Agenda Document Pack - Performance and Review Scrutiny Forum - 12/05/2026
South Lanarkshire Council · 12 May 2026
Back to Performance and Review Scrutiny Forum — 12 May 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Friday, 01 May 2026 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, 12 May 2026 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 24 February 2026 submitted for approval as a correct record. (Copy attached) 3 - 6 Item(s) for Consideration 3 Local Government Benchmarking Framework Overview Report 2024/2025 Report dated 16 April 2026 by the Chief Executive. (Copy attached) 7 - 12 4 Local Government Benchmarking Framework 2024/2025 Results and Action Plan Report dated 23 April 2026 by the Chief Executive. (Copy attached) 13 - 58 5 Accounts Commission Audit of Best Value – Aberdeenshire Council and Shetland Islands Council Report dated 14 April 2026 by the Chief Executive. (Copy attached) 59 - 62 6 Transformational Reviews – Update Report dated 8 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 63 - 70 Urgent Business 7 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 24 February 2026 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor John Anderson, Councillor Maureen Chalmers, Councillor Gerry Convery (Depute), Councillor Maureen Devlin, Councillor Katy Loudon, Councillor Davie McLachlan, Councillor Kirsten Robb, Councillor John Ross Councillor’s Apology: Councillor Richard Lockhart Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy; L Marshall, Finance Adviser; N Reid, Research and Improvement Manager Community and Enterprise Resources A Brown, Head of Enterprise and Sustainable Development Finance and Corporate Resources J Taylor, Executive Director; S Jessup, Administration Assistant; T Slater, Administration Adviser 1 Declaration of Interests The following interests were declared:- Councillor(s) Item(s) Nature of Interest(s) Anderson Transformational Review of Routes to Work South Board Member of Routes to Work South 2 Minutes of Previous Meeting The minutes of the meeting of the Performance and Review Scrutiny Forum held on 25 November 2025 were submitted for approval as a correct record. The Forum decided: that the minutes be approved as a correct record. Councillor Chalmers joined the meeting during consideration of the above item of business 3 Accounts Commission Audit of Best Value – North Lanarkshire Council A report dated 26 January 2026 by the Chief Executive was submitted on the key messages and recommendations from a recent report 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. 2 3
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Information was provided on the findings and key messages from the recent CoA report for North Lanarkshire Council. The Executive Director (Finance and Corporate Resources) responded to a member’s questions on various aspect of the report and undertook to:- re-share information on this Council’s reserves balance that was reported to the Finance and Corporate Resources Committee look at North Lanarkshire Council’s Annual Audit Report and the commentary made on reserves, with a view to providing the Forum with a summary of any issues that this Council could learn from The Forum decided: that the key messages and recommendations within the Controller of Audit report for North Lanarkshire Council be noted. 4 South Lanarkshire Council Best Value Audit A report dated 26 January 2026 by the Chief Executive was submitted on preparations for South Lanarkshire Council’s next Best Value audit, which was expected to take place in November 2026. Information was provided:- on how the audit of Best Value for local authorities had evolved since 2003 on the approach that had been taken since 2023, which had integrated the Best Value audit into annual financial audit work to increase efficiency and reduce the scrutiny burden on councils on the focus of Controller of Audit (CoA) reports, which had replaced the previous Best Value Assurance Report (BVAR) arrangements, with each council expected to be the subject of at least 1 CoA report within a 5-year audit period on the completion of the Action Plan developed following the Council’s most recent audit in 2019, as detailed in Appendix 1 to the report summarising Best Value findings since the start of the new approach in 2023 outlining actions arising from the annual audits for 2022/2023 to 2024/2025, as detailed in Appendix 2 to the report on the next steps for preparation, with an update report being submitted to the Forum on 11 August 2026 Officers responded to members’ questions in relation to various aspects of the report. The Forum decided: that the contents of the report be noted. 5 Transformational Reviews – Update A report dated 29 January 2026 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. 4
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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 Overtime Customer Engagement Digital Transformation Organisational and Management Structures Third Sector Review Shared Services Review Factoring Long-term Estate Strategy (including Depot Rationalisation) Planning and Regulatory Property Services – Efficiencies and Income Generation A separate update report on the findings of the Routes to Work South (RTWS) review had been included on the agenda for this meeting. Savings identified from the reviews had been presented to the Executive Committee on 5 November 2025 for consideration as part of the 2026/2027 proposals to reduce the budget gap. The updated savings position, as a result of Transformational Reviews, was £3.284 million for 2026/2027, as summarised in paragraph 7.1 of the report. The Chair highlighted that the reviews were not just about financial savings, but were also about delivering better services. The Forum decided: that the update on Transformational Reviews be noted. [Reference: Minutes of 25 November 2025 (Paragraph 7) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 9) and 5 November 2025 (Paragraph 9)] 6 Transformational Review of Routes to Work South A report dated 16 January 2026 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the Transformational Review of Routes to Work South (RTWS). RTWS was a South Lanarkshire based company limited by guarantee and a registered charity that delivered a range of employability programmes on behalf of the Council. RTWS was established in 2005 and operated as an Arms-Length External Organisation (ALEO) of the Council, delivering services through Teckal arrangements which were negotiated on an annual basis. A transformational review had been undertaken which included engagement with a range of stakeholders. The findings of the review were outlined in the report, and an options appraisal was carried out which considered 5 options, also outlined in the report. Option 5, which was to maintain Council membership of RTWS and the current Teckal arrangements and to reduce the overlap between RTWS and Council service provision, was the preferred option and was approved by the Executive Committee at its meeting on 3 December 2025. 5
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At that meeting, the Executive Committee delegated authority to the Executive Director (Community and Enterprise Resources) to implement Option 5 and the associated actions, in consultation with the Head of Administration and Legal Services. The review also highlighted some potential conflicts of interest for Council officers undertaking director roles in ALEOs and the Articles of Association would be amended to ensure that a majority of Directors were independent of the Council. The Board would, therefore, consist of 6 independent, co-opted Directors and 4 Council appointed Directors. Four elected members would be identified for appointment to the Board, one from each locality. A report seeking approval of the appointment of 4 elected members and 6 independent co-opted Directors would be submitted to a future meeting of the Executive Committee. It was noted that there was a typographical error in the report at paragraph 7.5, bullet point 2, where it should refer to 6 independent co-opted Directors, rather than 5. The Forum decided: (1) that the contents of the report be noted; (2) that the proposal to take forward Option 5, to maintain the Council membership of Routes to Work South (RTWS) and the current Teckal arrangements, and to reduce the overlap between RTWS and Council service provision, as approved by the Executive Committee, be noted; (3) to note that the Executive Committee had delegated authority to the Executive Director (Community and Enterprise Resources) to implement Option 5 and the associated actions, in consultation with the Head of Administration and Legal Services; and (4) to note that a report, seeking approval of the appointment of 4 elected members and 6 independent co-opted Directors to the Board of RTWS, would be submitted to a future meeting of the Executive Committee. [Reference: Minutes of 19 November 2024 (Paragraph 7) and Minutes of the Executive Committee of 3 December 2025 (Paragraph 14)] Councillor Anderson, having declared an interest in the above item of business, withdrew from the meeting during its consideration 7 Urgent Business There were no items of urgent business. 6
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 12 May 2026 Report by: Chief Executive Subject: Local Government Benchmarking Framework Overview Report 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- provide a summary of the key messages from the Local Government Benchmarking Framework (LGBF) overview report published by the Improvement Service in March 2026 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- (1) that the contents of the report be noted. 3. Background 3.1. The Local Government Improvement Service (LGIS) publishes a national LGBF overview report each year, reflecting on the results and identifying key themes and messages presented by the data. 3.2. The 2024/2025 overview was published in March 2026 and is the fourteenth report in the series, drawing upon more than a decade of LGBF data. 3.3. This report summarises the key messages within the LGBF overview report. 3.4. A further report on the agenda of this meeting provides the forum with South Lanarkshire Council’s own initial LGBF results for 2024/2025 4. The 2024/2025 Overview Report – Structure and Focus 4.1. In recent years (since the 2021/2022 report) the LGIS has reduced the size of the report and moved towards a more analytical and thematic treatment of the results. This has been achieved by shifting the publication of results onto an online platform, leaving the overview to focus on a more discursive approach. 4.2. The latest report is structured around the following themes: Financial Pressures Workforce Challenges Health and Social Care Pressures Education for Children and Young People Tackling Poverty Performance of Local Government Services 3 7
