage of properties with Superfast Broadband >30Mbps There has been a small increase in the percentage of properties with Superfast Broadband compared to last year. Government schemes are helping to connect the most remote properties in South Lanarkshire. Green 99.0% 99.0% 97.3% 97.9% 98.8% Land Audit Management System grounds maintenance score The Land Audit Management System (LAMS) score at quarter two was 72, equalling the annual target. Green 72.0 72.0 72.0 72.0 72.0 Page 2 19
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IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of our road network that should be considered for maintenance treatment (Roads Condition Index). This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 32.5% is based on the results for the period 2023-25. Report Later 32.5% ------ 30.8% 31.9% 32.5% Percentage of A class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 27.7% is based on the results for the period 2023-25. Report Later 27.7% ------ 23.9% 24.9% 27.7% Percentage of B class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 29.6% is based on the results for the period 2023-25. Report Later 29.6% ------ 26.1% 27.8% 29.6% Percentage of C class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 37.4% is based on the results for the period 2023-25. Report Later 37.4% ------ 35.6% 36.5% 36.5% Page 3 20
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IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of U class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 32.4% is based on the results for the period 2023-25. Report Later 32.4% ------ 31.6% 32.6% 32.4% Broad compliance with food law statutory requirements secured in premises During 2025-26, 97% (2,744) of food businesses that have been inspected were found to be broadly compliant with food law, food hygiene and food standards legislation. This compliance figure continues to exceed the annual target set for this measure. Since the new food law rating scheme came into affect, local authorities can focus resources on high risk and non-compliant businesses by conducting more frequent inspections in these establishments. Green 85.0% 97.0% 96.0% 95.0% 95.0% Reduce carbon emissions from council services (buildings, waste, transport etc.) The Council’s carbon emissions totalled 46,730 tCO2e (tonnes of carbon dioxide equivalent) in 2024-25. This shows a 70% reduction from the baseline year of 2005-06 and a reduction of 5% compared to 2023-24. The 2024-25 decrease in emissions is due to a reduction in gas and electricity consumption for the Council Estate and significant reduction in the emissions associated with the household waste collection. The Carbon Management report for 2024-25 will be presented at the Climate Change and Sustainability Committee on 12 November 2025. Report Later ------ ------ ------ 9.46% 5.00% Page 4 21
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IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of total household waste that is recycled in the calendar year 2025 This measure is reported per calendar year, so the figure shown (41.3%) relates to the period January to June 2025. During this period the garden waste permit scheme commenced and the potential for the scheme to have an impact on the recycling rate was a known risk associated with the project. However, the garden waste permit scheme is just one factor affecting the recycling rate, the other issue relates to bulky waste treatment. Until June 2025 bulky waste was sent to the Levenseat facility for recycling, since the facility closed the bulky waste has had to be diverted to landfill. The Service will continue to monitor waste data flow and identify impacts on waste statistics. Amber 50.00% 41.30% 41.20% 43.75% 41.80% Education and Learning Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of pupils entering positive destinations (initial destinations) Report to be provided at Quarter 4. Report Later 97.0% ------ 96.2% 96.9% 96.4% Percentage gap between pupils from the least and most deprived areas entering positive destinations Report to be provided at Quarter 4. Report Later 3.0% ------ 6.1% 2.9% 3.2% Health and Wellbeing Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of new build that are wheelchair accessible (RP) A total of 40 new builds homes were completed in the period of which 4 (10%) wheelchair accessible. Green 10.0% 10.0% ------ 19.2% 16.0% Percentage of Justice Social Work reports submitted to Court by the due date. To date, 97% (930 out of 956) of Justice Social Work reports have been submitted within timescale. In quarter 2, 98% (438 out of 449) of Justice Social Work reports have been submitted within timescale this is an increase from 97% in quarter 1. Green 95.0% 97.0% 98.0% 98.0% 97.0% Page 5 22
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IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators Health and Wellbeing Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of children and young people attending primary school Report to be provided at Quarter 4. Report Later 94.6% ------ 92.5% 92.9% 93.8% Percentage of children and young people attending secondary school Report to be provided at Quarter 4. Report Later 93.0% ------ 87.2% 87.9% 88.3% Percentage of reports submitted to the Children’s Reporter within agreed timescales. To date 87% (128 out of 147) reports submitted to the Children's Reporter within timescale. In quarter 2, 86% (59 out of 69) reports were submitted within timescales. This is an increase in performance from 85% in quarter 1. Green 75.0% 87.0% 77.0% 53.0% 72.0% Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders. To date, there was a total of 131 local authority guardianship visits due with 89% (116) being completed in time, exceeding the target. In quarter 2, there was a total of 56 local authority welfare guardianship visits due with 86% (48) being completed in time, exceeding the target of 75%. Performance reports remain available to the locality teams providing current performance levels. Green 75% 89% 93% 94% 91% Percentage of statutory supervising officer visits completed within timescale for private welfare guardianship orders. To date, there was a total of 941 private guardianship visits due with 82% (770) being completed in time, exceeding the target. In quarter 2, there was a total of 415 private guardianship visits due with 83% (344) being completed in time, exceeding the target of 75%. Performance reports remain available to the locality teams providing current performance levels. Green 75% 82% 93% 92% 87% Page 6 23
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IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators Children and Young People Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of care experienced children and young people accommodated in residential placements. As at 30 September 2025, there were a total of 737 Looked After Children, 668 (91%) were looked after in a community setting and 69 (9%) were looked after in a residential setting including local authority houses, secure accommodation and residential schools, the target has been maintained since 2021. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children, with continued support to children and young people within the community. South Lanarkshire are driving forward their commitment to supporting children and young people, where possible, in the community. The balance of care is being maintained despite: increasing volumes of unaccompanied asylum seeking children (UASC) referrals; increase in the volume of remands to secure care following the implementation of the Care and Justice (Scotland) Act 2024 and supporting young people’s rights to access continuing care. Green 10.0% 9.0% 10.0% 10.0% 10.0% Housing and Land Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of lets to Urgent homeless (UH) households (RP) Target achieved. Green 55.0% 60.0% 58.1% 62.9% 62.5% % of new tenancies sustained for more than a year for all lets (SSHC) (RP) Tenancy sustainment has remained strong within quarter 2 and target achieved. Green 88.00% 93.50% 92.00% 92.20% 91.90% % of Housing Options interventions where Homelessness prevented (RP) As at quarter 2, 833 (76%) homeless cases prevented. Green 70.0% 76.1% 65.9% 60.8% 60.0% % of response repairs completed on time Target achieved. Green 90.0% 95.1% 95.3% 97.0% 95.5% Page 7 24
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IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators Our Economy Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of participants supported via council-operated employability programmes There have been 860 people supported to participate in employability programmes at the end of quarter two. Figure reported here does not include number of participants for month of August 2025 (due to time of reporting). Figure will be reported in full in quarter three. Nevertheless, registrations are below profile; however numbers anticipated to increase significantly in quarter four when school leavers accessing Aspire from January 2026 will be included. Amber 2,400 860 1,687 2,663 3,059 Number of participants accessing further education or training There have been 339 participants who have moved into further education/training following employability programmes at the end of quarter two. Figure reported here does not include number of participants for month of August 2025 (due to time of reporting). Figure will be reported in full in quarter three. Nevertheless, registrations are below profile; however numbers anticipated to increase significantly in quarter four when school leavers accessing Aspire from January 2026 will be included. Green 600 339 536 870 804 Number of participants gaining sustainable employment There have been 302 participants who have moved into employment following support on employability programmes at the end of quarter two. Figure reported here does not include number of participants for month of August 2025 (due to time of reporting). Figure will be reported in full in quarter three. Nevertheless, registrations are below profile; however numbers anticipated to increase significantly in quarter four when school leavers accessing Aspire from January 2026 will be included. Amber 700 302 584 643 725 Page 8 25
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IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan Performance Indicators Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Customer Service Centre - % of calls answered Due to a high staff turnover, training, absences and new systems this has had an impact on our performance for the 1st and 2nd quarters of the year. We continue to work with Personnel Services regarding recruitment and in the management of absences. We have also arranged additional training and support on new systems. As a result we are now seeing a steady increase in performance levels. Amber 90.00% 84.00% 94.00% 91.00% 94.00% Customer Service Centre – average queue time (in seconds) Due to a high staff turnover, training, absences and new systems this has had an impact on our performance for the 1st and 2nd quarters of the year. We continue to work with Personnel Services regarding recruitment and in the management of absences. We have also arranged additional training and support on new systems. As a result we are now seeing a steady increase in performance levels. . Amber 250 402 134 252 187 Percentage of income due from Council Tax received by the end of the year - in year (incl water) The annual Council Tax collection target for 2025/2026 has been set at 95.6%. Council Tax collection rate is currently 60.31%, ahead of target by 0.05%. Green 95.60% 60.31% 96.77% 95.70% 95.69% Page 9 26
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome / Theme Complete Green Amber Red Report later Total Communities and Environment 1 7 2 0 0 10 Education and Learning 0 1 0 0 0 1 Health and Wellbeing 1 0 0 0 0 1 Children and Young People 1 1 0 0 0 2 Housing and Land 1 8 0 0 0 9 Our Economy 0 5 1 0 0 6 Delivering the plan and achieving best value 1 1 0 0 0 2 Total 5 23 3 0 0 31 Page 10 27
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IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan actions and measures Communities and Environment Action Measures Comments/ Progress Status Community Safety priorities are achieved Continue to support the Safer South Lanarkshire Board and work with partners to contribute to tackling identified community safety issues Continue to work through the Safer South Lanarkshire Board with partners to tackle identified community safety issues and scrutiny of local police and fire plans which contributes to wider national community safety issues and consultations. At the last meeting on 18 August 2025 the board considered the SLC response to the SFRS Service Delivery Review consultation as well as a quarterly update on the Community Safety Partnership. Green Take forward IT strategic developments Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of broadband and 4G/5G mobile services across the council area Revised business case developed and remains under consideration. Green Lead by example and influence area-wide climate change and sustainability action Implement the Sustainable Development and Climate change Strategy (2022-2027) Action Plan, and report progress at quarter two and quarter four to Climate Change and Sustainability Committee The 2025-26 Sustainable Development and Climate Change Action Plan has been finalised and approved at the Climate Change and Sustainability Committee. Work is progressing towards meeting actions outlined within the 2025-26 Action Plan since April this year. Progress updates will soon be gathered as part of the quarter two update. Aligning with committee dates, the quarter two action plan update will be reported to the Climate Change and Sustainability Committee in February 2026. Green Page 11 28
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The report will be presented at the Climate Change and Sustainability Committee on 12 November 2025 for approval before being submitted to the Scottish Government by the 30 November deadline. Green Deliver road and transportation infrastructure improvements to support new developments, including those undertaken as part of the City Deal Progress the Stewartfield Way Sustainable Transport Capacity Enhancements Project in line with the agreed programme A review of the programme is underway in terms of key milestones and resources. At this stage, the overall programme and spend remains largely within the same financial years as set out in the Outline Business Case (OBC). However, there may be some modest movement in terms of timescales; additional resources are being considered to minimise such movement. Planning permission is expected during the latter part of 2026, with a public consultation event during Summer / Autumn 2026. A Full Business Case (FBC) is expected to be secured in 2027 and construction will complete during 2028-29 with monitoring to follow. Green Launch and promote the Local Transport Strategy for South Lanarkshire Launch and promote the new Local Transport Strategy to Elected Members, partners and stakeholders by the end of 2025 The draft Local Transport Strategy (LTS) will be subject to a four week consultation period. Following the consultation period, committee approval will be sought to publish the final document before the end of the financial year. Green Page 12 29
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Green improve public transport infrastructure Deliver and complete the park and ride infrastructure associated with the new Hairmyres Transport Interchange by September 2025 The new station at Hairmyres was opened to passengers in May 2025 with the southern Park and Ride area. The northern Park and Ride area was opened in July 2025. All offsite works, new pedestrian facilities on Eaglesham Road/Strathnairn/St James Centre are complete. The new traffic signal controlled junction at Redwood Drive/Eaglesham Road and Greenhills Road is also complete with monitoring ongoing. The new East Kilbride station building is now open. Footway works to connect to the wider footway network were programmed to coincide with the opening. Complete Page 13 30
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The Evidence report to be presented to Full Council by September 2025 Data gathering, assessment and consultation has been ongoing, and will be reflected in the Evidence Report due to be reported to the Executive Committee on 5 November 2025 in line with timescales for reporting to Full Council in December 2025. Amber Preparation of South Lanarkshire Local Development Plan 3 (LDP3) Start work on the proposed plan, anticipated adoption in late 2027, prepare the first phase Evidence Report and submit to Scottish Ministers for Gatecheck by September 2025 and continued engagement and consultation in accordance with the Participation Statement in the Council's approved Development Plan Scheme The Evidence Report is programmed to be reported to Executive Committee on 5 November 2025. Following approval, and reference to Full Council, it will then be submitted to Scottish Ministers for Gatecheck. Amber Page 14 31
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Locally identified stretch aims including Equity targets focussed on the gap between learners in SIMD quintile 1 and SIMD quintile 5 have been set, and we will report on progress to the Education Resources Committee. Targets agreed and set. Incorporated within Education Resource Plan 2025-25. Green Sustain early years uptake for vulnerable two-year-olds to provide early access to quality ELC whilst providing families with flexible free early learning and childcare to support return to work Continue to engage with a range of partners to increase uptake of eligible 2-year-old places, and report on progress to Education Resources Committee. The Early Learning and Childcare service continue to meet with Health Visitors, Educational Psychologists, Social Work colleagues and a range of professional agencies that support families to promote the availability of 1140 hours free funded ELC for eligible children aged 2-3. Three times per year we contact all families who are in receipt of qualifying benefits, to advise them of their entitlement to 1140 free funded hours, explaining how they can access this across South Lanarkshire. Our admission process also advises parents in low income households how they can claim exemption to nursery fees meaning they too can access 1140 free funded ELC. We continue to deliver high quality and flexible provision that supports families to take part in training or seek employment. Our ongoing admission processes means that as soon as a child transitions from the 2-3 age group to the 3-5 age group, we allocate the vacant place to another 2 year old child within South Lanarkshire Council making their funding available from the Monday following their birthday rather than the term after their birthday allowing the earliest intervention to take place for our children. 44.8% of all children (1347) aged 2-3 years accessing 1140 hours of funded ELC, meet the eligibility criteria This equates to a 15.3% increase of children taking up their Complete Page 16 33
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Housing and Land Action Measures Comments/ Progress Status Work with Gypsy/Traveller residents to develop and implement a programme of site improvement Continue to deliver co-produced Site Masterplans at both sites, reflecting council and resident priorities (RP) Work ongoing to deliver the Gypsy Travellers Site Masterplans, with progress communicated through feedback from site managers, site meetings, and the publication of newsletters in August 2025. Green Ensure that Sheltered housing services are compliant with Care Inspectorate Inspection standards Complete Quality assurance checks to monitor and ensure compliance with care inspectorate standards (RP) Self assessment complete, Quality Assurance reflects high compliance. Green Physical regeneration work in priority areas Work with partners to bring 20 Long Term empty homes into use by March 2026 9 properties have been brought back into use between April and September 2025. Green Ensure effective involvement with tenants and other customer groups as well as Annual Scrutiny Programme 2025 developed June 2025 and implemented by March 2026 (RP) Scrutiny exercise has been completed in relation to the Tenancy Sustainment Fund and report is due by end of October 2025. The second and final scrutiny exercise undertaken in the 2nd half of the year on the role of the Housing Officer. Green Page 17 34