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4.3. The overview report complements the publication of the LGBF dataset on the online dashboard. The dashboard provides the complete LGBF dataset comprising more than ten years’ worth of data across more than 100 indicators. The dashboard also provides access to a wide range of financial data which is collected alongside the LGBF and profiles spending patterns across councils over time. 5. Key Messages 5.1. The 2024/2025 report is published at a time when Scotland’s local government is operating under sustained financial, workforce and demand pressures that are now structural in nature. Despite significant innovation, service redesign and partnership working, councils are reaching the limits of what can be delivered within existing resources. The LGBF highlights areas of continued improvement but also deepening pressures that threaten long-term sustainability. Financial Pressures 5.2. Local government finances face escalating stress as funding consistently fails to keep pace with inflation, demand growth and expanding national commitments. Increasing ringfencing and new statutory obligations continue to restrict flexibility, while demographic demand pressures contribute to a £10bn long-term gap. Reserves have been depleted below prudent levels, increasing reliance on debt – especially within the Housing Revenue Account, where financing costs now consume over 20% of rental income. 5.3. Statutory services, primarily education and social care, absorb over 70% of expenditure, leaving limited scope for discretionary or preventative investment. Infrastructure continues to deteriorate faster than councils can fund repairs. 5.4. Key structural pressures include: funding not keeping pace with inflation, demand or policy commitments demographic pressures outstripping resources declining reserves and rising debt dependency reduced local flexibility due to ringfencing significant risks in the Housing Revenue Account deteriorating assets, especially roads Workforce Challenges 5.5. Workforce pressures remain one of the biggest risks to service continuity. Staffing levels sit below those of 20 years ago while costs now represent nearly 70% of council spending. Absence rates have reached record highs. 5.6. Recruitment and retention challenges are acute in social care, social work, planning and environmental health. High turnover and pay constraints create ongoing fragility across essential services. Service specific workforce pressures persist, including fragile care sector staffing and specialist teacher shortages in STEM (science, technology, engineering or mathematics) and rural areas. 5.7. An ageing workforce (over half are aged 45–64) presents succession risks, while minority ethnic and disabled employees remain under-represented. Gaps in data quality hamper effective planning. 8
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Health and Social Care 5.8. Demand for adult social care continues to grow sharply due to ageing populations and increasing complexity. Although expenditure has risen by 31% since 2010/2011, most additional funding is absorbed by inflation and pay rather than expanded capacity. 5.9. System capacity remains constrained by workforce shortages and provider fragility. Re-admissions, delayed discharge bed days and unmet need are increasing. 5.10. Structural pressures include insufficient workforce capacity, reduced availability of intermediate and community services, and rising complexity among adults aged both 18–64 and 65+. Education 5.11. Education services show signs of recovery but continue to face growing complexity and workforce pressures. Although real terms spending has risen by 19.8% since 2010/2011 reflecting national policy commitments, Additional Support Needs (ASN) have grown substantially, now affecting over 40% of pupils. 5.12. Primary attainment has surpassed pre pandemic levels and poverty related gaps continue to narrow. However, attendance remains below historic norms and a small but growing cohort of pupils experience entrenched non-attendance linked to anxiety and complex ASN. 5.13. Early years developmental outcomes are improving in relation to 27-30 month health reviews, but are uneven across Scotland, shaped by differences in workforce capacity and specialist support. Tackling Poverty 5.14. Despite easing inflation, poverty pressures remain significant. Households face high housing and energy costs, limited income growth and entrenched labour market inequalities. 5.15. Child poverty fell slightly in 2023/2024 but remains above 2014/2015 levels. Rent arrears have fallen for the first time in years and Council Tax collection is stable, but demand for crisis support remains consistently high. The Scottish Welfare Fund continues to exceed core allocations and Discretionary Housing Payments have risen to £89.3m, driven by the widening gap between rent levels and benefit uprating. 5.16. Councils are strengthening strategic approaches to poverty through improved data, spatial analysis and whole system initiatives such as Fairer Futures Partnerships and Whole Family Support. However, without wider reform in income, housing and social security, pressures on local safety net services will persist, limiting opportunities for more preventative action. Performance of Local Government Services 5.17. Two thirds of LGBF indicators have improved since the baseline, but recent progress has slowed significantly due to compounding pressures. 5.18. Long term gains are evident across educational attainment, positive destinations, personalisation in social care, older people supported at home, recycling, carbon emissions and local procurement. 9
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5.19. However, several areas that previously showed improvement – such as placement stability, planning performance and road condition – are now stagnating or declining. Persistent challenges – such as high absence levels, delayed discharges and declining public satisfaction – underscore deeper structural pressures. 5.20. Innovation remains strong, with councils modernising services through digital tools, data driven models, community hubs and cross sector partnership working. Good practice continues to emerge through peer collaborative improvement and LGBF Practice Sharing events, helping councils to learn from each other and scale effective approaches. 6. Next Steps and Recommendations 6.1. The full data set for the LGBF is available through the LGIS explore the data tool. To complement the national dashboard, a South Lanarkshire LGBF dashboard has been developed which focuses on strategic indicators aligned to the Council Plan. 7. Employee Implications 7.1. There are no direct employee implications. 8. Financial Implications 8.1. There are no direct financial implications. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 10. Other Implications 10.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. Consultation was not required to inform the contents of this report. Paul Manning Chief Executive 16 April 2026 Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving We will work to progress and improve 10
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Previous References None List of Background Papers National Benchmarking Overview Report 2024/2025 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 11
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Report Agenda Item To: Performance and Review Scrutiny Forum Date: 12 May 2026 Prepared by: Chief Executive Subject: Local Government Benchmarking Framework 2024/2025 Results and Action Plan 1. Purpose of Report 1.1. The purpose of this report is to:- provide the Forum with the Local Government Benchmarking Framework (LGBF) results for 2024/2025 provide the Forum with explanatory narrative for the suite of indicators, including the proposed actions, where appropriate, being taken to address those LGBF indicators where the results are declining and/or are below the Scottish average provide a family group analysis of those LGBF indicators where South Lanarkshire Council’s (SLC’s) result is below the Scottish average 2. Recommendations 2.1. The Forum is asked to approve the following recommendation(s):- (1) that the importance of interpreting Local Government Benchmarking Framework measures in the local context, as detailed in sections 4.1 to 4.4, be noted; (2) that the results, narrative, actions and family group analysis included, following the scrutiny of the 2024/2025 results, be noted; and (3) that the arrangements for the publication of South Lanarkshire Council’s results, in accordance with the statutory requirements, be noted. 3. Background 3.1. The core purpose of the LGBF is to make comparisons on spend/cost, performance and customer satisfaction results over several years and also between similar councils. 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 4 13
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3.2. These headings represent approximately 70% of local authority spend. 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. This report presents the 2024/2025 LGBF results (on a Service by Service basis) and sets out commentary and improvement actions against those indicators. Of particular interest in terms of continuous improvement are those indicators which are declining and/or falling below the Scottish average. The steps and actions identified in the report will not necessarily show immediate improvements - many are long term plans. 4. Interpreting the LGBF Results: Limitations and Cautions 4.1. Although the LGBF results are available for all councils in Scotland – and, therefore, can be used to construct council league tables – the Local Government Improvement Service cautions against this approach, emphasising that the purpose of the data is to act as a ‘can-opener’ for discussions about performance and improvement in the context of specific services, considering geography, demographics and local council priorities. 4.2. Within this report, South Lanarkshire’s performance trend for the past 3 years is provided, together with the most recent year’s performance relative to the Scottish average. As with the LGBF as a whole, these summary figures are intended to frame a closer examination of the underlying data and context for specific indicators. For this reason, it is necessary to pay close attention to the narrative against each indicator (provided in Appendix 1, ‘Comments’ column) when forming a judgement about what the performance means in a South Lanarkshire context. 4.3. All statistics require, for correct interpretation, a knowledge of potential limitations. In particular, the following specific points should be borne in mind when reviewing the LGBF results: local policy decisions can impact on the LGBF results and interpretation of the data. This is particularly true for cost indicators in the LGBF suite, where lower costs are generally equated with good performance. In these instances, where the Council has opted to invest resources (for example in the school estate), costs will appear higher than the Scottish average or for comparable councils, and performance may be assessed as ‘worse’ a number of satisfaction measures within the LGBF are derived from the Scottish Household Survey (SHS). There are important limitations to this data – which the Council has highlighted for several years now. First, the number sampled is very small relative to the population – in 2024, interviews were carried out with 430 adults in South Lanarkshire, equating to less than 0.1% of the adult population. Second, survey respondents are asked how satisfied they are with services even if they have not used the service in question. Third, for these indicators, the Council conducts its own surveys of service users so that it can closely monitor and respond to user experiences. These surveys – of people who have used the services – invariably rate the services more highly than the SHS. Also, note that during 2020 and 2021 the mode of the survey changed significantly as a result of limitations imposed by the Covid pandemic. Due to these limitations, the data from 2020 and 2021 was published as experimental data and is not directly comparable with data from other years 14
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the figures within the LGBF are the result of a wide range of service provision models and data collection processes carried out in each of Scotland’s 32 councils. While the LGBF endeavours to achieve high standards of completeness and consistency, there are inevitably differences between councils and between indicators in terms of what is counted and how it translates into LGBF performance 4.4. These points are not intended to undermine the LGBF results. Rather they serve to emphasise the importance of looking individually at each service and each indicator to understand the local drivers and determinants of performance. 4.5. The Improvement Service published a new Guidance document to assist elected members in Understanding and using the LGBF to help promote a culture of driving improvement. 5. Results and Key Messages 5.1. The report attached as Appendix 1 summarises the recent results for South Lanarkshire Council, indicating whether performance in 2024/2025 has improved (↑) or declined (↓) compared with 2023/2024 results, and if performance is better () or worse (X) than the Scottish average in 2024/2025. It also includes explanatory narrative for the movements in performance between 2023/2024 and 2024/2025. 5.2. The table below summarises SLC’s performance: Table 1 – Summary of Performance of LGBF Results (at 31 March 2026) KEY: Number (%) of indicators 2022/23 2023/24 2024/25 South Lanarkshire performance ↑ improving performance in SLC 53 (52%) 51 (50%) 47 (46%) ↓ declining performance in SLC 36 (35%) 42 (41%) 37 (36%) ↔ No change in performance in SLC 4 (4%) 6 (6%) 4 (4%) --- Results/trends not available 9 (9%) 3 (3%) 15 (14%) Comparison with Scottish average ✓ SLC results better than Scottish average 51 (50%) 57 (56%) 53 (52%) X SLC results worse than Scottish average 40 (39%) 40 (39%) 34 (33%) ↔ SLC results same as Scottish average 2 (2%) 2 (2%) 1 (1%) -- Results not available 9 (9%) 3 (3%) 15 (14%) 2022/2023 results as at August 2024 update 2023/2024 results as at September 2025 update 2024/2025 results as at 31 Mar 2026 (23.04.26) NOTE: one new indicator under the Financial Sustainability service heading was recommended for inclusion in the LGBF suite in 2024-2025 Fin Sus06 – Reliance on reserves as a % of Net Expenditure 15