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Complete Delivery of the Rural Action Plan maximising existing and future funding through Community Led Local Development and Renewable Energy Fund Deliver the Rural Action Plan and report on progress to the Rural Task Force in February 2026 Work continues on delivering the Rural Action plan, developing projects to support transport, rural facilities and increase business and jobs. Progress report to Rural Task Force still scheduled for February 2026. Green Increase the number of new affordable homes Total new/additional affordable homes delivered per SHIP and reported to Housing and Technical Resources Committee (RP) In the period a total of 96 additional homes have been delivered as per the SHIP in 2025/26. This includes 40 new build units and 56 acquired through Market Purchase Scheme. Green Implement actions set out in the Homelessness Strategic Plan Annual review to HTR Committee August 2025 Review complete and most recent update on Homeless Strategic Plan was presented to Housing and Technical Resource Committee in August 2025. Green Improve energy efficiency of domestic stock to help address fuel poverty Deliver Housing Investment Programmes to improve the energy efficiency of existing council homes to reduce household bills and contribute towards relevant net zero targets £32.338m of refurbishment works approved for 2025/26 of which £9.779m is targeted towards energy efficiency works. There are three projects on site delivering External Wall insulation at Forth, Larkhall and Hamilton, a cavity wall insulation project is being progressed across South Lanarkshire. In the period 55 Properties were completed in Forth and work has started at 60 properties in Hamilton. Green Page 18 35
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SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Friday 14 November 2025 Council Plan actions and measures Our Economy Action Measures Comments/ Progress Status Implement the delivery of the approved of the East Kilbride Town Centre masterplan, working through the agreed project management schedule to secure a planned and managed transfer of the town centre and effective delivery of the key components of the masterplan Deliver the project management schedule, including the transfer of ownership, demolition strategy, design development, and legal agreements and approvals within the agreed timescales East Kilbride Masterplan project is progressing at pace with a number of parallel workstreams being progressed including: • The procurement of a demolition contractor is nearing completion • The legal agreements to hand over the property is now in final form • The strategy to secure vacant possession is in place • Work with a range of council services is ongoing to inform the final content of the civic hub • The planning permission in principle of the redevelopment will be lodged in November 2025 • Consultation is ongoing with the housebuilding industry and housing colleagues • Discussions are ongoing with the prospective purchaser around how they could work in partnership with the Council. Green Implement the delivery of the approved Hamilton Town Centre masterplan and deliver initial actions to enable the delivery of key project Deliver the agreed projects schedule to secure effective delivery of the key components of the masterplan to help secure change within agreed timescales Following approval of £8m funding from the Council budget for, a report was presented to Community and Enterprise Resources Committee in August 2025 providing an update on progress with the Hamilton Masterplan and outlining the priorities, including: • The design of the town square which is nearing completion allowing consultation with elected members and the public. The professional team will be appointed in early November 2025. • The sale of the Regent centre has completed, and discussions are ongoing around the way in which the owners and Council can work in partnership. • The demolition of the dangerous building at the Vogue, Keith Street will be completed in November 2025. Green Page 19 36
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Amber Deliver the Levelling Up Funded projects Delivery of the Levelling Up Fund grant funded projects through the Clydesdale Way and Shawfield Remediation, £14.6m funding from 2025/26, completion in line with the requirements set by the UK Government UK Government have confirmed the Levelling Up Fund (LUF) spend deadline has been extended to 31 March 2028. Clydesdale Way - Detailed design is in progress, building on the concept design work previously undertaken. Stakeholder engagement sessions took place in October 2025. Final routes will be determined by cost, feasibility and landowner consent, and works will be split into separate works packages to be delivered over the next few years. Shawfield: Clyde Gateway have extended the spend deadline to 31 March 2027 in line with UK Government guidance on flexibility. The current anticipated completion date for all three LUF funded projects is late 2026. The Council has released £5,369,204 to date, covering expenditure to the end of quarter one 2025-26. Green Prioritise business development advice, support and financial assistance to ensure businesses are able to continue to operate, whilst creating the right conditions for low carbon economic growth Work with Business Gateway (BG) to deliver on the revised Business Gateway delivery targets providing an annual progress report to Community and Enterprise Committee in August 2025 Annual update report on Business Gateway performance (for period 2024/25) was presented to Community and Enterprise Resources on 7 October 2025. Green Page 20 37
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Appendix 2 Connect: Quarter 4 2024-25 Progress - ‘Report later’ measures – update of status/comments Measure Comments at Quarter 4 2024-25 Updated status Updated comments Percentage of procurement spend on local enterprises (CER) This is a local government benchmarking framework indicator. The result for 2024-25 will be reported as part of the LGBF framework in early 2026 Report later No change – the 2024-25 results are still not available All P6s and P7s to receive free school meals in line with Scottish Government timescales (EDR) Awaiting confirmation from the Scottish Government of when the expansion of free school meals for all primary six and seven pupils will be rolled out. However, the Scottish Government has introduced free school meals to those pupils in primary six and seven who are in receipt of Scottish Children's Payment Report later Following the roll out to the expansion of free school meals for primary 6 and 7 in receipt of the Scottish Child payment from February 2025, there are no further timelines provided by Scottish Government on the complete roll out to remaining P6 & P7’s at this time. 3 39
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 25 November 2025 Report by: Chief Executive Subject: Resource Plans Red and Amber Results at Quarter 2, 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] • provide the Forum with summary information on performance measures where Resource Plans results at Quarter 2, 2025/2026 were recorded as either red or amber 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- (1) that the detail relating to red and amber results be noted; and (2) that remedial action or mitigation be noted. 3. Background 3.1. Since 2011, the Performance and Review Scrutiny Forum has received a report focusing on performance information where Quarter 2 Resource Plans results were recorded as being either red or amber. This approach enables a more targeted response to performance reporting than providing reports on all Connect and Resource Plan measures. The definition relating to red and amber status is as follows: Status Definition Red There has been major slippage against timescale or major shortfall against target Amber There has been minor slippage against timescale or minor shortfall against target 3.2. The information included within this report and Appendix 1 is a summary of the red and amber results from the Quarter 2 Resource Plan progress reports, presented to enable more detailed consideration and scrutiny as appropriate. 3.3. In addition to working towards the six Connect Outcomes, the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified, under the theme Delivering the Plan and achieving Best Value. 4 41
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4. Quarter 2 2025/2026 Red and Amber Results 4.1. In 2025/2026 there are 266 measures across all Resource Plans under the six Connect Outcomes, and the theme Delivering the Plan and achieving Best Value. The majority of these (237 or 89%) were reported as blue/green/report later at Quarter 2, with the remaining 29 measures reported as red or amber. 4.2. Table 1 below provides a summary of the red and amber results by Resource over the last three years. Table 1 – Red and Amber Performance Results by Resource (as at 13 Nov 2025) Resource Red Amber Total 23/24 24/25 25/26 23/24 24/25 25/26 23/24 24/25 25/26 Community and Enterprise - 1 0 13 8 12 13 9 13 Education - - 0 - 2 1 - 2 1 Finance and Corporate - 1 4 3 4 4 3 5 8 Housing and Technical - 1 0 8 3 4 8 4 4 Social Work 1 3 4 4 1 0 5 4 4 Total 1 6 8 28 18 21 29 24 29 4.3. There has been a small increase in the number of red/amber status measures reported in comparison to the previous year. This is due in part to a continuing, comprehensive review of measures and targets which has resulted in greater clarity in the results, which facilitates assigning the most appropriate status. 4.4. Table 2 below shows the red and amber results by Outcome/theme. Table 2 – Analysis per Outcome/theme: 2025/2026 (as at 13 Nov 2025) Connect Outcome/theme Red Amber Total Communities and environment 1 6 7 Education and learning 0 0 0 Health and wellbeing 2 3 5 Children and young people 0 1 1 Housing and land 0 3 3 Our economy 0 4 4 Delivering the plan and achieving Best Value 5 4 9 Total 8 29 29 4.5. A detailed explanation on progress to date is included in Appendix 1: statistical/ quantitative measures are listed first, followed by project measures, all grouped per Connect Outcome/theme. These explanations provide details surrounding the circumstances which have given rise to the red/amber status, including unforeseen changes in timescales or circumstances, or work being underway but not yet complete. Progress updates provide revised timescales for completion and management action, where relevant. 42
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5. Next steps 5.1. The Forum is asked to note the detail included within Appendix 1. 6. Employee Implications 6.1. The Outcomes noted in the Council Plan will inform the Resource Plans and in turn the Performance Appraisal process for individual employees. 7. Financial Implications 7.1. Provision for meeting the Council Plan’s Outcomes is reflected in both the Revenue and Capital budgets, and longer term, within the framework of the Council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. Any Climate Change, Sustainability and Environmental implications relating to this report have been considered as part of the Resource Planning process. 9. Other Implications 9.1. None. 9.2. In respect of risk, the detail of this report will provide the Corporate Management Team with targeted performance information on a timely basis to allow it to adequately perform its scrutiny role. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 27 October 2025 Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Previous References Report to Performance and Review Scrutiny Forum 31 May 2011: Performance and Review Scrutiny Forum - Performance Reporting Arrangements List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk 43
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IMPROVe - SLC Performance Management System Report printed on 13 Nov 11:19 Quarter 2 : April 2025 - September 2025 South Lanarkshire Council All Resource Plan - Red and Amber Measures Report (This represents the cumulative position to September 2025) Performance Report 2025-26 Appendix 1 4 45
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IMPROVe - SLC Performance Management System Report printed on 13 Nov 11:19 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 7 1 1 7 16 Education and Learning 0 0 0 10 10 Health and Wellbeing 14 2 2 2 20 Children and Young People 3 0 0 3 6 Housing and Land 12 1 0 8 21 Our Economy 2 2 0 1 5 Delivering the plan and achieving best value 21 4 2 3 30 Total 59 10 5 34 108 Page 1 46
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Communities and Environment Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of total household waste that is recycled in the calendar year 2025 This measure is reported per calendar year so the figure shown (41.3%) relates to the period January to June 2025. During this period the garden waste permit scheme commenced. The potential for the scheme to have an impact on the recycling rate was a known risk associated with the project, however this is just one factor affecting the recycling rate. The Service will continue to monitor waste data flow and identify impacts on waste statistics. Amber 50.00% 41.30% 41.20% 43.75% 41.80% Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Recycle and reuse community alarms per month To date, 273 alert alarms in total have been reused, saving £46,200 and contributing to environmental sustainability. In quarter 2, there was a total of 82 alert alarms recycled and reused contributing to savings of £13,776. The TEC team aims to identify and recycle 60 alarms per month; this target has not been achieved for reporting period. O2 is switching off the 2G network, which means the service need to replace around 3,000 older digital alert alarms with newer 4G models. Unfortunately, the old 2G alarms cannot be recycled, which has temporarily affected the recycling performance. Once all the new alarms are installed, the service expect the recycling performance figures to return to normal, this situation is out with South Lanarkshire’s control. Red 720 273 ------ ------ ------ Page 2 47
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Health and Wellbeing Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Level of primary school meal uptake (as a proportion of total primary school meals which could be taken up over the period) School meal uptake as of quarter two is at 62%. This is below the annual target but we are expected to meet target by end of year. Amber 66.0% 62.0% 66.0% 69.2% 65.0% Level of secondary school meal uptake (as a proportion of total secondary school meals which could be taken up over the period) The uptake of free school meals in secondary schools is expected to increase as there are 269 pupils that are newly eligible for free school meals through the Test of Change S1 to S3 scheme. Amber 38.0% 34.0% 38.0% 39.9% 40.0% Page 3 48
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Customer Service Centre - % of calls answered Due to a high staff turnover, training, absences and new systems this has had an impact on our performance for the 1st and 2nd quarters of the year. We continue to work with Personnel Services regarding recruitment and in the management of absences. We have also arranged additional training and support on new systems. As a result we are now seeing a steady increase in performance levels. Amber 90.00% 84.00% 94.00% 91.00% 94.00% Customer Service Centre – average queue time (in seconds) Due to a high staff turnover, training, absences and new systems this has had an impact on our performance for the 1st and 2nd quarters of the year. We continue to work with Personnel Services regarding recruitment and in the management of absences. We have also arranged additional training and support on new systems. As a result we are now seeing a steady increase in performance levels. . Amber 250 402 134 252 187 Money Matters Advice – 86% of all claims for benefits to be successful (New) Delays by SSS processing some claims – up to 7 months currently Amber 86.0% 83.0% ------ ------ 89.0% Page 6 51
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Liquor licensing processing target - 97% within service targets Despite improvements in performance in Quarter 2 the annual result fell below the target. July was particularly challenging for the Team due to preparation for annual fee invoices, and the increase in marriage registrations, as well as an increase in civic and liquor applications, alongside other ongoing business and summer annual leave. The months of August and September were improved and successful in meeting the targets. Workload is prioritised depending on the nature of business and priority is given to urgent time critical service requests. Red 97.0% 84.2% 96.0% 94.0% 80.5% Registration processing target - 97.5% within service targets Despite improvements in performance in Quarter 2 the annual result fell below the target. July was particularly challenging for the Team due to preparation for annual fee invoices, and the increase in marriage registrations, as well as an increase in civic and liquor applications, alongside other ongoing business and summer annual leave. The months of August and September were improved and successful in meeting the targets. Workload is prioritised depending on the nature of business and priority is given to urgent time critical service requests. Red 97.5% 86.1% 99.0% 99.0% 95.0% Sundry Income collection There are currently a number of high value invoices outstanding, which have largely contributed to performance being slightly behind target. We are actively pursuing customers to secure payment, as well as liaising with colleagues across the council to resolve disputes and recommend appropriate cases for write-off and resolution to the non-payment of debt. Amber 97.5% 97.1% 98.3% 96.9% 98.2% Page 7 52
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 1 26 5 0 0 32 Education and Learning 0 12 0 0 0 12 Health and Wellbeing 1 15 1 0 1 18 Children and Young People 3 19 1 0 2 25 Housing and Land 3 32 2 0 0 37 Our Economy 0 12 2 0 0 14 Delivering the plan and achieving best value 2 12 0 3 3 20 Total 10 128 11 3 6 158 Page 8 53
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Measures Comments/ Progress Status Prepare an Open Space Strategy Present a draft Open Space Strategy to Planning Committee by end of September 2025 The recent focus has been on the preparation of a Play Sufficiency Assessment which is required to be included with the Local Development Plan (LDP) Evidence Report. The Open Space Strategy (OSS) will flow from, and be informed by this, therefore programming has been put back to 2026. This will also allow it to be informed by the LDP3 Call for Ideas taking place in the first half of 2026. In the meantime, a detailed assessment of the open space audit has been carried out together with extensive engagement. Amber Prepare an Open Space Strategy in partnership with Glasgow and Clyde Valley Green Network Partnership and other council services Carry out statutory consultation on the draft Open Space Strategy in November 2025 Due to the reprogramming of the Open Space Strategy (OSS), consultation on the draft strategy will be delayed. However, extensive engagement to gather views on the quality and quantity of open space has been carried out and this will inform the draft OSS. Amber Final approval of the Open Space Strategy by June 2026 Changes to the timescale for preparing the Open Space Strategy (OSS) means that the June 2026 target will not be met. However, information received through the Local Development Plan (LDP) Evidence Report process and the Play Sufficiency Assessment production will reduce the slippage in the timescale for approval of the OSS. Amber Page 9 54
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Communities and Environment The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Action Measures Comments/ Progress Status Ensure national planning policy set out in National Planning Framework 4 in relation to climate change, biodiversity and sustainable travel is embedded in decision making process for planning applications and the preparation of the South Lanarkshire Local Development Plan 3 Gather and assess data on these topics for inclusion in the Evidence Report for LDP3 and to aid decision making. The Evidence report to be presented to Full Council by September 2025 Data gathering, assessment and consultation has been ongoing, and will be reflected in the Evidence Report due to be reported to the Executive Committee on 5 November 2025 in line with timescales for reporting to Full Council in December 2025. Amber Modernise and decarbonise the council's fleet Review and produce a revised Fleet Strategy (2025-2030) and Action Plan An update to the Fleet Strategy is now underway but progress has been impacted on by other priorities. A recent recruitment exercise has now provided some stability to focus on this key piece of work. A paper will be presented to a future Committee but this may now slip into 2026-27. Amber Page 10 55
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Health and Wellbeing Improve physical, mental and emotional health of learners and their families Action Measures Comments/ Progress Status Implement the recommendations from the 2024-25 Council Review of Secondary Social, Emotional, Behavioural Needs Provision Provide phased inclusive, safe and caring environments for Secondary aged children and young people with social, emotional, and behavioural needs through multiagency implementation group A revised strategic direction for SEBN is currently being considered as part of a wider approach to strengthen support for children and young people with ASN across SLC. This includes exploring more integrated and responsive models of provision that align with evolving needs and priorities in Education Amber Children and Young People Improve the health and wellbeing of children, young people and families Action Measures Comments/ Progress Status Contribute to effective joint working to protect and promote the wellbeing of children, young people and adults Continue to deliver the SHORE standards (Sustainable Housing on Release for Everyone) standards, by providing appropriate support to 80% of individuals leaving prison with identified housing need (RP) In quarter 2, 53 Liberation appointments were made with 64% of these being successful. The SHORE team has gone through a change with three new Housing Officers in post. Due to the training required prior to attending the prison the liberation appointments for quarter 2 were lower than normal. Expect appointments to increase in quarter 3. Amber Page 11 56
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Housing and Land Manage the council's portfolio of properties and land Action Measures Comments/ Progress Status Project Management of General Services Projects The General Services Programme spend will be achieved for the financial year Spend to Period 6 £13.487m. Revised 2025/26 Budget £68.985m. Amber More energy efficient council homes Action Measures Comments/ Progress Status Improve energy efficiency of domestic stock to help address fuel poverty Subject to external grant funding, progress feasibility study for the Calderwood multi-storey heating upgrade The preferred contractor was placed in administration at the end of July 2025. However, they had not been formally appointed to carry out the project works. Work is ongoing to procure a new contractor, and it is anticipated that a mini-competition procurement exercise will be undertaken utilising the PfH framework contractors who continue to offer to bring forward funding opportunities that will assist with the delivery of this project. Initial discussions have taken place to identify the potential contractors and engagement will commence early November 2025. Amber Page 12 57
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Our Economy Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status Promote sustainable economic development across South Lanarkshire Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of the South Lanarkshire Economic Strategy (2022-2027) Report/review still to be carried out. Amber Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Action Measures Comments/ Progress Status Preparation of South Lanarkshire Local Development Plan 3 (LDP3) Start work on the proposed plan, anticipated adoption in late 2027, prepare the first phase Evidence Report and submit to Scottish Ministers for Gatecheck by September 2025 and continued engagement and consultation in accordance with the Participation Statement in the Council's approved Development Plan Scheme The Evidence Report is programmed to be reported to Executive Committee on 5 November 2025. Following approval, and reference to Full Council, it will then be submitted to Scottish Ministers for Gatecheck. Amber Page 13 58
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IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025IMPROVe - SLC Performance Management System Report printed on Thursday 13 November 2025 Delivering the plan and achieving best value Digital and ICT services meet the needs of the council and its customers Action Measures Comments/ Progress Status Deliver the implementation programme to replace the existing Social Work IT system within timescale Develop a fully comprehensive familiarisation and training plan to support business change processes for implementation The implementation of the new system continues to work towards a revised go live timescale. Whilst the project remains behind the originally planned timeline, significant work is being progressed in relation to final system configuration, data migration, testing and training. The Project Plan is currently being reviewed and updated to confirm a revised timescale for go live. There is a number of dependencies to determine a revised date, one of which is the availability of the supplier to support an updated timescale. Red Take forward IT strategic developments Migrate to new Integrated Housing and Property Management system PRB considering proposed revised timeline for new go live date. Red Migrate to new Social Work Information system PRB considering proposed revised timeline for new go live date. Red Page 14 59
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of meeting: 25 November 2025 Report by: Chief Executive Subject: Local Government Benchmarking Framework (LGBF) 2023/2024 Results and Action Plan - Update 1. Purpose of Report 1.1. The purpose of this report is to:- provide the Forum with the updated Local Government Benchmarking Framework (LGBF) results for 2023/2024 2. Recommendations 2.1. The Forum is asked to approve the following recommendation(s):- (1) that the updated results, narrative and actions for the 2023/2024 LGBF results be noted; (2) that South Lanarkshire Council’s updated LGBF results and explanatory narratives be published on the performance pages of the Council’s website; and (3) that South Lanarkshire’s LGBF Dashboard be updated. 3. Background 3.1. The core purpose of the Local Government Benchmarking Framework (LGBF) is to make comparisons on spend/cost, performance and customer satisfaction results over several years and also between similar councils. It comprises a suite of performance indicators, collated under the following service headings:- Children’s Services Corporate Services (ie support services) Adult Social Care Culture and Leisure Services Environmental Services Housing Services Corporate Assets Economic Development Climate Change Financial Sustainability 3.2. These headings represent approximately 70% of local authority spend. 5 61
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3.3. Publication of the LGBF results is a statutory requirement set out by the Accounts Commission in the Direction to local authorities as required by the Local Government Act 1992. It is seen as a key part of councils’ commitment to Best Value, public performance reporting (PPR) and continuous improvement. 3.4. An initial report on the 2023/2024 LGBF results was reported to the Forum, for noting, on 1 April 2025. As is typical at that point in the reporting schedule, information was not available at that time on a significant number of LGBF measures: 22, or 22% of the total. In order to provide members with the fuller picture that is now available, this update report presents all 2023/2024 LGBF results that are now available (listed by the service headings as at para 3.1.), and setting out commentary and improvement actions against those indicators. The steps and actions identified in the report will not necessarily show immediate improvements - many are long term plans. 4. Results and Key Messages 4.1. The report attached as Appendix 1 presents all the LGBF indicators with results released to date, indicating whether performance in 2023/2024 has improved (↑) or declined (↓) compared with 2022/2023 results, and if performance is better () or worse (X) than the Scottish average in 2023/2024. It also includes explanatory narrative for the movements in performance between 2022/2023 and 2023/2024. 4.2. The table below summarises South Lanarkshire Council’s performance: Table 1 – Summary of Performance of LGBF Results (as at Sept 2025) KEY: Number (%) of indicators 2021-22 2022-23 2023-24 South Lanarkshire performance ↑ improving performance in SLC 39 (39%) 53 (52%) 51 (50%) ↓ declining performance in SLC 53 (54%) 36 (35%) 42 (41%) ↔ No change in performance in SLC 3 (3%) 4 (4%) 6 (6%) --- Results/trends not available 4 (4%) 9 (9%) 3 (3%) Comparison with Scottish average ✓ SLC results better than Scottish average 50 (51%) 51 (50%) 57 (56%) X SLC results worse than Scottish average 43 (43%) 40 (39%) 40 (39%) ↔ SLC results same as Scottish average 2 (2%) 2 (2%) 2 (2%) -- Results not available 4 (4%) 9 (9%) 3 (3%) 2021/2022 updates results as at 29 November 2023 2022/2023 results as at August 2024 update 2023/2024 results as at September 2025 update 4.3. Across the 102 indicators in the 2023/2024 suite, South Lanarkshire Council’s performance improved against 51 (50%) indicators, remained the same against 6 (6%) indicators, and declined for 42 (41%) indicators. There are 3 (3%) indicators for which the results or trend information is not yet available for 2023/2024, namely energy efficiency of council dwellings and educational exclusions. 62
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4.4. In terms of South Lanarkshire’s figures relative to the Scottish results, performance was better than the Scottish average for 57 (56%) indicators and was worse than the average for 40 (39%) indicators. There are 3 (3%) indicators for which the 2023/2024 results are not yet available. 5. Publication of the Data 5.1. Following this meeting the updated 2023/2024 LGBF results information for South Lanarkshire Council will be uploaded onto the performance pages on Council’s website. 5.2. In addition, South Lanarkshire’s LGBF Dashboard will be updated for the results released since March 2024 and the explanatory narratives provided by Resources. 6. Employee Implications 6.1. There are no employee implications. 7. Financial Implications 7.1. There are no direct financial implications arising from this report. To further the work of the Local Government Improvement Service in relation to the LGBF, each Scottish local authority has committed to make a £2,766 (plus VAT) annual contribution, set and approved for a three-year period, namely 2021/2022 to 2023/2024. This is to be met from within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications as a result of this report. 9. Other Implications 9.1. There are no risk or other implications associated with the content of this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 27 October 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Performance and Review Scrutiny Forum Report: Local Government Benchmarking Framework – 2023/2024 Results and Action Plan (1 April 2025) 63
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List of Background Papers LGBF Results 2023/2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Tom Little, Head of Communications and Strategy Extension: 845 4904 (Tel: 01698 454904) Email: tom.little@southlanarkshire.gov.uk 64
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Children's Services CHN01 Cost per primary school pupil £6,589.00 £7,364.00 £7,363.00 £7,183.00 The cost per primary school pupil has remained nearly the same as in 2023/24, staying below the Scotland average and aligning with the family group median. Cost per pupil focuses solely on financial expenditure and does not account for the quality of education or pupil outcomes in attainment and achievement: see results for indicators below – CHN10,CHN12a, CHN13, CHN14. South Lanarkshire Council’s (SLC) expenditure is strategically aimed at ensuring that our investment in education supports the delivery of high-quality learning experiences and environments for all pupils across South Lanarkshire at every educational level. CHN02 Cost per secondary school pupil £8,230.00 £8,755.00 £8,799.00 £8,936.00 The cost per secondary school pupil in South Lanarkshire has increased, aligning with the family group median but remaining below the Scottish average. This rise is due to several factors, including ongoing investment in the secondary school estate, costs related to our PPP contract commitments, teachers’ salaries and pay awards, and council investments in staffing to support the wellbeing and digital inclusion of children and young people. Cost per pupil focuses solely on financial expenditure and does not account for the quality of education or pupil outcomes in attainment and achievement: see results for indicators below – CHN10,CHN12a, CHN13, CHN14. South Lanarkshire Council’s (SLC) expenditure is strategically aimed at ensuring that our investment in education supports the delivery of high-quality learning experiences and environments for all pupils across South Lanarkshire at every educational level. CHN03 Cost per pre-school education place £10,595.00 £11,177.00 £11,315.00 £11,630.00 The cost per pre-school education place has increased due, in part, to salaries and pay awards. The result remains below the Scottish average. CHN04 Percentage of pupils gaining 5+ awards at level 5 71.0% 70.0% 70.0% 67.0% South Lanarkshire Council performance is in line with the Virtual Comparator and above the national average. CHN05 Percentage of pupils gaining 5 or more awards at level 6 41.0% 40.0% 42.0% 39.0% South Lanarkshire Council performance is broadly in line with the Virtual Comparator and above the national average. CHN06 Percentage of pupils 52.0% 52.0% 49.0% 50.0% South Lanarkshire Council performance is broadly in line with the 5 65
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress from deprived areas gaining 5 or more awards at level 5 Virtual Comparator and the national average. CHN07 Percentage of pupils from deprived areas gaining 5 or more awards at level 6 21.0% 25.0% 21.0% 23.0% South Lanarkshire Council performance is slightly below with the Virtual Comparator and the national average. However, ongoing work with our secondary schools on senior phase curriculum design incorporating wider accreditation opportunities and a broader curriculum offer, will continue to support improvement with this target. CHN08a The gross cost of "Children Looked After" in residential based services per child per week £3,860.00 £4,477.00 £4,975.00 £5,282.00 Costs for “Children Looked After” in a residential setting have increased again in 2023-24 in South Lanarkshire and Scotland. South Lanarkshire continue to remain below the Scottish rate of spend with ranking improving from 21 to 14 in the last year. Although South Lanarkshire continue to maintain a good balance of children being looked after in a community setting (90%) compared to those in a residential setting (10%), the demand for external residential placements remains high, with 6% of all “Children Looked After” residing in external residential placements. CHN08b The gross cost of "Children Looked After" in a community setting per child per week £307.00 £360.00 £390.00 £475.00 Costs for “Children Looked After” in a community setting have increased again in 2023-24, but despite this South Lanarkshire has maintained lower costs than the Scottish average, ranking 9th. South Lanarkshire continue to maintain a good balance of children being looked after in a community setting (90%) compared to those being looked after in a residential setting (10%). CHN09 Percentage of children being looked after in the community 90.40% 89.50% 90.00% 88.80% South Lanarkshire performance increased in 2023-24 and remains above the Scottish average, ranking 11th. This continued performance is reflective of South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children from a residential-based to a community–based model. CHN10 Percentage of Adults satisfied with local 74.70% 72.00% 72.00% 70.90% It is essential to capture some aspect of the quality of children’s services through the opinions of service users. Currently, the 66
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress schools only data comparable across all 32 Scottish councils is derived from the Scottish Household Survey. The average satisfaction levels in South Lanarkshire remains consistently higher than the national average. CHN11 Percentage of pupils entering positive destinations 96.2% 96.9% 96.4% 95.7% The percentage of pupils entering positive destinations in South Lanarkshire remains consistently higher than both the National Average and the Family Median. CHN12a Overall Average Total Tariff 1,007 981 971 918 The overall tariff level in South Lanarkshire remains above the national level and aligns with the family median. The tariff scale measures the latest and best achievements in each subject area for national qualifications and a range of wider awards. Qualifications are awarded tariff points based on their Scottish Credit and Qualification Framework (SCQF) level. Average tariff scores are calculated from the latest and best achievements of pupils during the senior phase (S4-S6) across a range of awards included in a national benchmarking tool. This provides a broader measure of achievement to consider alongside the narrower Local Government Benchmarking Framework (LGBF) attainment measures (CHN 4 to CHN 7). This measure can be influenced by national assessments models, curricular models and the selection of more appropriate routes to positive destinations for young people. CHN13a % of P1, 4, 7 pupils combined achieving expected Curriculum for Excellence Level in Literacy 71.0% 73.5% 74.6% 74.0% South Lanarkshire slightly exceeds both the national average and the family median. This metric measures the percentage of pupils in Primary 1, Primary 4, and Primary 7 who have achieved or surpassed the appropriate Curriculum for Excellence level in reading, writing, and listening & talking. The Curriculum for Excellence is designed to develop four key capacities in each child or young person: to be a successful learner, a confident individual, a responsible citizen, and an effective contributor. CHN13b % of P1, 4, 7 pupils combined achieving expected Curriculum for Excellence Level in Numeracy 79.0% 81.6% 81.5% 80.3% South Lanarkshire’s performance in numeracy is above the national average, though slightly lower than the previous year. This metric measures the percentage of pupils in Primary 1, Primary 4, and Primary 7 who have achieved or exceeded the appropriate Curriculum for Excellence level for their stage in numeracy. The Curriculum for Excellence is designed to develop 67