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5.3. Across the 103 indicators in the 2024/2025 suite, SLC’s performance improved against 47 (46%) indicators, remained the same against 4 (4%) indicators, and declined for 37 (36%) indicators. There are 15 (14%) indicators for which the results or trend information is not yet available for 2024/2025, including adult social care, tackling climate change and looked after children. It is hoped that these results will be available when the 2024/2025 data is refreshed over the coming months. 5.4. In terms of South Lanarkshire’s figures relative to the Scottish results, performance was better than the Scottish average for 53 (52%) indicators, remained the same against 1 (1%) indicator and was worse than the average for 34 (33%) indicators. There are 15 (14%) indicators for which the 2024/2025 results are not yet available. 5.5. Following an Audit Scotland recommendation, The Forum (at their meeting on 29 November 2019) agreed to introduce a family group analysis in the annual reporting of the Council’s LGBF results. Similar to our focus on reporting the results, the family group analysis is based on those indicators where the council is performing worse than the Scottish average. This analysis is attached at Appendix 2. 6. Publication of the Data 6.1. The 2024/2025 data has been shared on the Local Government Improvement Service interactive LGBF Dashboard - Explore the data. The Local Government Improvement Service published their national overview report on 11 March 2026, which includes the key messages, trends and results from across Scotland as a whole and the challenges facing councils in the context of current funding pressures, growing demand and work to tackle inequality and poverty. 6.2. At a local level each council is required to publish its own results at the same time as the publication of the Overview report by the Local Government Improvement Service. As in previous years, the LGBF results information for SLC will be uploaded on to the Council’s website, together with contextual information about and explaining the indicators. In addition South Lanarkshire’s LGBF Dashboard will be updated for the 2024/2025 results and commentaries. 7. Next Steps 7.1. The actions identified in the comments column in Appendix 1 will be implemented. 7.2. These 2024/2025 results (as at 31 March 2026) are to be considered final at this time and will be uploaded onto the performance pages on the Council’s website and South Lanarkshire’s LGBF Dashboard, following approval at PRSF. However, data is refreshed by Local Government Improvement Service on its dashboard as and when it becomes available. An updated 2024/2025 results report will be prepared for the Forum in 6 months’ time, and following approval, will be uploaded onto the Council’s website. A similar update will be made at this time to South Lanarkshire’s LGBF Dashboard. 16
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7.3. The Local Government Improvement Service organise annual benchmarking events, in which colleagues from specific services representing all local authorities are invited to attend, to come together to learn and share good practice for their particular area of operation. The Local Government Improvement Service align these events with existing networks/forum wherever possible, minimising duplication of discussions and bringing together relevant expertise. Following a break due to the Covid crisis in 2020, these events resumed via Teams during 2021. This has proved to be a popular move away from the in person events with more interested ‘performance’ officers able to attend from across Scotland. In SLC, where officers are unable to attend, they can access the learning materials from the events on the Knowledge Hub. 8. Employee Implications 8.1. There are no employee implications. 9. Financial Implications 9.1. 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 is requested to make a £3,783 annual contribution for the three year period: 2024/2025 to 2026/2027. This is to be met from within existing budgets. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no climate change, sustainability or environmental implications as a result of this report. 11. Other Implications 11.1. There are no risk or other implications associated with the content of this report. 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. 12.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 23 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving 17
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Previous References The Forum Report: LGBF 2023/2024 Results and Action Plan (13 February 2025) List of Background Papers LGBF results 2024/2025 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 18
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Children's Services CHN01 Cost per primary school pupil £7,364.00 £7,635.00 £7,755.00 £7,615.00 Costs have risen modestly but remain close to the national average; we continue to prioritise value for money while sustaining quality, with attainment indicators monitored alongside spend to assure impact. CHN02 Cost per secondary school pupil £8,755.00 £9,124.00 £9,277.00 £9,345.00 Expenditure increased in line with sector pressures (estate investment and staffing), yet performance remains broadly in line with Scotland; our focus is ensuring this investment translates to senior phase outcomes. CHN03 Cost per pre-school education place £11,177.00 £11,733.00 £11,151.00 £12,083.00 Unit cost reduced and is now below the national average; efficiencies have been achieved while maintaining quality, with inspection outcomes monitored to ensure no adverse impact. CHN04 Percentage of pupils gaining 5+ awards at level 5 70.0% 70.0% 71.0% 69.0% SLC improved slightly between 2023/24 and 2024/25 and continues to perform above both the Family Group average and the national figure. This sustained performance reflects our ongoing focus on high quality learning, teaching and assessment, supported by continuous self evaluation and system wide improvement planning aimed at raising standards in literacy and numeracy across all secondary schools. CHN05 Percentage of pupils gaining 5 or more awards at level 6 40.0% 42.0% 44.0% 41.0% SLC performance improved in 2024/25, remaining above both the Family Group average and Scotland average. This progress aligns with our strategic priorities to strengthen curriculum pathways and ensure consistent, high quality practice in learning and teaching, particularly in the senior phase, to support more learners to achieve at higher levels. CHN06 Percentage of pupils from deprived areas gaining 5 or more awards at level 5 52.0% 49.0% 57.0% 53.0% SLC performance improved between 2023/24 and 2024/25. This improvement places SLC above the Family Group average and the Scotland figure, representing stronger progress for learners from deprived areas. This reflects our sustained focus on equity and inclusion, targeted use of data to identify need, and coordinated support through school and system level improvement activity to reduce the attainment gap. CHN07 Percentage of pupils from deprived areas gaining 5 or more awards at level 6 25.0% 21.0% 27.0% 24.0% Performance improved in 2024/25. SLC now performs above both the Family Group average and Scotland average, marking encouraging progress in higher level attainment for young people from deprived areas. This improvement is consistent with our prioritisation of equity focused approaches, strengthened senior 4 19
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress phase pathways and targeted support to help learners progress to higher level qualifications CHN08a The gross cost of "Children Looked After" in residential based services per child per week £4,477.00 £5,159.00 ------ ------ Data not yet available CHN08b The gross cost of "Children Looked After" in a community setting per child per week £360.00 £404.00 ------ ------ Data not yet available CHN09 Percentage of children being looked after in the community 89.50% 90.00% ------ ------ Data not yet available CHN10 Percentage of Adults satisfied with local schools 72.00% 72.00% 70.00% 69.00% Adult satisfaction with local schools remains stable and continues to sit above the national average. This is supported by consistently strong outcomes in external inspection reports, where evaluators routinely include interviews with parents and carers as part of their evidence base. These findings reinforce the positive views captured through the Scottish Household Survey and reflect sustained confidence in the quality of learning, teaching and support across our schools and nurseries. CHN11 Percentage of pupils entering positive destinations 96.9% 96.4% 96.6% 95.7% SLC performance increased slightly in 2024/25. While this remains above the national figure, SLC is marginally below the Family Group average. This strong and stable level of performance sits alongside ongoing work to strengthen skills for learning, life and work, including enhanced partnership working and a continued focus on supporting young people to make successful transitions beyond school. CHN12a Overall Average Total Tariff 981 961 985 922 Average tariff improved and remains above the Scottish average; work on curriculum breadth and recognition of wider awards is helping sustain attainment at S4–S6 CHN13a % of P1, 4, 7 pupils combined achieving expected Curriculum for Excellence Level in 73.5% 74.6% 73.2% 74.5% Literacy dipped marginally and is now just below the national average; targeted supports through the Scottish Attainment Challenge and school level interventions are focused on recovery and improvement. We are strengthening support for 20
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Literacy teachers’ understanding and use of CfE achievement data, with structured professional dialogue designed to build confidence and consistency in professional judgement. Similar dips have been seen previously when we emphasise professional judgement approaches, and we expect performance to recover as these practices embed across schools. CHN13b % of P1, 4, 7 pupils combined achieving expected Curriculum for Excellence Level in Numeracy 81.6% 81.5% 80.2% 80.3% Numeracy remains broadly in line with Scotland with a slight year on year reduction; schools are continuing with core numeracy programmes and targeted interventions to consolidate progress. This will run alongside our work to strengthen teachers’ understanding of CfE achievement data. CHN14a Literacy attainment gap P1,4,7 combined - % point gap between the least deprived and most deprived pupils 22.30% 21.80% 19.80% 19.40% The poverty related literacy gap narrowed further and is close to the national level; SAC funded approaches and data informed targeting are supporting continued improvement along with work to strengthen teachers’ understanding of CfE achievement data. CHN14b Numeracy attainment gap P1,4,7 combined - % point gap between the least deprived and most deprived pupils 17.70% 17.40% 17.70% 16.60% The numeracy gap is broadly unchanged and slightly wider than the national average; we are intensifying targeted numeracy support and tracking to accelerate closing the gap. CHN17 % of children meeting developmental milestones 81.90% 82.70% ------ ------ Data not yet available CHN18 % of funded early years provision which is graded good/better 85.70% 94.40% 92.00% 89.00% Inspection grades remain strong and above Scotland overall, with a slight reduction from last year; continuous improvement activity with providers is in place to sustain quality. CHN19a School attendance rate 90.10% 90.50% 91.10% 91.00% Attendance improved notably and is above the national average; our refreshed attendance framework and inclusive supports are helping more pupils sustain regular attendance. CHN19b School attendance rate - looked after children 83.20% 84.40% ------ ------ Data not yet available CHN20a School exclusion rates (per 1,000 pupils) 18.10 ------ 20.40 15.20 Exclusions increased compared with the previous cycle and are above Scotland; we are strengthening staged intervention, inclusion supports and alternatives to exclusion to reverse this trend. 21
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress CHN20b School exclusion rates (per 1,000 looked after children) 146.00 ------ ------ ------ Data not yet available CHN21 Participation rate for 16-19 year olds 93.30% 93.80% 94.00% 93.30% Participation increased again and remains above the national average, reflecting strong collaboration with SDS and partners to keep young people in learning, training or work. CHN22 % of child protection re-registrations within 18 months 8.50% 9.90% 7.40% 6.80% Performance has improved compared to the previous year, with the proportion of child protection re-registrations within 18 months reducing from 9.9% in 2023-24 to 7.4% in 2024-25. This improvement is also reflected in a strengthening national position, with South Lanarkshire’s ranking improving from 25th to 23rd. Notwithstanding this progress, performance remains above the Scottish average. Re-registrations are monitored quarterly through the Child Protection Committee, in line with the Scottish Government minimum dataset, and are subject to ongoing audit activity by the Data and Quality Assurance Sub-Group. Local analysis indicates that overall, re-registration volumes have remained relatively stable, with sustained improvement in reducing re-registrations occurring within six months. While the national indicator captures re-registrations within an 18-month period, local findings suggest re-registrations are generally occurring later than in previous years, providing assurance that children are not being de-registered prematurely. CHN23 % Looked After Children (LAC) with more than 1 placement in the last year (Aug-July) 13.90% 15.10% ------ ------ Data not yet available CHN24 Percentage of children living in poverty (After Housing Costs) 23.6% 19.5% 12.8% 14.8% The figures included as a source for this measure are different from previous years, and use an alternative methodology to calculate the percentage of children living in relative poverty - defined as Children Living in Relative Low Income Families (After Housing Costs). The data source that had been used previously to report for the LGBF to represent child poverty were unofficial, produced by Loughborough University on behalf of the End Child 22
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Poverty Coalition/ Child Poverty Action Group, and showed a higher figure for FYE 2024 e.g. South Lanarkshire= 19.5%/ Scotland= 23%. Statistics from this source have been discontinued after FYE 2024. The new ONS data (distributed through DWP Stat Xplore) will be regarded as the source figures to represent the level of relative child poverty (After Housing Costs) by the UK and Scottish Governments going forward, instead of the ECPC/ CPAG data. Although the new ONS figures are significantly lower than the ECPC/ CPAG 2024 data used to report for this measure in March 2025, both sets of statistics confirm the continuation of the same overall trend, that of a declining percentage of children living in relative poverty (After Housing Costs) over the past 2 years, and confirm that the South Lanarkshire rate for relative child poverty continues to run below the Scottish average. Climate Change CLIM01 CO2 Emissions area wide per Capita 3.99 3.76 ------ ------ Data not yet available CLIM02 CO2 Emissions area wide: emissions within scope of Local Authority (LA) per Capita 3.26 3.04 ------ ------ Data not yet available CLIM03 Emissions from Transport per Capita (New) 23.34 21.90 23.94 29.38 This indicator records the annual carbon dioxide emissions from Transport per 1,000 population (in tonnes) within the local authority area. The 2024/25 data show an increase in transport emissions of 10.8% compared to 2023/24 with a 10.9% reduction overall compared to the baseline year of 2017/18. The South Lanarkshire figure remains below (better than) the Scottish average of 29.38 tonnes. CLIM04 Emissions from Electricity per Capita (New) 39.11 39.14 37.81 45.60 This indicator records the annual carbon dioxide emissions from Electricity per 1,000 population (in tonnes) within the local authority area. 23
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Emissions from electricity have fallen significantly in recent years, largely due to the decarbonisation of the grid. The figure for South Lanarkshire has reduced by 54.1% since the baseline year of 2017/18 and reduced by 3.2% compared to 2023/24. The figure is below (better than) the Scottish average of 45.6 tonnes. CLIM05 Emissions from Natural Gas per Capita (New) 73.49 67.68 64.58 55.52 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 2024/25 figure for South Lanarkshire shows a reduction of 4.3% compared with 2023//24 and a fall of 15.2% since the baseline year of 2017/18. The figure for South Lanarkshire is above (worse than) the Scottish average of 55.52 tonnes. This can be attributed to some large industrial gas users being located within the South Lanarkshire area and a high percentage of housing being located on the gas grid. Corporate Asset CORP -ASSET01 Percentage operational buildings that are suitable for their current use 95.30% 95.60% 95.40% 85.70% Performance has decreased slightly, compared to last year. The total buildings classified as suitable for their current use decreased slightly as a number of properties assessed as suitable were subject to concessionary leases and Community Asset Transfers. Continued implementation of the council's asset management strategy and plans will ensure a clear focus which will optimise council buildings to ensure they are suitable. An Estates Strategy Review has been undertaken and is due to report to Executive Committee in June 2026. This will identify assets to be retained, along with required investment and also identify assets which are considered surplus or suitable for disposal. CORP Percentage internal floor 88.90% 90.30% 90.30% 90.30% Performance has remained the same as last year. 24
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress -ASSET02 area of operational buildings in satisfactory condition Despite the current financial climate and reduced funding to Scottish Local Authorities the figures show that, through programmes of prioritised capital investment and preventative maintenance, performance remains positive for the majority of categories of property. Through the asset management process and discussions with services on the opportunities to reduce the number of assets we continue to work towards achieving a sustainable core estate. It is anticipated that the Estates Review will lead to further changes to the asset base. Corporate Services CORP01 Support services as a percentage of total gross expenditure 3.90% 4.10% 3.40% 4.00% There has been a small decrease in the cost of support as a percentage of total budget – this is a combination of a decrease in support costs and an increase in the total budget. These result in an overall minor decrease in the percentage. CORP03b The percentage of the highest paid 5% employees who are women 59.60% 62.30% 62.00% 60.30% The number of women within the Top 5% earners has slightly decreased from the previous period. This is due to a higher number of female employees who were previously within the 5% threshold either terminating their employment, flexibly retiring or reducing their hours compared with their male counterparts. Actions: We will continue to monitor pay gap information and take action as required. CORP03c The gender pay gap 3.20% 2.70% 1.50% 1.30% Performance has improved in 2024–25 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. 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 £6.72 £6.57 £6.23 £5.98 The cost of collecting council tax per dwelling in 2024-25 has decreased compared to 2023-24 due to an increase in chargeable properties. 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. 25
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Actions: The cost of collecting council tax will continue to be managed closely through regular monitoring and reporting of expenditure in this area. CORP06a Sickness absence days per teacher 7.40 8.00 8.60 7.80 The number of days lost due to sickness has increased compared to 2023-24 due to an increase in long term and short-term absences. Throughout the year, the absence rates were higher than the previous year, apart from May and July, which both recorded a decrease. Actions: There is a cross-council focus on improving absence levels. Case management discussions between managers and Personnel ensure actions are being progressed appropriately. It is hoped that performance will improve given the actions in place around recruitment (Delivering a fairer future etc). CORP06b Sickness absence days per employee (non teacher) 13.90 14.40 15.50 14.50 The number of days lost due to sickness has increased compared to 2023-24 due to an increase in long term absences. Throughout the year, the absence rate was higher than the previous year apart from July and August which reported a decrease. Actions: There is a cross-council focus on improving absence levels. Case management discussions between managers and Personnel ensure actions are being progressed appropriately. It is hoped that performance will improve given the actions in place around recruitment (Delivering a fairer future etc). CORP07 Percentage of income due from Council Tax received by the end of the year 97.00% 96.40% 96.40% 95.50% The percentage of income due from Council Tax in 2024-25 has increased. South Lanarkshire’s performance continues to be better than the Scottish average. Actions: Work to maximise council tax income collection will continue, utilising all available recovery methods. CORP08 Percentage of invoices sampled that were paid within 30 days 91.80% 94.20% 93.20% 93.10% The reduction in the volume of invoices included in the PI relates to the significant number of invoices processed early in March 2024 due to the migration to Oracle Fusion and some realignment of the invoices within scope of the PI due to improved categorisation. Although processing performance reduced compared with the previous year, this exceeds the performance target of 92.5% and 26