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress four key capacities in each child or young person: to be a successful learner, a confident individual, a responsible citizen, and an effective contributor. CHN14a Literacy attainment gap P1,4,7 combined - % point gap between the least deprived and most deprived pupils 24.40% 22.30% 21.75% 20.23% Since 2021/22, the gap between the percentage of pupils in Primary 1, Primary 4, and Primary 7 who have achieved or exceeded the appropriate Curriculum for Excellence level in literacy, in the most and least deprived quintiles, has decreased across South Lanarkshire. The Curriculum for Excellence is designed to develop four key capacities in each child or young person: to be a successful learner, a confident individual, a responsible citizen, and an effective contributor. The Scottish Attainment Challenge aims to achieve equity in education by ensuring every child has the same opportunity to succeed, with a particular focus on closing the poverty-related attainment gap. CHN14b Numeracy attainment gap P1,4,7 combined - % point gap between the least deprived and most deprived pupils 18.60% 17.70% 17.38% 17.41% Since 2021/22, the gap in numeracy achievement between pupils in Primary 1, Primary 4, and Primary 7 from the most and least deprived quintiles has decreased across South Lanarkshire. The Curriculum for Excellence is designed to develop four key capacities in each child or young person: to be a successful learner, a confident individual, a responsible citizen, and an effective contributor. The Scottish Attainment Challenge focuses on achieving equity in education by ensuring every child has the same opportunity to succeed, with a particular emphasis on closing the poverty-related attainment gap. CHN17 % of children meeting developmental milestones 80.80% 81.90% 82.70% 83.30% The percentage of children meeting developmental milestones increased again in 2023-24 and ranking improved from 19 to 18, despite this South Lanarkshire remain slightly below the Scottish average position. This measure looks to compare the percentage of children with 'no concerns' recorded, and the percentage with 'no concerns' recorded but with some domains incomplete or missing. South Lanarkshire continues to have higher rates of children reviewed having meaningful data recorded in all domains compared to Scottish average. CHN18 % of funded early years provision which is graded good/better 88.55% 85.70% 94.40% 89.80% There has been a significant increase in the number of early years provisions received good or better inspection outcomes. The 2023/24 percentage is substantially higher than the national 68
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress average. CHN19a School attendance rate ------ 90.10% 90.50% 90.30% The school attendance rate in South Lanarkshire has improved slightly in 2023-24 and is better than the Scottish average. (Results now collected annually) CHN19b School attendance rate - looked after children ------ 83.20% 84.40% 83.70% South Lanarkshire Council’s attendance rate for looked after pupils rose to 84.4% in 2023/24, outperforming both the Family Group and national averages. This improvement reflects the positive impact of our strategic attendance initiatives and ongoing commitment to inclusive support for vulnerable learners. CHN20a School exclusion rates (per 1,000 pupils) ------ 18.10 ------ ------ Results collected biennially - expected for 2024-25 CHN20b School exclusion rates (per 1,000 looked after children) ------ 146.00 ------ ------ Results collected biennially - expected for 2024-25 CHN21 Participation rate for 16-19 year olds 92.31% 93.30% 93.80% 92.70% A young person is deemed to be participating when they are actively engaged with an organisation for the purpose of learning, training or work – work includes volunteering. This annual participation measure reports on the activity of the wider 16-19 year old cohort, including those at school. South Lanarkshire's performance continues to improve steadily and remains above the national average. CHN22 % of child protection re-registrations within 18 months 5.80% 8.50% 9.90% 5.80% Performance has declined in the last year and South Lanarkshire have higher rates of re-registration in 18 months following de-registration compared to the Scottish average, however, ranking has been unaffected at 25. Re-registrations are monitored quarterly within the Child Protection Committee quarterly report, as per the Scottish Government minimum dataset, and the Data and Quality Assurance Sub-group undertake audit activity on re-registration cases. The local dataset shows that number of re-registrations are fairly consistent, however, the numbers of children re-registered within 6 months has steadily improved. Therefore, whilst the national indicator demonstrates an overall increase in the number of re-registrations, local analysis suggests re-registrations are happening later than in previous years which 69
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress would indicate children are not being deregistered prematurely. CHN23 % Looked After Children (LAC) with more than 1 placement in the last year (Aug-July) 15.60% 13.90% 15.10% 17.50% In South Lanarkshire, the number of children who have had more than one placement has increased in 2023-24, despite this South Lanarkshire continue to perform better than the Scottish average position and ranking has been maintained at 10. South Lanarkshire strive to be the best corporate parents they can be for those children and young people whose needs are best served by being in care. Placement stability and consideration of the most effective means of securing long term stability for a child is at the forefront of our decision making. CHN24 Percentage of children living in poverty (After Housing Costs) 22.8% 23.6% 19.5% 20.7% The latest figures (2023/24) from the End Child Poverty Campaign group suggests that there has been a reduction in the rate of relative child poverty after housing costs in South Lanarkshire over the past year, with just under 1 in 5 children in the authority currently living in poverty as of 2023/24, the lowest level ever recorded locally. It should be noted that although there has been progress in reducing child poverty, the relative child poverty measure only assesses whether children are living in poverty based on the household income of their family relative to a percentage of the UK average, and does not take into account the effects of inflation on wages/ benefits, or cost of living issues that contribute to the drivers of poverty e.g. energy, food, travel, clothing. If these living costs could be taken into account then the level of child poverty in SLC would be higher than the figure shown by the relative poverty measure. Climate Change CLIM01 CO2 Emissions area wide per Capita 4.54 3.99 3.76 4.59 This indicator records the annual carbon dioxide emissions per capita (in tonnes) in the local authority area. The 2023/24 data show a decrease in emissions of 3.9% from the previous year. The figure for South Lanarkshire has fallen by 42.1% since the baseline year of 2010/11. It is also below the Scottish average of 4.59 tonnes. CLIM02 CO2 Emissions area wide: emissions within scope of Local Authority (LA) per Capita 3.73 3.26 3.04 4.04 This indicator records the annual carbon dioxide emissions per capita (in tonnes) in the local authority area that are within the scope of influence of the local authority and is obtained from the UK Government UK local authority and regional carbon dioxide 70
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress emissions national statistics publication. The 2023/24 data show a decrease in emissions of 4.6% from the previous year. The figure for South Lanarkshire has fallen by 47.7% since the baseline year of 2010/11 and is below the Scottish average of 4.04 tonnes. CLIM03 Emissions from Transport per Capita (New) 18.82 23.34 21.90 28.70 This indicator records the annual carbon dioxide emissions from Transport per 1,000 population (in tonnes) within the local authority area. The 2023/24 data show a decrease in transport emissions of 6.2% (equivalent of 1.44 tonnes per capita) compared to 2022/23, and an 18.5% reduction compared to the baseline year of 2017/18. It is also below the Scottish average of 28.67 tonnes. CLIM04 Emissions from Electricity per Capita (New) 43.78 39.11 39.14 48.15 This indicator records the annual carbon dioxide emissions from Electricity per 1,000 population (in tonnes) within the local authority area. Emissions from electricity have fallen significantly in recent years, largely due to the decarbonisation of the grid. The figure for South Lanarkshire has fallen by 52.5% since the baseline year of 2017/18 and is below the Scottish average of 48.15 tonnes. CLIM05 Emissions from Natural Gas per Capita (New) 74.14 73.49 67.68 56.17 This indicator records the annual carbon dioxide emissions from Natural Gas per 1,000 population (in tonnes) within the local authority area. Emissions from gas have fallen in recent years largely due to the decarbonisation of the gas network. The 2023/24 figure for South Lanarkshire shows a reduction of 7.9% (equivalent of 5.81 tonnes per capita) compared with 2022/23 and a fall of 11.2% since the baseline year of 2017/18. The figure for South Lanarkshire is above the Scottish average of 71
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress 56.17 tonnes. This can be attributed to some large industrial gas users being located within the South Lanarkshire area and the high percentage of housing which has access to the gas grid. Corporate Asset CORP -ASSET0 1 Percentage operational buildings that are suitable for their current use 94.73% 95.30% 95.60% 85.50% The result demonstrates an increase in performance of properties that support delivery of services in terms of suitability, a slight increase on the 2023 result. The result is better than the Scottish average. Continued implementation of the Council's Asset Management strategy and plans has resulted in a clear focus in optimising council buildings to ensure they are suitable. CORP -ASSET0 2 Percentage internal floor area of operational buildings in satisfactory condition 88.12% 88.90% 90.30% 89.80% The result indicates an increase in performance of properties that are in a satisfactory condition, an increase on the 2023 result. The result is better than the Scottish average. Despite the current financial climate and reduced funding to Scottish Local Authorities, the figures show that, through programmes of Prioritised Capital Investment, Lifecycle Maintenance, Planned Preventative Maintenance and Rationalisation, performance remains positive for the majority of categories of property. Corporate Services CORP01 Support services as a percentage of total gross expenditure 3.87% 3.90% 4.10% 4.10% There has been a small increase in the cost of support as a percentage of total budget – this is a combination of an increase in support costs and an increase in the total budget. These result in an overall minor increase in the percentage. CORP03 b The percentage of the highest paid 5% employees who are women 56.71% 59.60% 62.30% 59.80% There has been an increase in the proportion of women in the top 5% earners in the council between 2022-23 and 2023-24. This is primarily due to an increase in the number of women appointed to posts within the authority. New appointments of woman during 2023-24 accounted for 62% of all appointments. We continue to work in line with our current policies and processes to ensure that our female employees at that top end (which can shift depending on where the 5% falls), are being 72
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress progressed appropriately. Our picture is improving year on year and we need to keep a focus on that along with the work that we continue to do in line with our equalities duties. South Lanarkshire Council’s performance in 2023-24 was better than the Scottish average. Actions: We will continue to monitor Equal opportunities information and take action as required. CORP03 c The gender pay gap 4.00% 3.20% 2.70% 1.70% Performance has improved in 2023–24 through continued monitoring of pay and grading and taking appropriate action to address inconsistencies. This includes job evaluation exercises which have resulted in improved rates of pay for some female employee groups. South Lanarkshire Council’s pay gap is higher than the Scottish average. South Lanarkshire Council’s workforce can differ in makeup of other authorities; therefore this will produce different average pay gap results. For example, South Lanarkshire Council figures include large female groups such as facilities, whilst other councils may deliver these services through Arms length organisations and therefore the make up of council employed staff may differ. Actions: We will continue to monitor gender pay gap information and act as required. We continue to plan and implement improvements in partnership with trade union representatives in line with the principles of ‘Delivering a fairer future’. CORP04 The cost per dwelling of collecting Council Tax £7.35 £6.72 £6.34 £5.89 The cost of collecting council tax per dwelling in 2023-24 has decreased compared to 2022-23 primarily due to an increase in Scottish Water commission. However, this is more expensive than the Scottish average with the use of e-billing by some councils likely to have reduced their cost of collection. Actions: We will continue to review opportunities to reduce the costs of collection. For 2025-26, this will focus on the costs of billing for council tax. CORP06 a Sickness absence days per teacher 7.24 7.40 8.00 7.60 The number of days lost due to sickness in 2023–24 has increased compared to the previous year, notably an increase in 73
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress long term absences. Throughout the year, the absence rates were lower month on month than the previous year, apart from January and February, which both recorded an increase. South Lanarkshire Council’s performance has not improved against the Scottish average, however in the recently published SPi indicators, the Council overall ranking has improved from 20 to 17. Actions: There is a cross-council focus on improving absence levels. Case management discussions between managers and personnel ensure actions are being progressed appropriately. CORP06 b Sickness absence days per employee (non teacher) 12.98 13.90 14.40 13.90 The number of days lost due to sickness in 2023–24 has increased compared to the previous year, due to an increase in long term absences. Throughout the year, the absence rates were lower month on month than the previous year, apart from January and February, which both recorded an increase. South Lanarkshire Council’s performance has not improved against the Scottish average, however in the recently published SPi indicators, the Council overall ranking has improved from 20 to 17. Actions: There is a cross-council focus on improving absence levels. Case management discussions between managers and personnel ensure actions are being progressed appropriately. CORP07 Percentage of income due from Council Tax received by the end of the year 96.19% 97.00% 96.40% 95.50% The percentage of income due from Council Tax in 2023-24 has decreased compared to 2022-23. In 2022-23 113,000 households received £150 credited to their council tax account, funded by Scottish Government, to help reduce the burden on them of paying council tax during the cost-of-living crisis. In effect council tax income was boosted by this one-off payment from many households who ordinarily would have had significant arrears. However, South Lanarkshire Council’s performance continues to be better than the Scottish average. Actions: Work to maximise council tax income collection will 74
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress continue in 2024-25, utilising all available recovery methods CORP08 Percentage of invoices sampled that were paid within 30 days 92.94% 91.80% 94.20% 93.10% Invoice processing performance was in a positive position throughout 2023-24, with performance exceeding target and improving on the previous year’s performance. South Lanarkshire Council’s continues to perform better than the Scottish average. CORP09 % of Crisis Grant decisions within 1 day 99.00% 97.80% 100.00% 97.00% Improved processing performance in 2023-24 compared to 2022-23. South Lanarkshire Council continues to perform better than the Scottish average. Actions: Work will continue in 2024-25 to explore ways to improve processing times. CORP10 % of Community Care Grant (CCG) Grant Decisions within 15 days 97.50% 97.80% 96.50% 83.30% Although processing performance is slightly lower in 2023-24 compared to 2022-23, performance is still excellent and well above the Scottish average. Actions: Work will continue in 2024-25 to explore ways to improve processing times. CORP11 The percentage of Scottish Welfare Fund (SWF) Budget Spent 181.57% 168.40% 131.80% 128.90% The decreased proportion of SWF expenditure in 2023-24 when compared to 2022-23 was due to the additional discretionary funding allocated by the Council to the SWF from the Local Authority Covid Economic Recovery (LACER) fund in 2022-23. This additional funding was not available in 2023/24 and therefore the SWF budget was substantially reduced. Actions: The administration of the SWF will continue to be monitored closely and reported on a regular basis to ensure effective financial management of the fund. CORP12 The percentage of Discretionary Housing Payments (DHP) Funding Spend 101.94% 104.80% 109.00% 101.00% South Lanarkshire continues to spend the budget it receives with performance well above the Scottish average. Actions: The administration of DHP funding will continue to be monitored closely and reported on a regular basis to ensure effective financial management of the fund. Culture & Leisure Services C&L01 Cost per attendance at sports facilities £6.30 £4.75 £3.91 £4.33 In 2023/24, the cost per attendance at sports facilities is less than last year, and below (and therefore better than) the Scottish average. SLC currently ranks 17th across Scotland and fourth in the ‘family group’. Services continue to be operated under very challenging circumstances with reduced resources and aging facilities which require long-term investment, however high 75
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress standards of service delivery continue to be provided, and attendances are increasing on the previous year. C&L02 Cost per library visit £5.07 £3.82 £3.32 £2.38 In 2023/24, the cost per library visit is lower than the previous year, however we remain slightly above (and therefore worse than) the Scottish average. SLC currently ranks 16th across Scotland and fifth in the ‘family group’. Work continues to operate and realign services to maximise use of available resources, with a steady increase in customers accessing digital services. A high level of service delivery continues to be provided, and overall attendances have increased on the previous year. C&L03 Cost of museums per visit £3.75 £2.61 £1.65 £3.50 Cost per museum visit is less than the previous year, and below (and therefore better than) the Scottish average. SLC currently ranks 6th across Scotland and second in the ‘family group’. Use of available resources continues to be maximised. With a steady increase in customer engagement through digital services, a high-quality service delivery continues to be provided, and attendance has increased overall on the previous year. C&L04 Cost of parks and open spaces per 1,000 population £31,458 £32,304 £25,778 £23,338 In previous years, the costs of the following service areas have been recorded incorrectly in the LFR: golf courses, bowling greens, gravediggers, and the care of garden scheme. This has meant that the cost of parks and open spaces has been overstated in the past. This has been rectified for 2023/24 which as seen performance improve and ranking moving from 27th to 20th overall. The grounds service continues to operate a higher specification than other councils, particularly in relation to grass cutting. C&L05a Percentage of adults satisfied with libraries 67.30% 66.30% 69.00% 67.00% The satisfaction rate for adults satisfied with library services within South Lanarkshire is slightly higher than 2022/23 and above the Scottish average and above the ‘family grouping’ average. C&L05b Percentage of adults satisfied with parks and open spaces 83.00% 86.70% 86.30% 85.00% Satisfaction with parks and open spaces within South Lanarkshire remains above the Scottish average. C&L05c Percentage of adults 65.70% 66.30% 70.70% 69.30% The satisfaction rate for adults satisfied with museum and 76