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress is considered a positive outcome for the first processing year of a new financial management system. CORP09 % of Crisis Grant decisions within 1 day 97.80% 98.20% 99.30% 96.00% Improved processing performance in 2024-25 compared to 2023-24. South Lanarkshire Council continues to perform better than the Scottish average. Actions: Work will continue in 2025-26 to explore ways to improve processing times. CORP10 % of Community Care Grant (CCG) Grant Decisions within 15 days 97.80% 96.30% 99.10% 90.70% Processing performance has improved in 2024-25 compared to 2023-24, performance is excellent and well above the Scottish average. Actions: Work will continue in 2025-26 to explore ways to improve processing times. CORP11 The percentage of Scottish Welfare Fund (SWF) Budget Spent 168.40% 131.80% 121.40% 120.60% The decreased proportion of SWF expenditure in 2024-25 when compared to 2023-24 was due to the additional discretionary funding allocated by the Council to the SWF from Scottish Government. This additional funding was available in 2024/25 but due to the timing of when it was paid we carried forward 998k to reserves to be used in 2025/26 and 2026/27. 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 104.80% 109.00% 105.00% 99.00% 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 £4.75 £4.05 £4.28 £3.77 Costs per attendance at sports facilities increased in 2024/25 in comparison with 2023/24 and is higher (worse than) the Scottish average. As a consequence of long-term maintenance issues in our sports facilities which restricted the swimming pool lesson programme and bookable spaces for events and classes, there was a drop in attendance of 5.4% that affected costs per attendance at sports facilities. C&L02 Cost per library visit £3.82 £2.44 £2.93 £2.71 Costs per library visit increased in 2024/25 in comparison with 27
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress 2023/24 and this is higher (worse than) the Scottish average. Services were realigned in the library service during 2024/25. This has reduced the number of library buildings and will deliver a more cost effective service delivery going forward. C&L03 Cost of museums per visit £2.61 £1.71 £1.61 £4.20 Museum attendance increased in 2024/25 when compared with 2023/24, particularly virtual visits as more customers access services online. This has helped to keep costs per visit low. The 2024/25 costs were lower than in 2023/24 and significantly lower (better than) the Scottish average. C&L04 Cost of parks and open spaces per 1,000 population £32,304 £26,732 £23,007 £22,388 The cost of parks and open spaces decreased significantly in 2024/25 when compared with 2023/24, and our ranking improved accordingly, although the cost remains slightly above (worse than) the Scottish average. The service continues to operate to a high specification on service delivery. This has also been supplemented with the additional spending on the Frontline First programme which has resulted in an increase in environmental improvements across South Lanarkshire. C&L05a Percentage of adults satisfied with libraries 66.30% 69.00% 68.70% 65.30% There has been a very small decrease (less than 1%) in the percentage of adults satisfied with libraries in 2024/25 in comparison with 2023/24; the percentage remains well above (better than) the Scottish average, and above the average for the ‘family grouping’. Residents completing the household survey may not be users of our services and are giving a perceived view, rather than based on actual experience. SLLC conducted a customer satisfaction survey throughout 2024/25 to assess actual service delivery and concluded an overall satisfaction rate of 94% (combined score for value for money / cleanliness / quality of services and equipment). Customers have consistently rated library services highly. C&L05b Percentage of adults 86.70% 86.30% 83.30% 83.70% Adults satisfied with parks and open spaces within South 28
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress satisfied with parks and open spaces Lanarkshire in 2024/25 has dropped in comparison with 2023/24 and is now very slightly below (worse than) the Scottish average. It is anticipated that satisfaction with parks and open spaces will increase based on the works being undertaken as part of the delivery of Frontline First. C&L05c Percentage of adults satisfied with museums and galleries 66.30% 70.70% 70.00% 67.00% There was a very small drop in satisfaction with museums and galleries in 2024/25, when compared with 2023/24; however the percentage remains above (better than) the Scottish average and above the average for the ‘family grouping’. Residents completing the household survey may not be users of our services and are giving a perceived view, rather than based on actual experience. SLLC conducted a customer satisfaction survey throughout 2024/25 to assess actual service delivery and concluded an overall satisfaction rate of 94% (combined score for value for money / cleanliness / quality of services and equipment). Customers have consistently rated our museum services highly for several years. C&L05d Percentage of adults satisfied with leisure facilities 69.70% 66.70% 66.30% 65.00% There has been a very small reduction in the percentage of adults satisfied with leisure facilities in comparison with 2023/24; however South Lanarkshire remains above (better than) the Scottish average, and 6.5% above the average for the ‘family grouping’. Residents completing the household survey may not be users of our services and are giving a perceived view, rather than based on actual experience. SLLC conducted a customer satisfaction survey throughout 2024/25 to assess actual service delivery and concluded an overall satisfaction rate of 94% with our leisure facilities (combined score for value for money / cleanliness / quality of 29
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress services and equipment). Customers have consistently rated our leisure services highly for several years. Economic Development ECON01 Percentage of unemployed people assisted into work from council funded/operated employability programmes 12.90% 11.30% 13.40% 20.60% South Lanarkshire has achieved a year-on-year increase in the percentage of unemployed people assisted into work from council funded/operated employability programmes; however, it is noted that the Scottish average has increased significantly and as a result, the South Lanarkshire figure is lower than the Scottish average. The employability programmes in South Lanarkshire are focused on the people furthest away from the labour market. ECON02 Cost of planning and building services per application £5,710.00 £5,794.00 £4,994.00 £7,353.00 The cost of planning and building standards services per application has declined in 2024/25 when compared with 2023/24 and is below (better than) the Scottish average. ECON03 Average time per business and industry planning application (weeks) 22.90 Wks 16.00 Wks 12.70 Wks 14.30 Wks The average time per business and industry planning applications is considerably less in 2024/25 when compared with 2023/24 and is lower (better) than the Scottish average. The Service will seek to continue this three year improvement trend. ECON04 Percentage of procurement spend on local enterprises 18.1% 19.5% 25.0% 30.8% The percentage of procurement spend on local enterprises in 2024/25 shows a continued upward trend in comparison with 2023/24. While the figure is still below (worse than) the Scottish average, it should be noted that this national average is skewed by the more rural and island local authorities where there is a greater reliance on local suppliers. ECON05 No of business gateway start-ups per 10,000 population 16.00 12.70 21.70 12.30 The number of business gateway start-ups rose significantly in 2024/25 in comparison with 2023/24 and is higher (better) than the Scottish average. Business Gateway was brought “in-house” in partnership with North Lanarkshire, coming into effect in March 2024. ECON06 Investment in Economic development and Tourism per 1,000 population £72,841 £60,418 £79,565 £134,081 Investment in Economic development and Tourism in 2024/25 is significantly higher than in 2023/24; however it is still considerably lower (worse than) the Scottish average. We have however approved a different approach to Inward Investment 30
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress which will hopefully continue to see improvements over time. Business grants and tourism funding have reduced year on year from a high point which coincided with Scottish Government Covid-19 grant funding. ECON07 Percentage of people earning less than the living wage 10.00% 10.60% 13.50% 11.30% The percentage of people earning less than the living wage increased in 2024/25 in comparison with 2023/24. This is higher (worse) than the Scottish average. The council leads a pan-Lanarkshire living wage campaign group which aims to increase the number of employers signing up to the Living Wage Pledge. ECON08 Percentage of properties receiving superfast broadband 97.60% 98.30% 99.20% 97.10% In 2024/25, there was an increase in 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 for 2024/25. Most of the properties not yet able to access high speed broadband are located within rural areas and are isolated groups of a few properties. These properties are either included within the Scottish Government's Reach 100% (R100) investment programme and projected to receive full fibre connection by the end of 2028, 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 14.00% 14.80% 14.90% 11.40% In 2024/25 the Town vacancy rate increased slightly in comparison with 2023/24 and remains above (worse than) the Scottish average. This is substantially influenced by the major changes happening in East Kilbride and Hamilton Town Centres which seek to consolidate retail and realise other opportunities for the town centres including residential development. The rest of our 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 12.10% 12.10% 12.10% 21.30% The 2024/25 figure is the same as in 2023/24 and remains below (worse than) the Scottish average, however our ranking in comparison with other local authorities has improved. 31
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress for employment purposes in the local development plan The percentage of immediately available employment land has been recognised as a challenge which needs to be considered in the drafting of 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 £20,624 £22,838 ------ ------ Data not yet available ECON12a Claimant Count as % of Working Age Population 3.2% 2.8% 2.6% 3.0% The figure for 2024/25 has improved in comparison with 2023/24 and is lower (better) than the Scottish average. ECON12b Claimant Count as % of 16-24 Population 3.50% 3.50% 3.30% 3.40% The figure for 2024/25 has improved in comparison with 2023/24 and is lower (better) than the Scottish average. Environmental Services ENV01a Net cost of waste collection per premise £88.16 £92.46 £83.48 £77.81 The net cost of waste collection per premises in South Lanarkshire decreased in 2024/25 when compared with 2023/24. However, it is still higher (worse) than the Scottish average. The high costs reflect the council’s position in 2024/25 to provide a range of services free of charge to residents. At that time, unlike most councils in Scotland, South Lanarkshire offered each household a free bulk uplift in each financial year. There was also no charge for garden waste bin collections. These charges are becoming increasingly more common in Scotland and allow councils who implement a charge to offset collection costs. Charges for bulk uplifts and garden waste permits came into effect from 1 April 2025 and it is therefore anticipated that performance against this indicator will improve going forward. ENV02a Net cost of waste disposal per premise £106.24 £125.99 £116.02 £105.19 The net cost of waste disposal per premise in South Lanarkshire decreased significantly in 2024/25 when compared with 2023/24; however it remains above the Scottish average. This reflects 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. In 2024/25, this meant that the council had a higher landfill diversion rate than local authorities that were still in the 32
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress process of procuring a solution to the ban on the landfilling of biodegradable municipal waste. ENV03a Net cost of street cleaning per 1,000 population £19,632.00 £18,863.00 £17,507.00 £17,616.00 The costs associated with street cleaning operations reduced significantly in 2024/25 when compared with 2023/24 bringing the figure below (better than) the Scottish average. The costs associated with South Lanarkshire street cleaning operations are: graffiti removal, street cleaning, 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 utilize. Implementation of the Litter Strategy, approved in 2022, is continuing to have an environmental impact, and it is anticipated that this will result in a subsequent decrease in spending across the area going forward. ENV03c Street cleanliness score 92.30% 91.60% 92.90% 91.70% The South Lanarkshire street cleanliness score in 2024/25 is higher than (better than) the 2023/24 figure and the Scottish average for 2024/25. This can be attributed to the implementation of the Litter Strategy. ENV04a Cost of roads per kilometre £17,762.00 £18,429.00 £14,378.00 £13,226.00 Spending per kilometre of road in 2024/25 has seen a decrease compared to 2023/24. The spending figure varies year on year and can be influenced by factors such as the level of City Deal project spend and other capital works. In 2024/25, South Lanarkshire is the 16th 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. Previous high levels of construction inflation reduced the length of road network that can be resurfaced / repaired on an annual basis – however it is anticipated that the combination of sustained investment and effective asset management will lead to stabilisation of our road network, with a modest yet steady 33
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress improvement achievable in the years ahead. ENV04b Percentage of A Class roads that should be considered for maintenance treatment 23.9% 24.9% 27.7% 31.0% There has been a significant decline in the condition of A-class roads in South Lanarkshire. Previous high levels of construction inflation reduced the length of road network that can be resurfaced / repaired on an annual basis – however it is anticipated that the combination of sustained investment and effective asset management will lead to stabilisation of our road network, with a modest yet steady improvement achievable in the years ahead. It should be noted the condition of the A Class network in South Lanarkshire remains lower (better than) the Scottish average. ENV04c Percentage of B Class roads that should be considered for maintenance treatment 26.1% 27.8% 29.6% 35.0% There has been regression in the condition of B class roads in South Lanarkshire; however their condition remains substantially better than the Scottish average. Previous high levels of construction inflation reduced the length of road network that can be resurfaced / repaired on an annual basis – however it is anticipated that the combination of sustained investment and effective asset management will lead to stabilisation of our road network, with a modest yet steady improvement achievable in the years ahead. ENV04d Percentage of C Class roads that should be considered for maintenance treatment 35.6% 36.5% 37.4% 34.0% The C class road network is fully surveyed every four years and during the survey period 2023/25 we observed a regression in its condition compared to the previous year; and the condition falls below (worse than) the Scottish average. The road surfacing decision making process in South Lanarkshire takes account of road category and as a result a greater level of investment is targeted towards our more strategic road network (A Class). Previous high levels of construction inflation also reduced the length that can be resurfaced / repaired on an annual basis – however it is anticipated that the combination of sustained investment and effective asset management will lead to stabilisation of our road network, with a modest yet steady improvement achievable in the years ahead. ENV04e Percentage of U 31.60% 32.60% 32.40% 36.00% Unclassified roads make up a sizeable proportion of the road 34
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress (unclassified) roads that should be considered for maintenance treatment network in South Lanarkshire. In 2024/25, it is noted that there has been a slight improvement/stabilisation in condition and it is considerably higher than the Scottish average. ENV05a Cost of Trading Standards, Money Advice & Citizen Advice per 1,000 population £3,088.00 £3,403.00 £3,003.00 £7,220.00 The cost of Trading Standards per 1,000 population decreased in 2024/25, compared to 2023/24, due to difficulties in recruiting fully qualified officers and continues to remain well below (better than) the Scottish average. Despite costs being below the Scottish average, the service provides a good level of protection for local consumers. ENV05b Cost of environmental health per 1,000 population £12,900.00 £12,122.00 £11,280.00 £13,779.00 The cost of Environmental Health per 1,000 population decreased in 2024/25, compared to 2023/24, due to difficulties in recruiting fully qualified officers and continues to remain well below (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 41.10% 41.00% 40.70% 44.30% The percentage of total household waste that was recycled decreased slightly in 2024/25 when compared with 2023/24 and remains below (worse than) 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. 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 understood that recycling rates are lower when households receive more residual waste capacity. 35
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Waste Services are working closely with colleagues in Housing Services with regard to improving our recycling figures. Through additional funding we procured additional communal recycling bin with Perspex sides, which allows residents to see the waste streams and hopefully encourages greater participation. We have secured additional funding through Extended Producer Responsibility (EPR) monies, and an extra 182 perspex sided bins will be procured which will then be rolled out to more flatted properties. Where we have contamination issues, communications are being carried out in partnership with Housing colleagues to discourage and advise on the correct means of waste disposal. ENV07a Percentage of adults satisfied with refuse collection 85.30% 86.00% 85.30% 78.30% The percentage of adults satisfied with refuse collection is taken from the Scottish Household Survey. The figure for 2024/25 shows a slight decrease on 2023/24; however South Lanarkshire is still higher than the Scottish average. ENV07b Percentage of adults satisfied with street cleaning 61.70% 62.30% 57.30% 57.00% The percentage of adults satisfied with street cleaning for 2024/25 is lower than in 2023/24, however South Lanarkshire remains just above the Scottish average. Given the improvement in the Street Cleanliness score and implementation of the Litter Strategy it is anticipated that satisfaction with street cleaning will improve. Financial Sustainability FINSUS01 Total useable reserves as a % of council annual budgeted revenue 22.00% 19.60% 14.50% 19.30% 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 2024/2025 budget to support the Council's financial strategy) and an increase in the council’s annual expenditure 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 36
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress sufficient. FINSUS02 Uncommitted General Fund Balance as a % of council annual budgeted net revenue 1.50% 1.40% 1.30% 1.90% 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. FINSUS03 Percentage of Financing Costs to Net Revenue Stream- General Fund 5.00% 3.70% 4.80% 6.00% This ratio shows an increase in the General Fund’s ratio of financing costs to net revenue stream. The overall increase reflects an increase in financing costs mainly due to a change in how we account for the council’s schools PPP project. The position reflects the product of strategic, sustained capital investment in schools and roads over more than twenty years. FINSUS04 Percentage of Financing Costs to Net Revenue Stream- Housing Revenue Account 17.20% 7.70% 9.30% 20.70% This ratio shows an increase in the HRA’s ratio of financing costs to net revenue stream. The overall increase reflects an increase in loan charges from the profiling of repayments as part of the HRA Loans Fund Review. The position reflects the product of strategic, sustained capital investment in the council’s housing stock. FINSUS05 Actual outturn as a percentage of budgeted expenditure 100.00% 100.00% 100.00% 100.10% 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. FINSUS06 Reliance on Reserves as a % of Net Expenditure 3.90% 6.10% 0.30% 0.60% The council has seen a decrease in reliance on reserves as a percentage of net expenditure budget. This reflects a decrease in the level of reserves utilised in the 2024/2025 budget to support the Council's financial strategy (compared to the previous year) and an increase in the council’s net expenditure budget. 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 37
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress financial strategy. The key factor is that the reserves are sufficient. Housing Services HSN01b Gross rent arrears (all tenants) as at 31 March, as a percentage of rent due for the reporting year 8.70% 8.00% 7.10% 8.60% 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 continues 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% 0.50% 0.40% 1.70% 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 79.70% 83.60% 88.70% 82.90% 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 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 11.60 days 14.50 days 13.00 days 10.10 days Performance in this area has improved and although above the Scottish average, this is viewed positively because it is based on an appointment-based system that is supported by tenants and tenants’ representatives. 38
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Improvement activity within the repairs service continues in 2025-26 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 ------ ------ 0.00% ------ Measure suspended as government reviews standards. 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. Social Work Services SW01 Home Care costs per hour for people aged 65 or over £31.52 £38.47 £35.48 £32.54 In 2024–25, the hourly cost of providing care at home to individuals aged 65 and over in South Lanarkshire decreased. Whilst it remains above the national average ranking adjusted from 16 to 17. These figures reflect the wide range of services included in Home Care provision, which covers support delivered by council staff as well as services purchased from other councils, private providers, and voluntary organisations. Care costs vary across Scotland, with weekly costs among South Lanarkshire’s peer councils differing by over £30 per hour between the lowest and highest costing areas. The costs associated with South Lanarkshire’s Care at Home services are influenced by the 2022/23 job evaluation for frontline staff. This evaluation has led to increased spending due to higher frontline salaries, while also improving service quality and inspection grades. Conversely, payments to other providers are lower, impacted by factors such as inflation, rising living costs, and adjustments to the living wage which creates sustainability challenges. The Procured Services Arrangement (PSA), introduced in July 2024, has had an impact in reducing the commissioning of unnecessary hours and focusing enhanced rates in rural and hard-to-reach areas. Action: Levels of efficiency and performance of intermediate care and care at home services are scrutinised weekly by senior managers and at the Joint Locality Quarterly Performance Review. 39
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Expected to Improve? Whilst efficiencies in service continue to be achieved, in terms of LGBF comparators, South Lanarkshire costs are likely to remain higher than other council areas as a result of the job evaluation and increases in inflation, cost of living, and the living wage. 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+ 6.40% 6.40% 7.10% 9.40% In 2024–25, South Lanarkshire spent 7.1% of its adult social work budget through Self Directed Support (SDS) Options 1 and 2. This is an increase from 6.4% in previous year and South Lanarkshire’s national ranking remains steady at 15. The national benchmark has risen less significantly, from 9% to 9.4% in the same period. Options 1 and 2 give people more choice and control over their support by allowing them to manage their own budget or have a personalised budget managed on their behalf. These figures do not include Option 3, where the council arranges services directly. Option 3 remains an important and valid choice for many people, especially where managing a budget or employing staff is not the right fit. South Lanarkshire was selected as the 2025 host area for the Working Together for Change (WTFC) programme, recognising the area’s strong commitment to improvement and collaborative working across services and partners. Delivered by In Control Scotland—a national charity funded by the Scottish Government—the programme brings together supported people, carers, and professionals to deepen understanding of SDS legislation and identify opportunities to strengthen local practice. Five priority change themes have been identified to enhance SDS delivery in South Lanarkshire. Action: 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 that the right information is available in relation to the benefits and the 40