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress satisfied with museums and galleries galleries within South Lanarkshire is increasing and is above the Scottish average and above the ‘family grouping’ average. C&L05d Percentage of adults satisfied with leisure facilities 68.00% 69.70% 66.70% 67.00% The satisfaction rate with leisure facilities in South Lanarkshire is slightly lower than 2022/23, and slightly below the Scottish average. However in the context of the ‘family grouping’ South Lanarkshire sits above the group average. Residents completing the household survey may not be users of leisure facilities and are merely giving a perceived view, rather than based on actual experience. SLLC conducted a Customer Satisfaction Survey in 2023/24 to assess actual service delivery which focused on people who use leisure facilities that concluded staff were excellent, scoring 98% and gave an overall satisfaction rate of 94% (combined score for value for money/ cleanliness/ quality of services and equipment). Customers have consistently rated leisure services highly over several years. Economic Development ECON01 Percentage of unemployed people assisted into work from council funded/operated employability programmes 22.04% 12.90% 11.80% 12.10% The transformation review of employability has included the roll-out of the Advice Pro client tracking system to all programmes for 2024/25. This new tracking system will ensure all job outcomes are reported accurately. The figure reported here for 2023/24 reflects the position before the use of Advice Pro client and as a result there may be some under-reporting of outcomes. Overall, the total number of jobs is anticipated to increase in 2024/25, and going forward this, combined with the more accurate reporting above, should result in an increase in the percentage of unemployed people assisted into work from council funded/operated employability programmes. ECON02 Cost of planning and building services per application £4,695.00 £5,710.00 £5,588.00 £6,675.00 This measure is calculated on the basis of the overall fee income for planning applications and building warrants divided by the total number of applications received by the council. The overall cost of planning and building services per application for SLC in 2023/24, is lower (and therefore better) compared to the previous year, is tenth lowest in Scotland and is lower (and therefore 77
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress better) than the national average. Total income across the service fell during the year and there was also a reduction in the number of applications received. In addition, there continued to be a significant turnover in staff which meant the service was not fully resourced at any point during 2023/24. ECON03 Average time per business and industry planning application (weeks) 20.59 Wks 22.90 Wks 16.00 Wks 10.70 Wks The average time for processing business/industrial planning applications in South Lanarkshire improved in 2023/24, however, this remains higher (worse than) the Scottish average. A number of “legacy” applications were decided during this year which impaired the overall processing times. There was significant turnover in staff during 2023/24, however additional resources have been brought into the Planning Service which will positively impact on the processing of planning applications. ECON04 Percentage of procurement spend on local enterprises 18.2% 18.1% 19.5% 30.7% This figure shows an upward trend from previous years. While it is still below the national average, it should be noted that this national average is skewed by the more rural and island local authorities where access to suppliers is greatly reduced and so a reliance on local suppliers is more relevant. ECON05 No of business gateway start-ups per 10,000 population 15.71 16.00 12.70 13.60 This reduced figure was delivered by an external Business Gateway delivery organisation. This resulted in South Lanarkshire bringing the Business Gateway delivery “in-house” and this came into effect in March 2024. ECON06 Investment in Economic development and Tourism per 1,000 population £74,111 £72,841 £58,263 £115,357 This downward trend can be explained by business grants paying out £1,332,718 in 2022/23 and £471,390 in 2023/24. This increased spend in 2022/23 coincided with Covid 19 grant funding being available from the Scottish Government. ECON07 Percentage of people earning less than the living wage 12.50% 10.00% 10.60% 10.20% South Lanarkshire’s performance has dropped slightly since last year and remains lower that the Scottish average. The pan Lanarkshire Living Wage Campaign Group continues to meet quarterly and promote the Living Wage on an ongoing basis. A new Action Plan is being worked on which will be submitted to CER Committee in due course, and along with new members, the group will be well placed to achieve and maintain our target of 10% of employees earning the real Living Wage. South Lanarkshire has 180 Living Wage accredited employers with 2,639 employees gaining an uplift in salary. This is the 78
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress fourth highest Council area in Scotland. ECON08 Percentage of properties receiving superfast broadband 97.00% 97.60% 98.30% 95.90% In 2023/24, there was an increase of properties in South Lanarkshire with access to high-speed broadband and speeds greater than 30 Mbps. This figure continues to rise slowly and remains above the Scottish average. The majority of the properties not yet able to access high speed broadband are located within rural areas. These properties are either included within the Scottish Government's R100 investment programme and projected to receive full fibre connection by 2026, or are too difficult or expensive to connect to an existing network and are therefore eligible for the Scottish Broadband Voucher Scheme to help find alternative solutions. ECON09 Town vacancy rates 9.85% 14.00% 14.80% 12.30% Whilst the trend appears to be moving in a negative direction, this is substantially influenced by the major changes happening in East Kilbride and Hamilton Town Centres. The rest of the towns continue to perform well with the majority showing vacancy rates at or below the national average. ECON10 Immediately available employment land as a % total land allocated for employment purposes in the local development plan 12.73% 12.10% 12.10% 24.50% The reduction in immediately available employment land has been recognised as a challenge which needs to be considered in the drafting of the Local Development Plan 3 (LDP3). This work is underway and through the call for sites process it is anticipated the position can be addressed. ECON11 Gross Value Added (GVA) per capita £19,400 £20,624 £22,838 £30,669 In 2023/24 the GVA figure for South Lanarkshire has continued to improve. This is considered to be a positive outcome in light of the challenges faced across a number of our key sectors, for example SME’s that are more susceptible to rising energy and labour costs. ECON12 a Claimant Count as % of Working Age Population 4.7% 3.2% 3.0% 3.1% The rate for South Lanarkshire has improved slightly in 2023/24 and is slightly below (better than) the Scottish average. ECON12 b Claimant Count as % of 16-24 Population 5.30% 3.50% 3.50% 3.50% The rate for South Lanarkshire has remained the same as last year's result and is the same as the Scottish average in 2023/24. Environmental Services ENV01a Net cost of waste collection per premise £86.51 £88.16 £89.16 £78.48 The net cost of waste collection per premises in South Lanarkshire increased in 2023/24. This is higher (worse) than the Scottish average and slightly higher than the previous year. The 79
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress overall ranking position has fallen from 21st to 25th, the same position as in 2021/22. In 2023-24 the council continued to offer one free special uplift and compostable bags to residents. Composting bags are no longer offered for free to local residents, so in 2024-25 performance is expected to improve. ENV02a Net cost of waste disposal per premise £113.57 £106.24 £121.50 £104.41 The net cost of waste disposal per premises in South Lanarkshire increased in 2023/24 in comparison with 2022/23 and is higher (worse) than the Scottish average. The overall ranking position fell from 15th to 24th. A number of waste disposal contracts saw an increase in 2023/24 and there was also an increase in costs from Household Waste Recycling Centres (HWRCs) as well as new costs for the disposal of Persistent organic pollutants (POPs) materials. The net cost of waste disposal per premise is generally higher than the Scottish average due to the fact that the council does not send non-recyclable waste to landfill. Costs to thermally treat non-recyclable waste are higher than sending the material to landfill. It does mean though that the council has a higher landfill diversion rate than local authorities that are still in the process of procuring a solution to the forthcoming ban on the landfilling of biodegradable municipal waste. ENV03a Net cost of street cleaning per 1,000 population £17,640.00 £19,632.00 £18,191.00 £16,181.00 The costs associated with street cleaning operations reduced in 2023/24. While this is an improvement with South Lanarkshire moving from rank 28th up to 24th place, the figure remains above (and therefore worse than) the Scottish average. The higher costs associated with SLC street cleaning operations are attributed to the more extensive levels of services that are provided and the specification applied to these operations which is greater than other local authorities: graffiti removal, street cleaning including shifts, fly tipping uplift, fly posting removal, blood spills, hypodermic needle uplift, dead animal uplift and both the large and smaller mechanical sweeping fleet that we 80
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress utilise. This equipment performs an essential and legislatively required service including the removal of detritus from roads/channels, (COPLAR Duty 2) Since the Litter Strategy was approved in 2022, work has been ongoing with regards to making changes to reduce the impacts and costs associated with fly tipping and general littering. The litter action steering group, which includes service reps across the Council, has continued implementation of the litter action plan to tackle these issues. This is having an environmental impact, and it is anticipated that this will continue to result in a subsequent decrease in spend across the area. ENV03c Street cleanliness score 92.10% 92.30% 91.60% 92.10% The South Lanarkshire street cleanliness score is recorded three times in the year, with an average score reported at the year end. The 2023/24 score is 0.7% lower than the previous year and 0.5% lower than the Scottish average. We are also 0.3% below the family group. However, the service is undertaking improvements in line with the litter strategy which should result in an improvement on these figures going forward. ENV04a Cost of roads per kilometre £19,295.00 £17,762.00 £17,772.00 £13,481.00 Spend per kilometre of road has seen a very marginal increase compared to the previous year. The spending figure varies year on year, dependent on the level of City Deal project spend. In 2023-24, South Lanarkshire remained the 11th highest investing local authority per kilometre of road. The level of spend in South Lanarkshire remains higher than the Scottish average, reflecting the council’s decision to continue to invest in our road network. Recent high levels of construction inflation combined with static maintenance budgets have significantly reduced the length of road network that can be resurfaced / repaired on an annual basis. ENV04b Percentage of A Class roads that should be considered for 24.0% 23.9% 24.9% 28.9% There has been a significant decline in the condition of A class roads in South Lanarkshire. Recent high levels of construction inflation and static maintenance budgets have significantly 81
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress maintenance treatment reduced the length of road network that can be resurface / repaired on an annual basis. However, it should be noted the condition of the A Class network in South Lanarkshire remains better than the Scottish average. ENV04c Percentage of B Class roads that should be considered for maintenance treatment 25.6% 26.1% 27.8% 32.5% There has been regression in the condition of B class roads in South Lanarkshire however their condition remains substantially better than the Scottish average. ENV04d Percentage of C Class roads that should be considered for maintenance treatment 34.9% 35.6% 36.5% 33.4% There has been regression in the condition of C class roads in South Lanarkshire and their condition falls below that of the Scottish average. Our C class road network is fully surveyed every four years and during survey period 2022-24 we observed a regression in its condition. Our road surfacing decision making process takes account of road category and as a result a greater level of investment is targeted towards our more strategic road network (A Class). As a result of rising construction inflation and static maintenance budgets over recent years the amount of resurfacing we have been able to carry out on an annual basis has reduced significantly. Recent survey results for 2023-25 have noted regression in A, B and C road classes but it is hoped that following recent budget announcements that we will be able to stabilise the road condition over the coming years. ENV04e Percentage of U (unclassified) roads that should be considered for maintenance treatment 29.91% 31.60% 32.60% 36.20% Unclassified roads make up a sizeable proportion of the road network in South Lanarkshire. In 2023/24, it is noted that there has been a further regression in their condition, however performance remains better than the Scottish average. ENV05a Cost of Trading Standards, Money Advice & Citizen Advice per 1,000 population £3,464.00 £3,088.00 £3,282.00 £7,256.00 The cost of Trading Standards per 1,000 population in 2023/24 increased from the 2022/23 level due the completion of recruitment in 2023. However, South Lanarkshire service costs are still expected to remain well below (and therefore better than) the Scottish average. Despite costs being below the Scottish average, the service provides a good level of protection for local consumers. 82
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress ENV05b Cost of environmental health per 1,000 population £13,280.00 £12,900.00 £11,690.00 £15,518.00 The cost of environmental health per 1,000 population decreased in 2023/24, compared to the previous year, due to difficulties in recruiting fully qualified officers and continues to remain well below (and therefore better than) the Scottish average. Despite costs being below the Scottish average, the service provides a good level of public health protection for local communities. ENV06 The percentage of total household waste arising that is recycled 40.40% 41.10% 41.00% 43.50% The percentage of total household waste that is recycled decreased slightly in 2023/24 compared to the previous year and is still below the Scottish average. Multi-occupancy properties (flatted developments) make up over 30% of housing stock in South Lanarkshire. The lack of space at these properties means opportunities to provide recycling services are limited. Moreover, when recycling bins are provided often the only option is to provide large communal bins, where contamination rates are significantly higher. It should also be recognised that South Lanarkshire is one of the few councils to still provide a fortnightly residual waste collection, meaning residents have a minimum of 120L of residual waste capacity each week. It is accepted that recycling rates are lower when households receive more residual waste capacity. ENV07a Percentage of adults satisfied with refuse collection 84.30% 85.30% 86.00% 78.30% The percentage of adults satisfied with refuse collection is taken from the Scottish Household Survey. The figure is higher than the Scottish average and an improvement on the previous year. It places South Lanarkshire in the second quartile for performance. ENV07b Percentage of adults satisfied with street cleaning 61.70% 61.70% 62.30% 58.00% The percentage of adults satisfied with street cleaning in South Lanarkshire has increased slightly and remains above the Scottish average. Financial Sustainability FINSUS0 1 Total useable reserves as a % of council annual budgeted revenue 14.74% 22.00% 19.60% 23.90% The council has seen a decrease in useable reserves as a percentage of council budget. This reflects a decrease in the level of useable reserves (significantly as a result of reserves used in the 2023/2024 budget to support the Council's financial strategy) and an increase in the council’s annual expenditure 83
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress budget, meaning that arithmetically, the percentage of useable reserves to annual budget decreases. The important factor to consider is the purpose and use of reserves, and the fact is that the council is clear on what reserves we have, and the purpose of them. The use of Service Concession and Superannuation Reserves will affect the figures for the next few years as they are used to support the council's financial strategy. The key factor is that the reserves are sufficient. FINSUS0 2 Uncommitted General Fund Balance as a % of council annual budgeted net revenue 1.50% 1.50% 1.40% 2.30% The value of the Council’s Uncommitted General Fund balance has not changed from 2019/2020. The council's budget has increased therefore resulting in a minor decrease in the percentage. This is very much an arithmetic impact. Our uncommitted balance has not changed, but the budget has changed due to external factors including government grant ringfenced for specific purposes. The council’s position on reserves is included in the Revenue Budget Strategy. FINSUS0 3 Percentage of Financing Costs to Net Revenue Stream- General Fund 5.18% 5.00% 3.70% 5.80% This ratio shows a reduction in the General Fund’s ratio of financing costs to net revenue stream. The overall reduction reflects a reduction in financing costs mainly due to a change in how we account for the council’s schools PPP project combined with an increase in income (Council Tax, NDR and Non Ring Fenced Government Grants). The position reflects the product of strategic, sustained capital investment in schools and roads over more than twenty years. FINSUS0 4 Percentage of Financing Costs to Net Revenue Stream- Housing Revenue Account 16.04% 17.20% 7.70% 20.00% This ratio shows a significant reduction in the HRA’s ratio of financing costs to net revenue stream. The overall reduction reflects a reduction in loan charges from the HRA Loans Fund Review combined with an increase in income (rents). The position reflects the product of strategic, sustained capital investment in the council’s housing stock. FINSUS0 5 Actual outturn as a percentage of budgeted expenditure 100.00% 100.00% 100.00% 99.60% The outturn reflects that the council reported a breakeven position after all transfers to reserves. The SLC position is consistent across years, but movement in other councils' figures may result in a change to our ranking going forward. 84
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Housing Services HSN01b Gross rent arrears (all tenants) as at 31 March, as a percentage of rent due for the reporting year 8.91% 8.70% 8.00% 9.50% Resource target achieved and significantly lower than Scottish average. The strong performance has been secured despite the financial pressures which tenants continue to face due to the economic situation. A range of supports measures continue to assist tenants facing financial hardship. The Council will continue to set affordable rents and provide advice. Performance continues to be routinely monitored with a focus on continuous improvement. HSN02 Percentage of rent due in the year that was lost due to voids 0.60% 0.60% 0.50% 1.80% Performance this year has improved compared to the previous two years. The Resource continues to focus on void management to minimise void rent loss with a number of improvement actions identified. Performance in this area has been consistently among the best in Scotland compared to other Local Authorities. In the past three years we have been the second lowest void rent loss and well below the Scottish average. HSN03 Percentage of dwellings meeting Scottish Housing Quality Standards 78.32% 79.70% 83.60% 77.80% While performance improved in the year and is above the Scottish average it continues to remain below the position reported in 2020/21 before the standard was revised to include Fixed Electrical Testing and installation of combined smoke and carbon monoxide alarms. This trend was evident across other local authorities with the Scottish average also decreasing. A revised process is In place to address to improve access to properties to carry out the necessary work /installations. We continue to engage with the Scottish Housing Regulator on a monthly basis. HSN04b Average number of days taken to complete non emergency repairs 11.76 days 11.60 days 14.50 days 10.00 days Performance in this area has decreased and although above the Scottish average is viewed positively because it is based on an appointment-based system that is supported by tenants and tenants’ representatives. This was expected as a result of the suspension of our non-emergency repairs between June-September 2023. The increase is due to the level of demand on the service when repairs recommenced. 85