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress challenges. Similarly, work continues in relation to improving public-facing information in relation to all the SDS options. Expected to improve? Yes, however it should be noted that wider pressures, most notably in relation to workforce supply and the financial challenges facing social care, will continue to be influential. SW03a Percentage of people aged 65 and over with long-term care needs receiving personal care at home 61.00% 62.00% 63.00% 62.00% South Lanarkshire’s performance in 2024–25 has risen slightly to 63%, up from 62% in 2023–24. This keeps the area broadly in line with the Scottish benchmark of 62%, and South Lanarkshire’s national ranking remains steady at 15. Within South Lanarkshire’s comparison group of similar councils, South Lanarkshire has a lower percentage compared to 64.6% average amongst the family group. While performance is stable, it is important to note that this indicator does not include individuals who have been assessed and are waiting for a service. At present, this group represents an estimated 1,000–1,500 hours of unmet need each week, which is not reflected in the reported figure. The gradual increase reflects the growing needs of an ageing population and rising demand for personal care supports. Blantyre Life intermediate care and Home Assessment Teams have contributed positively by helping people regain or maintain independence after periods of ill health. These services play a key role in supporting individuals to learn or relearn daily tasks, reducing reliance on long-term services where possible. Action: Home Assessment Teams has played a significant role in maximising the independence of service users by supporting people through reablement and rehabilitation following a period of ill health. Expected to improve? Yes, the impact of Blantyre Life and Home Assessment Team (HAT) service model continue to impact positively on flow and capacity. SW04b Percentage of adults supported at home who agree that their services ------ 63.30% ------ ------ Figures published biennially - next results due 2025-26 41
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress and support had an impact in improving or maintaining their quality of life SW04c Percentage of adults supported at home who agree that they are supported to live as independently as possible ------ 67.20% ------ ------ Figures published biennially - next results due 2025-26 SW04d Percentage of adults supported at home who agree that they had a say in how their help, care or support was provided ------ 55.40% ------ ------ Figures published biennially - next results due 2025-26 SW04e Percentage of carers who feel supported to continue in their caring roles ------ 28.10% ------ ------ Figures published biennially - next results due 2025-26 SW05 Residential cost per week per resident for people aged 65 or over £736.00 £742.00 £676.00 £732.00 South Lanarkshire’s average weekly cost of providing residential care for older people decreased in 2024–25 and is now below the national average. South Lanarkshire’s position compared with other councils has remained variable moving from 19 to 13 ranking. Care costs vary widely across Scotland. This is because each area has different levels of need, different local demographics, and different contributions made by people who use services all of which influence performance. Within South Lanarkshire’s comparison group of similar councils, the weekly cost of residential care for people aged 65 and over can differ by more than £500 between the lowest and highest cost areas. National increases to the care home rate also influence results. Action: Due to the variability of this measure, there are no specific actions that will be taken to impact on costs. Expected to improve? Local demographics and contributions will 42
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress determine future movement and ranking. SW06 Rate of readmissions to hospital within 28 days per 1,000 discharges 99.90 95.60 98.00 102.80 South Lanarkshire’s rate of hospital readmissions has risen slightly in 2024–25, compared with the previous year and ranking shifted from 13 to 18. Readmissions may be for a variety of reasons with a frail and older population, however, despite this increase, South Lanarkshire continues to perform better than the national benchmark and family group comparator average. Performance across the six priority areas of the Health and Social Care Delivery Plan is monitored monthly and formally reported each quarter to the Social Work Committee and the Integration Joint Board. The Hospital Social Work teams work alongside clinical colleagues to support a safe and timely discharge planning process, ensuring people are given the support that they need on discharge. The intermediate care unit within Blantyre Life plays a key role in supporting recovery and improving patient flow as a step down option. Whilst Home Assessment Teams offer support to people within their own home, offering short term reablement support to regain independence over a six week period and enabling safe discharge from hospital. Action: Hospital Social Work teams will continue to support the discharge planning processes, whilst local community services will work with acute sites to maintain capacity and support flow. Expected to improve? Yes, however wider pressures, most notably in relation to workforce supply and the financial challenges facing social care, will continue to be influential. SW07 Percentage of care services graded 'good' or better in Care Inspectorate Inspections 77.00% 79.90% 80.10% 81.90% In South Lanarkshire, the percentage of care services inspected in 2024–25 increased from 2023–24. The national average has risen more sharply, resulting in South Lanarkshire’s ranking moving from 17 to 23. This data includes care provision provided by other organisations in the local authority area and is not limited to Council registered services only. As not all services are inspected annually, services keep their grades until they are inspected again. The Council is responsible for 30 registered in-house care services. On review of the last datastore information (December 43
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2024/25 Service LGBF Ref Description 2022/23 Results 2023/24 Results 2024/25 Results Result Trend Scotland 2024/25 Scottish Average Comparison with Scotland: better or worse? Comments/Progress 2025), all 30 in house care services were graded 4 or above across all six key questions. The percentage of internal care services graded 'good' or better is 100%. Action: Quality and governance arrangements will remain at the forefront of South Lanarkshire care services. Inspection outcomes are monitored and reported biannually to both Social Work Resources Committee and South Lanarkshire University Health and Social Care Partnership Integration Joint Board. Expected to improve? Yes. Current figures indicate improvement in relation to this measure. SW08 Number of days people spend in hospital when they are ready to be discharged, per 1,000 population (75+) 1,005.00 931.00 988.00 899.00 In 2024–25, the average number of days people in South Lanarkshire spent in hospital when they were ready to be discharged increased and ranking shifted from 19 to 22. Although the national figure also increased, South Lanarkshire remains above the Scottish average. Steps have been taken to improve discharge planning, including a successful pilot in the Frailty Assessment Unit (FAU) at University Hospital Hairmyres, which will be extended to University Hospital Wishaw. Staff continue efforts to reduce discharge cancellations and promote adherence to agreed discharge planning processes to help reduce loss of capacity within the system. Action: Hospital Social Work teams will continue to support the discharge planning processes, whilst local community services will work with acute sites to maintain capacity and support flow. Expected to improve? Yes. To improve patient flow across Lanarkshire hospital sites, the Hospital Social Work team will support acute staff with early identification of patients within frailty units who are assessed as requiring support for discharge. However other factors including patient demographics and clinical decision making will also influence performance, along with other pressures including the financial challenges facing social care. 44
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Appendix 2 Family Group: graphs for indicators where SLC results are below the Scottish average FAMILY GROUPS For indicators relating to Children, Social Work and Housing services, councils with similar levels of deprivation are grouped together. South Lanarkshire’s family group for these indicators is: • Clackmannanshire • Dumfries & Galloway • Falkirk • Fife • Renfrewshire • South Ayrshire • South Lanarkshire • West Lothian For indicators relating to Environmental, Culture & Leisure, Economic Development, Corporate and Property services, councils with similar urban/rural profiles are grouped together. South Lanarkshire’s family group for these indicators is: • Angus • Clackmannanshire • East Renfrewshire • Inverclyde • Midlothian • Renfrewshire • South Lanarkshire • West Lothian 4 45
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 12 May 2026 Report by: Chief Executive Subject: Accounts Commission Audit of Best Value – Aberdeenshire Council and Shetland Islands 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. Aberdeenshire Council (published 25 March 2026) 4.1. Aberdeenshire Council receives a favourable report, with auditors commending the council’s clear priorities, it’s commitment to community engagement, and strong partnership working. Some concerns are raised, however, about the council’s budget gap and the need for clear plans setting out how the gap will be tackled. The Commission findings are: Aberdeenshire Council’s Plan 2024–2029 sets out a clear vision for the area and reflects the challenges created by its geography and projected demographic trends, which will increase service demand and costs. 5 59