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Improvement activity within the repairs service continues in 2024-25 to support the reduction of the average time taken although the councils focus will continue to be on quality rather than speed of service. HSN05a Percentage of council dwellings that are energy efficient 98.64% ------ ------ ------ The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2045. In advance of the new national indicators, a review of housing stock is underway to determine the additional energy measures required to achieve energy efficiency and carbon reduction requirements within the council’s housing stock. Social Work Services SW01 Home Care costs per hour for people aged 65 or over £30.47 £31.52 £37.10 £33.59 Home Care costs per hour for people aged 65 or over in South Lanarkshire increased in 2023-24 compared to 2022-23, with ranking dropping from 13 to 18. South Lanarkshire had the second highest cost per hour amongst the comparator Family Group, however, costs in the Family Group vary significantly. The number of Home Care Hours used within the calculation for this indicator is inclusive of services provided by different staff-groups or purchased from different agencies. The costs of such services are included whether they are provided by the local authority, purchased from another local authority, or purchased from private or voluntary sector providers. Internally, the outcome of a job evaluation within the Care at Home service resulted in increased employee costs following increased salaries for frontline staff. Costs have increased as a result of a number of factors. Nationally, inflation and increased cost of living have impacted more generally on costs. In addition, there were substantial increases to the living wage which resulted in increased rates for Care at Home providers. 86
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress SW02 Self Directed Support (Direct payments and managed personalised budgets) spend on adults 18+ as a percentage of total social work spend on adults 18+ 3.98% 6.40% 6.40% 9.10% Self-Directed Support (Direct payments and managed personalised budgets) spend on adults 18+ as a percentage of total social work spend on adults 18+, in South Lanarkshire has decreased slightly from 2022-23, resulting in South Lanarkshire’s ranking dropping from 13 to 15. This indicator highlights only the social work spend allocated via Direct Payments, Personalised Managed Budgets and Individual Service Fund (ISF) - options 1 and 2. It does not recognise local authority managed services - option 3, which provide a legitimate choice for individuals or a default position in the legislation for individuals who do not wish to exercise their right to choose. Locally and nationally, the uptake of Options 1 and 2 is likely to be impacted by the changed environment of social care, with providers experiencing recruitment challenges and thus unable to offer pre-pandemic levels of service, alongside a reduction in the availability of Personal Assistants (PAs). In South Lanarkshire, the commissioned information and advice service, Take Control, has noted a reduction in availability of suitable PAs, which in part may be driven by the South Lanarkshire PA pay rate being less competitive when compared with other local employers, however acknowledging it is in line with the living wage and external provider rates. Work was initiated in this period to identify where outcomes of supported people/carers were not being achieved through Option 1, which may have led to individuals choosing to have outcomes met through LA-managed services, Option 3. Relevant improvement actions are in place, to ensure that individuals wishing to exercise the choice and control of Options 1 and 2 are supported to do so. Social Work and Take Control have engaged with employability services, local colleges, and Strathclyde University to promote PA vacancies in the South Lanarkshire area to individuals who are interested in pursuing a career in social work/social care. Work is ongoing to upskill the workforce in relation to promoting Options 1 and 2 and ensuring 87
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress that the right information is available in relation to the benefits and the challenges. Similarly, work continues in relation to improving public-facing information in relation to all the SDS options. SW03a Percentage of people aged 65 and over with long-term care needs receiving personal care at home 61.89% 61.00% 61.80% 62.60% South Lanarkshire performance increased in 2023-24 and is similar to the Scottish average position. South Lanarkshire’s ranking has improved from 19 to 18. However, this indicator excludes individuals who are assessed and waiting for a service which currently accounts for approximately 1,500-2,000 hours each week. The increase is in line with an ageing population and increasing demand for services and the resulting increasing need for personal care supports. The introduction of Home Assessment Teams has played a significant role in maximising the independence of service users and supporting people to learn and relearn tasks following a period of ill health. SW04b Percentage of adults supported at home who agree that their services and support had an impact in improving or maintaining their quality of life 80.00% ------ 63.30% 69.80% Performance decreased in South Lanarkshire in 2023-24, resulting in national ranking decreasing from 11 to 30. Nationally, there has been an overall decline in performance. These results are drawn from the Health and Care Experience (HACE) survey which asks about people’s experiences of accessing and using their GP practice and other local health and social care services; receiving care, support and help with everyday living; and caring responsibilities. It is important to note that respondents of the survey are selected from a sample of people registered with GPs and a proportion are not likely to be Social Work Service Users. Participation in the HACE survey decreased in South Lanarkshire from 25% in 2021-22 (7,457 responses from 29,748 forms sent out) to 21% in 2023-24 (5,552 responses from 26,824 forms sent out). South Lanarkshire University Health and Social Care Partnership (SLUHSCP) began working with Care Opinion in early 2023, officially launching in December 2023. Care Opinion is an independent platform that allows service users to share feedback 88
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress on their health and social care experiences directly with services. In Q4 2023-24, 82% of stories received from service users were rated completely positive. Services have access to the feedback received on Care Opinion and the ability to collaborate with service users regarding service changes and improvements SW04c Percentage of adults supported at home who agree that they are supported to live as independently as possible 82.16% ------ 67.20% 72.40% Nationally, performance for this indicator declined in 2023-24. South Lanarkshire also reports a decline in performance and a resulting drop in ranking from 9 to 29. These results are drawn from the Health and Care Experience (HACE) survey which asks about people’s experiences of accessing and using their GP practice and other local health and social care services; receiving care, support and help with everyday living; and caring responsibilities. It is important to note that respondents of the survey are selected from a sample of people registered with GPs and a proportion are not likely to be Social Work Service Users. Participation in the HACE survey decreased in South Lanarkshire from 25% in 2021-22 (7,457 responses from 29,748 forms sent out) to 21% in 2023-24 (5,552 responses from 26,824 forms sent out). South Lanarkshire University Health and Social Care Partnership (SLUHSCP) began working with Care Opinion in early 2023, officially launching in December 2023. Care Opinion is an independent platform that allows service users to share feedback on their health and social care experiences directly with services. In Q4 2023-24, 82% of stories received from service users were rated completely positive. Services have access to the feedback received on Care Opinion and the ability to collaborate with service users regarding service changes and improvements. SW04d Percentage of adults supported at home who agree that they had a say in how their help, care or support was provided 65.58% ------ 55.40% 59.60% South Lanarkshire reports a decline in performance in 2023-24, however, ranking has been unaffected at 27. Nationally there has also been a decline in performance. These results are drawn from the Health and Care Experience (HACE) survey which asks about people’s experiences of accessing and using their GP practice and other local health and social care services; receiving care, support and help with everyday living; and caring 89
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress responsibilities. It is important to note that respondents of the survey are selected from a sample of people registered with GPs and a proportion are not likely to be Social Work Service Users. Participation in the HACE survey decreased in South Lanarkshire from 25% in 2021-22 (7,457 responses from 29,748 forms sent out) to 21% in 2023-24 (5,552 responses from 26,824 forms sent out). South Lanarkshire University Health and Social Care Partnership (SLUHSCP) began working with Care Opinion in early 2023, officially launching in December 2023. Care Opinion is an independent platform that allows service users to share feedback on their health and social care experiences directly with services. In Q4 2023-24, 82% of stories received from service users were rated completely positive. Services have access to the feedback received on Care Opinion and the ability to collaborate with service users regarding service changes and improvements. SW04e Percentage of carers who feel supported to continue in their caring roles 28.70% ------ 28.10% 31.20% South Lanarkshire reports a slight decline in performance and a resulting drop in ranking from 20 to 27. Nationally however, performance has increased from in 2023-24. These results are drawn from the Health and Care Experience (HACE) survey which asks about people’s experiences of accessing and using their GP practice and other local health and social care services; receiving care, support and help with everyday living; and caring responsibilities. It is important to note that respondents of the survey are selected from a sample of people registered with GPs and a proportion are not likely to be Social Work Service Users. Participation in the HACE survey decreased in South Lanarkshire from 25% in 2021-22 (7,457 responses from 29,748 forms sent out) to 21% in 2023-24 (5,552 responses from 26,824 forms sent out). Contrary to the HACE results, Lanarkshire Carers successfully achieved Carers Trust Excellence for Carers Award in 2023 following rigorous assessment of their services Pan-Lanarkshire. Additionally, there was a 20% increase in the number of new 90
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress carers identified by Lanarkshire Carers in 2023-24 compared to the previous year, this assists more people being able to access support than would otherwise be the case. SW05 Residential cost per week per resident for people aged 65 or over £755.00 £736.00 £717.00 £723.00 This measure relates to the average net cost to the council. South Lanarkshire had a lower spend per week in 2023-24 compared to the Scottish average. South Lanarkshire’s ranking has improved from 20 to 19. The performance of each council is influenced by demographics and contributions made by service users which mean costs vary significantly. Within the South Lanarkshire LGBF comparative Family Group, the residential costs per week per resident for people aged 65 or over vary by over £500 between the lowest and highest costs. The cost of care also increases year on year with changes to the national care home rate. SW06 Rate of readmissions to hospital within 28 days per 1,000 discharges 106.27 99.90 96.50 103.90 In South Lanarkshire the rate of readmissions decreased further this year and South Lanarkshire continue to perform better than the Scottish average. Information on the six areas of the Health and Social Care Delivery Plan are monitored monthly and formally reported on a quarterly basis to the Social Work Committee (alongside the Integration Joint Board). South Lanarkshire continue to embed the Home First approach across the localities supported by Home Assessment Teams where necessary. This reablement approach optimises independence over a six-week period, enabling people to remain in their own homes, or supporting discharge from hospital with the support of health, social care and third sector provision to meet any ongoing needs identified. The intermediate care unit is now embedded, supporting reablement and flow as a step-down option. SW07 Percentage of care services graded 'good' or better in Care Inspectorate Inspections 76.08% 77.00% 79.90% 77.00% In South Lanarkshire, the proportion of care services graded 'good' or better in Care Inspectorate inspections increased in 2023-24. The Scottish average position also increased in 2023-24. This performance has resulted in South Lanarkshire's ranking remaining at 17. 91
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2023/24 Service LGBF Ref Description 2021/22 Results 2022/23 Results 2023/24 Results Result Trend Scotland 2023/24 Scottish Average Comparison with Scotland: better or worse? Comments/Progress During 2023-24, the Care Inspectorate published gradings from 29 inspections within South Lanarkshire care services, 3 of which were local authority services and included a children’s house, a care home for older people and South Lanarkshire Adoption Services; all received grades of 4 – good or 5 – very good. The Council implements improvement actions from inspections and reports on inspection outcomes at each meeting of the Social Work Resources Committee, with further note within the Chief Social Work Officer’s annual report. SW08 Number of days people spend in hospital when they are ready to be discharged, per 1,000 population (75+) 910.36 1,005.00 938.00 846.00 Performance for this indicator has improved in 2023-24. The Scottish average declined and is in line with pre-pandemic performance. South Lanarkshire ranking improved from 22 to 21. The Target Operating procedure has been implemented across all Lanarkshire sites supporting planned date of discharge planning at an earlier stage. The initial work undertaken as part of the Discharge without Delay (DWD) programme has now been subsumed within Operation Flow. Hospital staff and other partners work together closely to establish clear timeframes of when someone will go from hospital to community. The Home Assessment Teams are a key element of this programme and as they embed, they will have greater impact addressing the pressures associated with people who are delayed in hospital by putting the person at the centre of the process and allowing for a 6-week period of rehabilitation and enablement on discharge, targeted through a robust assessment and care plan. Early and effective planning improves the benefits for those currently in hospital by discharging home at the earliest and safest opportunity and creates capacity for patients who require admission. The intermediate care unit within Blantyre Life is now also supporting reablement and flow from hospital as a step-down option. 92
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 25 November 2025 Report by: Chief Executive Subject: Accounts Commission Audit of Best Value – North Ayrshire Council 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Forum of key messages and recommendations from recent reports published by the Accounts Commission on Best Value [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to note the following recommendation(s):- [] (1) that the key messages and recommendations within the report be noted. [1recs] 3. Background 3.1. Towards the end of 2023, the Accounts Commission introduced a new approach to the Audit of Best Value to replace the Best Value Assurance Report (BVAR) regime which had run from 2018 to 2023. 3.2. The approach consists of brief Controller of Audit (CoA) reports accompanied by and reflecting on published annual audit reports. These CoA reports are considered by the Commission in public and reported publicly. 3.3. The CoA reports are intended to offer a BV-focused reflection on the Council’s annual audit report. In line with the previous practice of bringing BVAR findings to the Forum to highlight good practice and place our own activities in context, the findings from the recent CoA reports are summarised below. 4. North Ayrshire Council (published 28 October 2025) 4.1. North Ayrshire Council receives a very favourable report, with auditors concluding that the council is self-aware, actively identifies areas for improvement, keen to learn from others’ experience, and committed to improving outcomes and reducing inequalities. The Commission findings are: We are impressed by the council’s commitment to securing Best Value, which is clearly at the heart of how it goes about its business. Communities across North Ayrshire should be reassured about how the council plans and manages its finances, and the way in which it is proactively working to address structural budget gaps and contextual challenges, including deprivation and a declining population. The council is self-aware, actively identifies areas for improvement, keen to learn from others’ experience, and committed to improving outcomes and reducing inequalities. 6 93
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Working with partners across and outwith the region, the council is demonstrating a real willingness to ‘think big’ and a commitment to sustainable change. While cost saving is a primary driver for its transformation programme, there is strong evidence that it wants to do things differently to improve outcomes and gain wider benefits. Examples like the Solar PV Farms project demonstrate innovation and a desire to impact positively on net zero and fuel poverty targets, even if financial savings are limited. The council is an exemplar of how to do transformation well – robust governance, a dedicated investment fund, a well-established and well- resourced in-house team, a track record of delivering savings, and evidence of active collaboration on shared services with the other Ayrshire councils, who face similar challenges. We would urge senior officers and elected members to now confidently push on with this work despite political and structural complexities, ensuring that financial benefits can be realised in the medium term and wider benefits delivered in the longer term, including in relation to economic growth. We expect other councils facing similar challenges to look at what North Ayrshire is doing and how it is doing it in relation to transformation and change. Recognised as a sector leader back in 2020, we are impressed that a considered and embedded approach to community engagement and empowerment continues, including successful implementation of participatory budgeting, engagement with young people, long-standing policies on asset transfer, and a new approach to budget consultation which has succeeded in attracting significant input from residents. It is evident that the council has good relationships with its communities and that trust is there, providing strong foundations when politics and decisions get difficult. We would encourage the council to continue to evidence that it is listening to its communities and acting on the results of engagement. Like other councils, North Ayrshire faces significant medium-term financial risks, particularly in relation to spending on health and social care. We are encouraged that relationships across the Integration Joint Board (IJB) are positive, and oversight and scrutiny arrangements are robust. These factors will be critical if the necessary savings and recovery actions are to be delivered over the next few years. We also note that the council has used and still plans to use reserves to close funding gaps but has acknowledged that this is not sustainable. We look forward to following progress on how savings are being delivered in future annual audit reports and seeing progress on plans to achieve a sustainable cost base. 5. Next Steps and Recommendations 5.1. Officers of the Council will continue to review the CoA reports as they are published to learn any lessons for the council. Reports on any significant findings and key messages will be brought to the Forum for information. 6. Employee Implications 6.1. There are no direct employee implications. 7. Financial Implications 7.1. There are no direct financial implications. 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. 94
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9. Other Implications 9.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is no requirement for consultation on the content of the report. Paul Manning Chief Executive 28 October 2025 Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698 454904) E-mail: Tom.Little@southlanarkshire.gov.uk 95
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 25 November 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Transformational Reviews – Update 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Transformational Reviews that are part of the Council’s Transformational Change Programme for the year 2025/2026 and beyond 2. Recommendation(s) 2.1. The Performance and Review Scrutiny Forum is asked to approve the following recommendation(s):- (1) that the update on the Transformational Reviews be noted. [1rec 3. Background 3.1. In June 2024, a report titled 2025/2026 to 2027/2028 Revenue Budget Strategy was presented to the Executive Committee. This report highlighted the need for Transformational Change to manage the significant Budget Gaps facing the Council over the next 3 years. 3.2. The most recent update to this Forum on 19 August 2025 detailed the progress of Cross-Cutting reviews, as well as Resource specific transformational reviews, to identify savings in the year 2026/2027 and beyond. 3.3. This report provides a further update to these Cross-Cutting reviews (Section 4) and Resource specific reviews (Section 5), and includes any savings proposed as part of the 2026/2027 Budget Strategy. 3.4. The savings identified from the Reviews noted in this report were presented to the Executive Committee on 5 November 2025 for consideration as part of the 2026/2027 savings pack with a view to reducing the Budget Gap for that year. In total, the reviews included in this report have proposed combined savings of £3.042 million for 2026/2027. These are summarised in Section 7.1, Table 2. 4. Transformational Change Programme: Cross-Cutting Transformational Reviews 4.1. Each review is taken in turn with a summary of their current status. 7 97
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4.2. Procurement: As noted previously, following the Council’s approval of procured spend savings totalling £0.941 million in the 2025/2026 Budget, this review remains ongoing to ensure the maximum level of efficiencies is delivered and to identify cashable budget savings for 2026/2027. 4.3. An update presented to this Forum on 19 August 2025 detailed nine opportunities identified to date, with the potential to deliver efficiencies totalling £0.371 million. A further five opportunities, totalling £0.385 million are detailed in Table 1. Table 1: Procured Spend Review – Further Identified Savings for 2026/2027 Proposal Savings (£m) Timber Products 0.371 Bottled Water 0.020 Disabled Adaption Products 0.010 Street Lighting 0.007 Education Software Apps 0.022 Total 0.430 4.4. To date, the efficiencies available as a result of this review for contribution to the 2026/2027 Budget Strategy, total £0.801 million. 4.5. In addition, and as noted previously, the trial of alternative bin supplies, with an estimated efficiency of £0.060m, is progressing, with new bins for the pilot now in place for the recycling rollout in the Hamilton area. 4.6. As reported previously, the Transformation Programme run by SOLACE / Improvement Service includes a workstream for Procurement Collaboration within Local Government targeting Waste, Fleet and Digital. Strategic outline business cases for collaborative procurement were approved by Solace in April 2025, and Procurement have attended sub-group sessions to discuss the project outcomes. 4.7. Fleet: As reported previously to this Forum, real progress has been made in returning the Council fleet to pre-COVID levels, and work continues through 2025/2026 on a review of the Fleet Strategy which will include a review of key strategic outcomes. The annual Fleet Asset Management Plan will be prepared and published in parallel. 4.8. Work continues with regards to determining optimal lease periods, reviewing electric vehicles in the context of sustainability and a move to net zero, and a review of pool car usage and rates. Updates on these workstreams will be presented to the Forum as they become available. 4.9. Finally, work is continuing to identify any fleet implications and savings within the wider programme of Transformational Reviews, with any updates reported through individual reviews as and when appropriate. 4.10. Organisational and Management Structures: The first phase of the Organisational Structure Review identified savings of £1.000 million, totalling 16.85 FTE, which were implemented from April 2025. 98
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4.11. Under Phase 2 of the review, all Resources had variations against the Preferred Operating Model (POM) and carried out a review of management and supervisory structures in order to align to the current POM and generate organisational benefits of enhancing efficiency, consistency, and capacity across Council services, as well as identifying savings for 2026/2027 and 2027/2028. The aim of the current model is to resolve variations by applying a consistent standard across all services. 4.12. The outcome of the review has identified a number of efficiencies, totalling £0.900 million which were included in the 2026/2027 Budget Strategy to Executive Committee on 5 November 2025. As other reviews progress, further consideration of management and organisational structures will be made. If further changes are possible, these will form part of savings packs for future years. 4.13. Overtime: This review of overtime practices and spend looks to reduce expenditure and remove / reduce the associated risks to employees as a result of overtime. This includes a focus on reducing the need for overtime. 4.14. Resource overtime action plans have been created, with agreed actions targeting areas such as ensuring regular and recurring recruitment activity, the distribution of adverts to key organisations and compliance with the Maximising Attendance Policy (to minimise absence and reduce cover overtime). Alongside these general actions across all Resources, actions specifically tailored to each Resource’s unique makeup and requirements are also being implemented. 4.15. The status of actions are categorised using a Red, Amber, Green approach and Resources report back on what actions are working well and are having a positive impact, as well as what actions require to be adjusted or further refined. While reducing overtime is key, this must be done in line with a focus on service delivery and the review recognises the need for flexibility around the dynamic changes and nature of some services. 4.16. As a result of this review, a savings proposal of £0.991 million is included in the 2026/2027 Budget Strategy. 4.17. Customer Engagement: At the meeting of this Forum on 19 August 2025, an update report titled Customer Engagement Transformational Review - Update was presented, detailing the main areas of review activity. 4.18. The review is expected to deliver efficiencies across Resources from improvements expected to be made to customer contact processes and systems across the Council. In addition, the review of service structures is expected to add to the efficiencies. 4.19. A proposal is included in the 2026/2027 Budget Strategy to move the Benefits and Revenues call centre to Customer Services with the financial benefits expected to follow from a streamlining of the management structure and a greater pooling of the call handling resource. This would allow efficiencies to be achieved in 2026/2027 totalling £0.048 million, with a further £0.038m achievable in 2027/2028. 99
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4.20. The review remains ongoing and higher level of efficiencies is expected to be generated through other areas of activity over the medium term, including: - Structural change: The organisational structure used to deliver customer services across the Council is being assessed. This will consider opportunities for ways to improve customer service, resilience and the delivery of efficiencies. - Process review: The review of key processes to identify a range of actions that can improve the process for the customer and for the service. The findings may point to large scale solutions that could benefit many Resource processes. - Introduction of new technologies: As part of this work, the Customer Services team are engaging with other Local Authorities to gain an insight into new technologies that are being used, such as the use of conversational chatbots on Local Authority websites. 4.21. Further updates will be presented to this Forum as and when they become available. 4.22. Digital Transformation: An update report titled Digital Transformation – Update Report was presented at the meeting of this Forum on 19 August 2025. This report detailed the progress of the review against three key areas of focus: - Business Systems and Processes: projects and improvements to key corporate and line of business applications - Workforce Productivity: focus on enabling and empowering staff to maximise their effectiveness and digital literacy - Customer Engagement: clear and consistent Council-wide customer engagement 4.23. The majority of savings from this review are anticipated in future years, however a saving of £0.030m is included in the 2026/2027 Budget Strategy as a result of the refresh of the website technology contract. 4.24. In-house and Procured Services: This review considers the costs of providing services internally compared to obtaining those services from external marketplace. A standalone report on the In-house and Procured Services review is included on the agenda for this meeting of the Forum and will provide the outcome of the review. 5. Transformational Change Programme: Resource Specific Reviews 5.1. Each review is taken in turn with a summary of their current status. 5.2. Third Sector Review: This partnership Review takes forward discussions between South Lanarkshire Council and the local Third Sector which seek to improve the relationship between the two, how it operates and build on the Council motion on the Keeping the Beat Alive initiative and the Fair Funding Charter. 5.3. Following a series of workshops and events, each concentrating on a theme of the review: Strategic Engagement, Fair Funding and Commissioning, a Third Sector Partnership Agreement and a Grant Policy for the Council were drafted and put to the wider Third Sector for consultation. 5.4. Consultation feedback was positive and resulted in minor changes to the Partnership Agreement and Grant Policy. Updated drafts of each were presented to Executive Committee for approval on 5 November 2025. The link can be found here. 100
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5.5. Factoring: As reported previously, a full review of the Factoring Service has been undertaken by Housing and Technical Resources to owners of former Council Housing Stock. At present this service provides a repairs and maintenance service to owners. It is delivered to 1,874 mixed tenure blocks and 329 wholly owned blocks comprising of 8,481 owners and 5,303 Council properties within East Kilbride, Rutherglen and Cambuslang, Hamilton localities. 5.6. The review was to inform the future direction and culture of the Factoring Services function, and options for a future service delivery model which is going to deliver a high-quality effective service. Consideration was given to resourcing levels, staff development, and to ensuring processes are effective and efficient. The findings of this work are currently being developed, and an update will be provided to the next meeting which will demonstrate improvements made to date and give consideration to potential changes to the service delivery structure. 5.7. Long Term Estate Strategy (including Depot Rationalisation): As reported previously, this review looks to promote a strategic and outcome focussed methodology to Asset Management, resulting in a 10-year Estate Strategy that will: - effectively support public service delivery in the future and helps us to deliver people and place-based objectives, - explore opportunities to work collaboratively with other public sector bodies, - inform and guide future land/property decisions on the investment, rationalisation, co-location, and disposal of assets, - direct investment into a reduced, but higher quality and energy efficient core estate - facilitate the transition to net zero for our smaller, higher quality estate, - promote community asset transfer where this is appropriate, and - help manage the financial pressures facing the Council and South Lanarkshire Leisure and Culture (SLLC). 5.8. Estate development is split into three inter-related phases, where Phase One comprised of an initial data review, and the development of a clear assessment criteria which will output an initial scoring of all properties within the estate. Phase One is now complete. 5.9. Using the information gathered in relation to a broad range of agreed criteria including (but not limited to) the location, use, age, condition and energy performance of the asset, and aligning this with place-related criteria, Phase Two will generate proposed priority projects that will utilise the £24 million budget approved by Committee for 2026/2027 and 2027/2028. 5.10. Although this Phase is still evolving through internal consultation, the data is pointing towards a series of early win opportunities to deliver strategic opportunities through projects to catalyse change, joined up regeneration, evolving partnerships and channel shift through collaborations around local needs and outcomes. 5.11. Phase Three comprises the development of the Estate Strategy and an associated 10-year Delivery plan, which will aim to address the requirements discussed above. Phase Three is progressing well, with a final report to the Executive Committee planned for early 2026. 101
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5.12. In terms of the Depot Rationalisation element of this Long-Term Estates Review, an initial baseline of 61 operational properties has been further refined to remove property categories such as stores, household waste recycling centres and properties that have already been vacated and declared surplus. Whilst there does appear to be potential rationalisation opportunities with these types of properties, the data collected is being considered as part of the broader Estates Strategy. 5.13. This has left a shortlist of 18 depots within the scope of this review. A feasibility study is being commenced in order to provide detailed analysis including: - analysis of current and future service requirements across all relevant departments - spatial planning to assess accommodation and site layout needs - technical assessments, including infrastructure capacity (power, drainage, access), environmental constraints, and planning considerations - high-level design options for a consolidated depot, incorporating zero-carbon technologies and fleet charging infrastructure - cost estimation, funding considerations, and potential operational savings - identification of programme requirements, decanting strategy, and key project risks 5.14. The feasibility study will provide a clear recommendation on whether and how to proceed to the next stage of the project, including potential design development and business case preparation. Updates on the study will be made available to this Forum as they become available. 5.15. Planning and Regulatory – Online Service Delivery, Digital Delivery and Consideration of Other Models: This review considered the delivery of services and the methods in which stakeholders engage with the Planning and Regulatory Service. As reported previously, the review has identified potential savings for 2026/2027 from the annual increase in fees and the introduction of discretionary charges. 5.16. Through the realignment of income budgets to reflect current fee income being received, a saving of £0.122 million is achievable in 2026/2027. In addition, a new industry measurement to determine costs of construction works, which then determines the payable fees for Building Warrants, and statutory increases to fees generated through Planning Applications and Building Warrants, income of £0.050 million will be generated in 2026/2027. The total savings achievable through increases to Planning and Building Warrant fees is therefore £0.172 million. 5.17. A saving is also proposed for 2026/2027 where the Planning and Regulatory Service will introduce charges for enhanced pre-application advice, purification of Conditions imposed on Planning Consents and other discretionary charges, which will generate additional income of £0.100 million. 5.18. The savings detailed in sections 5.18 and 5.19 were included in the package of savings for Members’ consideration at the Executive Committee on 5 November 2025. The relevant report can be found here. 102
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5.19. Property Services – Efficiencies and Income Generation: This review remains ongoing, with phase two of the Property Services review of organisational and management structures working to align the Service to the Preferred Operating Model. In addition, work continues with Fleet Services to ensure the correct sizing of the Service’s fleet requirements and training is ongoing to expand the skills of Building Services staff for additional renewables projects. 5.20. Linking to the In-House Review (detailed in a separate report to this Forum), the Housing and Technical Resources Committee (8 October 2025), approved additional resources to reduce external contractor spend within Property Services, subsequently bringing work in-house and reducing overtime spend. This included: - In-house resourcing for Fixed Electrical Testing, Fencing Works and the Kitchen Upgrade Programme - Expanding the Out of Hours Standby team to ensure cover for any resource gaps moving forward - Making the temporary Voids team permanent and progressing with recruitment of 7 additional trades operatives 5.21. The additional resource was approved, and a recruitment/marketing campaign has commenced to increase awareness of upcoming vacancies, encouraging the best candidates to apply for the new roles. 5.22. Routes to Work South (RTWS): This organisation is a South Lanarkshire based company limited by guarantee and a registered charity that delivers a range of employability programmes on behalf of South Lanarkshire Council. RTWS was established in 2001 and operates as an Arms-Length External Organisation (ALEO) of the Council. As an ALEO the Council can award contracts directly to RTWS through the ‘teckal’ exemption without going through a competitive tender exercise. 5.23. In 2024/2025, RTWS delivered a range of programmes on the Council’s behalf with a total value of £2.3 million. All programmes were funded by external employability funding sources including Scottish Government No-one Left Behind, UK Government’s Shared Prosperity Funds and windfarm community benefit funds. 5.24. Given the changes in employability policy and in the funding landscape over recent years, a review of the current delivery mechanism has been undertaken. A report on the review’s findings will be presented to the Council’s Executive Committee in December 2025, and then to the next meeting of this Forum for information. 6. Employee Implications 6.1. 23 FTE posts are proposed to be removed as part of the savings proposals resulting from these reviews (noted in Table 2). 103
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7. Financial Implications 7.1. The financial implications of these reviews are summarised in Table 2. Table 2: Transformational Reviews – Proposed Savings for 2026/2027 Reference Saving FTE 26/27 Saving 26/27 £m M&O01 Procurement Review - 0.801 M&O02 Overtime Review - 0.991 M&O03 Organisational and Management Structures Review 21.0 0.900 M&O06 Annual Increase to Planning and Building Warrant Fees - 0.172 M&O07 Digital Transformation Review - 0.030 M&O08 Customer Engagement Review 2.0 0.048 CER12 Planning – Introduction of Charges - 0.100 Total Savings 23.0 3.042 8. Other Implications 8.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8.2. The main risk associated with the Council’s Capital Programme is that there 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 an overspend is managed through four weekly Investment Management Meetings. 8.3. There are no implications for sustainability in terms of the information contained in this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 21 October 2025 104
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 26 June 2024 Cross-Cutting Reviews – Update - Performance and Review Scrutiny Forum 27 August 2024 Transformational Reviews – Cross-Cutting – Update - Performance and Review Scrutiny Forum 19 November Transformational Reviews - Update - Performance and Review Scrutiny Forum 04 February 2025 Transformational Reviews – Update - Performance and Review Scrutiny Forum 01 April 2025 Transformational Reviews – Update - Performance and Review Scrutiny Forum 17 June 2025 Transformational Reviews - Update - Performance and Review Scrutiny Forum 19 August 2025 Executive Committee, 5 November 2025 List of Background Papers 2026/2027 to 2027/2028 Revenue Budget Gap and Savings Proposals for 2026/2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O'Hagan, Head of Finance (Strategy) Ext: 2601 (Tel: 01698 452601) lorraine.o'hagan@southlanarkshire.gov.uk 105
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 25 November 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Bringing Contracts In–House 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Performance and Review Scrutiny Forum with the conclusion of the transformational review which considers Bringing Contracts In–house [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- (1) that the outcomes of the review and actions provided by the Resources, as summarised in section 5, be noted; (2) that the update to the Procurement Sourcing Strategy (section 6) be noted; and (3) that Appendix 2, which summarises the considerations given to all 20 high- spend areas (section 4.3), and the outcome of each as a result of this review, be noted. 3. Background 3.1. As part of the Council’s commitment to transformational change, this review provides a robust examination of existing contracts and areas of high spend in order to ensure that Best Value is being delivered. A Terms of Reference was included in a previous report to this Forum, Transformational Reviews - Update (1 April 2025), proposing that existing contracts and areas of high spend would be reviewed in order to identify opportunities to realise efficiencies from these areas of service delivery. 3.2. A review of the Council’s Contracts Register was initiated and any services contract (not goods contracts) with a total annual value exceeding £0.250 million, and which was expected to come to an end within the calendar years 2025 to 2027, was considered within the scope of the review. Approximately 70 areas of spend were captured in this initial exercise. 3.3. Work was undertaken across Resources over the spring/summer period to interrogate spending practices across these 70+ areas, considering the merits of in-house versus external provision of service, as well as ensuring best value is being delivered in all areas of service. 3.4. Section 4 of this paper details the work carried out to analyse these areas and provides examples of good practice already in place within the Council, as well as areas where external contractors support internal services to ensure consistency of service delivery. 8 107
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3.5. Section 5 details where the overall outcome of the review resulted in further actions, as well as the results of these actions. 4. Areas of Spend Relating to External Contracts Across Resources 4.1. As noted in Section 3, a review of the Council’s Contracts Register was initiated and approximately 70 areas of spend were captured for review. 4.2. Resources assessed each area of spend through the flowchart (Appendix 1), to provide the rationale as to whether these contracts should or could be delivered in- house, and by doing that, whether that would provide best value for the Council. For each area, this included an assessment of the Council’s statutory powers, current contract terms, considerations of cost, and factors within the Resource / Service itself such as capacity and capability. The results of this were considered corporately to ensure consistency, and 27 of the 70 contracts were identified for further review. 4.3. The remaining 43 were not considered any further for a variety of reasons including if the service was out with the Council’s powers, it was a specialist area and not cost effective to skill-up, or it was evidently cheaper to outsource, and no further financial analysis was required. The 27 contracts being reviewed were consolidated into 20 spend areas (where contracts were for the same/similar works). Resources provided detail on their considerations for each contract, following a standard template comprising a summary of the analysis undertaken and including high-level costing information, to determine the financial viability of the approach. Appendix 2 provides a summary of the spend areas which were considered and the outcome of each as a result of this review. 4.4. In considering these areas of spend, there are some areas of good practice where in- house provision is actively being considered. An example of this is Roads Construction Contracts. Discussions with the Service have highlighted that Roads already regularly assess and programme their workload and routinely look to retain as much in-house as they possibly can, to the extent that across the last few years, the Service has halved the number of external works. 4.5. It is also noted that, for some large-scale works, there can be significant risks involved and there are advantages to externalising these areas, and therefore the inherent risk. The Roads Service will continue to review internal resources and available opportunities, noting existing opportunities across Housing and Technical Resources, Education Resources and Grounds Services. 4.6. Roads Service have been responsible for managing a number of high value and multi- year projects over recent years, and a number of these are continuing (for example City Deal Hamilton Junctions and Merryton Roundabout). On an ongoing basis, Roads will continue to assess opportunities emerging over the period that there are increased investment levels. 4.7. It has also been identified that in some cases, external contractors work alongside services being provided in-house, and while some contracts are in place, they are only used as a backup in case in-house services cannot manage short term peaks in demand. An example of this is some areas of building services where shortages in workforce either through turnover, or peaks in demand, have meant that external contractors have been brought on board to keep operations moving. There are also other examples where subcontractors have been required for specialist work for example, Aids and Adaptations work where the backup contractor is used to sub- contract specialist areas of manufacturing, such as lifts. 108
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4.8. When analysed, some other spend areas would clearly cost more if they were provided in-house. Examples of this include Care at Home Services. Costs were established for the equivalent internal provision using the all-encompassing hourly rate, as well as an alternative stand-alone cost model. Both of these approaches show that in-house is more expensive than external provision. This reflect the pay rates for Council staff being greater than the external providers. 5. Overall Review Outcomes – Further Action 5.1. As noted in section 4.3, Appendix 2 provides a summary of the spend areas which were considered and the outcome of each as a result of this review. Those areas where further action is being progressed to potentially internalise works are taken in turn, in Resource order. Education Resources 5.2. Taxis (ASN Transport): The Resource will incorporate the findings from this work into an internal review to further evaluate the opportunity to utilise additional internal fleet vehicles to help reduce the number of contracts going to external providers. The review is scheduled to begin in early 2026. Housing and Technical Resources 5.3. There are a number of areas where, following consideration the terms of the contracts, and any TUPE implications, the Resource have sought approval from the Housing and Technical Resources Committee to increase the staffing establishment and to embark on a recruitment campaign, and retain a greater proportion of work in-house. 5.4. Approval was granted on 8 October 2025, and the recruitment campaigns have since commenced. The relevant contract areas are listed below: - Fixed Electrical Testing - Building Maintenance Service – Kitchen Upgrade Programme - Building Maintenance Service – Fencing Works Social Work Resources 5.5. Daycare provision: The Resource will take forward a two-part process, with the intention of contributing to the IJB budget setting for 2026/2027 in March 2026: 1. The Commissioning, Quality Assurance and Governance Team will review existing contracts and provision as part of their established process to determine the benefits of the external service and consider whether efficiencies can be found. 2. The in-house Day Service will consider the opportunities for redesign to meet the needs of the external group taking account of the review activity in 1. 5.6. The review will focus on updating our external commissioning requirements and optimising the usage of in-house. Details of the outcome will be presented to the IJB’s Performance and Review Scrutiny Committee when complete. 109
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5.7. Social Care Adaptions: Social Work Resources have reviewed the current arrangements for community equipment provision in South Lanarkshire through the Equipu Partnership – a collaboration between NHS Greater Glasgow and Clyde and six local authorities, including South Lanarkshire. Its primary purpose is to provide equipment and assistive technologies to help vulnerable individuals live more independently at home. Recycling is at the heart of Community Equipment Store service model for Equipu, and, on average, the service recycles over £4 million worth of equipment annually. 5.8. The Resource has considered the current arrangements in terms of performance and cost effectiveness compared to the potential for in-house delivery. This has identified that the partnership benefits from economies of scale, a flexible service delivery, and a robust infrastructure that allows rapid response to new demands, such as when the Scottish Government issued statutory guidance for wheelchair provision. The Council has realised direct savings in service delivery costs, through the arrangement while maintaining service standards. The Resource regularly reviews whole service activity and performance of the shared store arrangement, complemented by quarterly Finance papers, end of year monitoring and new-year budget setting reports. Bearing this in mind, as well as the potential costs to the Council of setting up a store and run it as effectively and efficiently as the larger EquipU store, in-house delivery has been discounted. 5.9. As part of the review, the Resource also considered partnership working with North Lanarkshire Health and Social Care Partnership and using their arrangements. However, their premises in Motherwell are deemed insufficient for the Council’s needs, and any collaboration is anticipated to require significant capital costs. 5.10. Taking into consideration the options above, this review has not identified any reason to change from the existing arrangements. 6. Procurement Practices 6.1. In order to ensure that Resources consider insourcing and best value as part of normal business, the Sourcing Strategy used to procure services is being amended to include a section on ‘In-house Considerations.’ 6.2. This will consist of standardised drop-down menus to prompt Resources to consider whether works can be completed in-house, and if not, to justify their reasoning. Reasons will include ‘outwith the Council’s powers,’ ‘prohibitive costs,’ ‘workforce constraints’ and ‘in-house skillset.’ 6.3. The Strategy has been circulated to the internal Procurement Network for their consideration / approval and once agreed, this document will become the new standard from Autumn / Winter 2025. 7. Summary 7.1. Following the 70 high value contracts identified, 20 spend areas were identified for further consideration. The Resources had considered the remaining contracts using the flowchart and had agreed that they were appropriately outsourced with reasons being risk levels, capacity/expertise, value for money or flexibility of contracts. 110
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7.2. Section 5 details the spend areas where actions were identified and which will be pursued to ensure the Council maximises its ability to deliver services in-house where appropriate. These areas are summarised below: - Education Resources will evaluate the opportunity to utilise additional internal fleet vehicles for ASN Transport to help reduce the number of contracts going to external providers. - Housing and Technical Resources have embarked on a recruitment campaign to retain a greater proportion of work in-house across 3 areas: Fixed Electrical Testing, the Kitchen Upgrade Programme, and Fencing Works. - Social Work Resources will consider increasing the in-house Day Care provision with the intention of contributing to the IJB budget setting for 2026/2027. 7.3. In addition, the Council’s Sourcing Strategy will be updated to encourage Resources to review insourcing and ensure best value when procuring services (section 6). 8. Employee Implications 8.1. The employee implications resulting from this review are localised to the Housing and Technical Resources recruitment campaigns detailed in sections 5.3 and 5.4. These proposals will bring work in-house through staff recruitment and were approved by the October meeting of the Housing and Technical Resources Committee. 9. Financial Implications 9.1. The financial implications from the Review are specific to the recruitment of additional staff in Housing and Technical Resources (sections 5.3 and 5.4). These new employees will mean that the level of reliance on external contractors is reduced. The Resource have identified this as cost neutral, and that by bringing the service in-house, greater control could be exerted over programming, performance and the workforce. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications at this stage of the process. 11. Other Implications 11.1. None to note at present. 12. Integrated Impact Assessment and Consultation Requirements 12.1. 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 at present. Jackie Taylor Executive Director (Finance and Corporate Resources) 30 October 2025 111
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O'Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) lorraine.o'hagan@southlanarkshire.gov.uk 112
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APPENDIX 1 Decision Making re Delivering Services In–house 113
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APPENDIX 2 Areas of Spend Considered Position Community and Enterprise Resources Roads – Projects and Frameworks Complete – no further action required as in-house is already actively being progressed. Education Resources Taxis (ASN Transport) (section 5.2) The Resource will incorporate the findings into an internal review to further evaluate the opportunity to utilise additional internal fleet vehicles to help reduce the number of contracts going to external providers. Education Services Procured Service Arrangement Complete – no further action due to the variability of the services purchased on an annual basis. Finance and Corporate Resources End User Computing and Device Management (for PC and Mobile Installation and Maintenance) Complete – no further action on the basis of cost. Housing and Technical Resources Building Maintenance Service (including Fencing Works and Kitchen Upgrade Programme) (section 5.4) The Resource have considered the terms of the contract and any TUPE implications and have sought approval from the Housing and Technical Resources Committee to embark on a recruitment campaign and retain a greater proportion of work in-house. Approval was granted on 08 October and the campaigns have now commenced. Building Maintenance Services (Fabric Works) Complete – no further action based on scale and the specialist nature of the works. Building Materials and Equipment (including Refurbishment Works and Removal of Asbestos) Complete – no further action on the basis of cost (Asbestos works) and that works are already delivered in-house (Refurbishment works). Accommodation and Property – Cleaning (inc. Voids) Complete – no further action based on cost. Environmental Services – Cleaning and Pest Control Considered along with above – no further action. Electrical and Street Lighting (Fixed Electrical Testing) The Resource have considered the terms of the contract and any TUPE implications and have sought approval from the Housing and Technical Resources Committee to embark on a recruitment campaign and retain a greater proportion of work in-house. Approval was granted on 08 October and the campaigns have now commenced. Security and Safety Equipment (Manned Security) Complete – no further action based on cost. Scaffolding Complete – no further action at present, pending evaluation of the drone programme. Demolition Works Complete – no further action based on current contract usage levels and cost. Electromagnetic repairs to Non-Housing General Service Properties Complete – no further action based on cost. 114
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First Stop Supported Accommodation Complete – no further action as new accommodation being progressed with an external provider. Social Work Resources Daycare Provision (Section 5.5) The Resource will take forward a two-part process, with the intention of contributing to the IJB budget setting for 2026/2027 in March 2026. Care at Home Complete – no further action on the basis of cost. Adult Residential Care for Adults with High Complex Needs Further discussions are taking place with Enable to understand their costs and to look at efficiencies. Secure Care Services Complete – no further action on the basis of cost and risk. Social Care Adaptions (Section 5.7) The Resource will continue to review shared store arrangements for Social Care Adaptions to ensure that the current arrangement with EquipU continues to provide best value, both financially and operationally. 115
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