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The clarity of its priorities, shaped through community and stakeholder engagement, is notable given the council’s complex political landscape. Continued collaboration between officers and elected members will be essential, particularly in light of the £81.4m cumulative budget gap identified in the Medium-Term Financial Strategy. The importance of the council’s own deadline of delivering savings and transformation plans by June this year cannot be overstated, and we will observe the development of these plans with close interest. The council is well governed, takes informed decisions, and performs strongly in many areas. However, their projected budget gap is amongst the largest in Scotland (as a percentage of their total revenue budget) and undelivered savings in previous years mean it is vital for the council to set out more clearly how it will bridge future budget gaps. We welcome the more specific savings proposals identified for 2026/27, which will support clearer tracking and reporting, and we look forward to the auditor’s assessment of this approach. Given demographic and other pressures, the council’s Transformation Strategy is critical to long-term financial sustainability but relies on projects that deliver financial and non-financial benefits. We endorse the auditor’s recommendations around producing a more detailed transformation programme, and to standardise governance and reporting across all transformation activity, with clear performance information and milestones being developed. This will strengthen members’ ability to monitor progress, risks and outcomes, essential in the current and projected fiscal context. We commend the council’s strong commitment to community engagement in setting priorities. This should continue as detailed transformation projects develop, given the likely impact on service users and communities. The council’s intention to produce locally informed ‘place’ plans is positive, particularly given its size and diversity. We look forward to seeing how this commitment will be supported going forward. We are encouraged by the council’s extensive partnership working, which provides a strong platform for the future. However, to address its significant financial challenges, the council should now prioritise partnerships that can deliver meaningful transformation at local, regional or national level. We recognise that partnership working carries risks. The Ness Energy from Waste project, jointly undertaken with Aberdeen City and Moray Councils, has experienced contractual issues in 2025/26, creating financial and service-delivery risks for all three authorities. Given the project’s scale and importance, we ask the council to undertake and share a ‘lessons learned’ review. The Aberdeenshire Integration Joint Board (IJB) continues to represent a financial risk to the council. We welcome the early identification of the funding shortfall and the proactive joint work between the council, NHS Grampian and the IJB to address this and although a gap remains, progress is positive. Amid growing demographic pressures, the council and partners will need to balance carefully their commitment to improving outcomes for service users with making the necessary changes to ensure financial sustainability. 60
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5. Shetland Islands Council (published 5 March 2026) 5.1. Shetland Islands Council receives a mixed report. The council has a clear vision and understanding of the key challenges it faces, and service performance is strong and improving. However, auditors note several areas of concern, including lack of a strategic approach to achieving financial sustainability, the slow pace of transformational change, and the need for a more coherent and strategic approach to the adoption of digital technology. The Commission findings are: We welcome the council’s clear vision for Shetland, shared with partners, and its recognition of the area’s key challenges, including attracting people to live and work on the islands. Engagement on its corporate plan and budget is positive, but given significant projected budget gaps, it is essential that this engagement is sustained to build ownership of future priorities and support members in taking the difficult decisions that undoubtedly lie ahead. Shetland Islands Council is unique in its geography, income sources and strong reserves position relative to other councils. Communities have benefitted from strong and improving performance across a range of services, with satisfaction levels among the highest in Scotland. This focus on maintaining service levels and keeping council tax increases relatively low will be welcomed by Shetland’s current residents but has been achieved by drawing on the council’s reserves unsustainably over recent years, which will impact future generations if not addressed. The latest Medium-Term Financial Plan (MTFP) forecasts a cumulative budget gap of £134.3 million by 2029/30, underscoring the need for the ‘step change’ highlighted in the Controller’s report. The council must urgently prioritise delivery of the ten actions identified to address even the most optimistic scenario in its MTFP, in particular developing its medium to longer-term plan for income and for sustainable reserves management. These actions should then form the basis of a more strategic approach to achieving financial sustainability, aligned with its Corporate Plan, Change Programme and Workforce Plan. Critically, members and officers must commit to taking this more strategic approach into the next electoral period and beyond. Since the council’s 2022 Best Value Assurance Report, we welcome improvements in performance management arrangements. However, auditors continue to highlight both the continued reliance on reserves and a lack of pace in transforming services. We recognise that workforce capacity affects delivery of its 21 Change Programme projects, but without detailed project plans, the council cannot effectively prioritise its limited resources. We will seek confirmation from auditors of more robust and realistic project planning and prioritisation in the next annual audit report, given that it will then be four years since we highlighted concerns around the pace of its Change Programme. While connectivity challenges may have slowed digital developments, it is concerning that auditors find the council ‘at an early stage of digital adoption’ compared to others. Digital technology is critical to supporting the workforce and delivering sustainable services. We urge the council to take a more strategic and coherent approach to the adoption of digital technology across its own services and pursue collaboration with partners locally and across local government. 61
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Finally, we recognise the impact of Shetland’s population challenges on both day-to-day service delivery and the council’s capacity to transform and innovate. While attracting people to the islands remains a priority, the council must deploy the staff it does have now as effectively as possible so updating its overall Workforce Plan and service-level plans should remain a priority. We also expect the council to ensure it has sufficient staff capacity to meet statutory requirements. Completing its information governance review and updating key governance documents in 2026 will provide stronger foundations for the future. 6. Next Steps and Recommendations 6.1. 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. 7. Employee Implications 7.1. There are no direct employee implications. 8. Financial Implications 8.1. There are no direct financial implications. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is no requirement for consultation on the content of the report. Paul Manning Chief Executive 14 April 2026 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 62
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 12 May 2026 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 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 order to drive continuous improvement and efficiencies, and to support the 2025/2026 to 2027/2028 Revenue Budget Strategy, the Council embarked on a programme of Transformational Change to manage the significant Budget Gaps facing the Council over these 3 years. The programme builds on the work undertaken over many years, where service reviews have taken place and which have fed into the savings options that Members have considered. 3.2. The most recent update to this Forum on 24 February 2026 detailed the progress of Cross-Cutting reviews, as well as Resource specific transformational reviews, to identify savings in the year 2026/2027 and beyond. That report identified savings of £3.284 million from Reviews for 2026/2027. These were approved as part of the 2026/2027 Budget. 3.3. The Transformational Reviews continue to progress, and this report provides an update on these Cross-Cutting reviews (Section 4) and Resource specific reviews (Section 5) and references any savings that were approved as part of the 2026/2027 Budget Strategy where relevant and identifies any new savings since the Budget was approved. 4. Transformational Change Programme: Cross-Cutting Transformational Reviews 4.1. Each review is taken in turn with a summary of their current status. 4.2. Procurement: An update presented to this Forum on 24 February 2026 noted that efficiency opportunities totalling £1.043 million had been identified for contribution to the 2026/2027 Budget Strategy. These efficiencies were approved as part of the 2026/2027 Budget. 6 63
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4.3. This is an ongoing Review, and the next phase has identified General Fund savings totalling a further £0.157 million. These are detailed in Table 1. In addition, there are savings of £0.028 million for the Housing Revenue Account, £0.001 million each for the Integration Joint Board, Lanarkshire Valuation Joint Board and South Lanarkshire Leisure and Culture, and £0.100 million for the capital programme. Table 1 – Procurement Savings Proposal Total £m 2026/2027 £m 2027/2028 £m Wiring and Circuits £0.098 £0.098 - Mobile Welding £0.011 £0.011 - Occupational Health £0.031 £0.023 £0.008 Adobe Licences £0.008 £0.008 - Children’s Advocacy £0.004 £0.004 - Educational App: Maths £0.005 £0.005 - Total £0.157 £0.149 £0.008 4.4. The 2026/2027 underspend generated by these savings will be declared as an underspend in 2026/2027, with the full year impact of these savings being included as a reduction to the Budget Gap in the 2027/2028 Budget Strategy report to the Executive Committee in June 2026. 4.5. The Transformation Programme run by SOLACE / Improvement Service includes a workstream for Procurement Collaboration within Local Government, targeting Waste, Fleet and Digital. Procurement have attended all sub-group sessions to discuss the project outcomes and Services have responded to requests for information by the Improvement Service. Updates on the progress of this joint work with SOLACE / Improvement Service and any efficiencies it realises, will continue to be reported to Members. 4.6. Overtime: As reported previously, the review of overtime practices and spend looked to reduce expenditure and to remove / reduce the associated risks to employees as a result of overtime. This included a focus on reducing the need for overtime and as a result of this, a saving of £0.991 million was approved as part of the 2026/2027 Budget. 4.7. Following the end of the financial year, the work to reduce overtime continues to ensure that the saving for 2026/2027 is achieved, and to identify any further reductions where possible. Resources are currently finalising an action plan for 2026/2027 to target key areas where spend is higher than anticipated. 4.8. As previously reported, these actions will target regular and recurring recruitment activity, a wider distribution of adverts and hosting of recruitment events to minimise vacancy periods and thus reduce the reliance on overtime. They will also include compliance with the Maximising Attendance Policy to reduce absence at work. Finally, they will look to convert overtime hours to contracted hours, and to create posts where it is possible to do so instead of carrying out overtime. There will be overtime that is required on an annual basis due to the nature of delivering front line services, emergencies, and weather events, and this continues to be identified as we carry out the review. 64
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4.9. Customer Engagement: This Review is looking at the technologies, systems and structures used to deliver customer services across the Council. Taking an evidence- based approach, improvements in service delivery are expected in the ways customers contact the Council, the services they receive and the internal business processes that support service delivery. 4.10. One of these changes is in relation to Benefits and Revenues call centre which moved to Customer Services at the end of January 2026 with opportunities for streamlining of processes being developed. There are two workstreams ongoing. The update on each is detailed below: 1) Continuous Improvement: Phase 2 of the process review activity is nearing completion with the results pointing to the potential for further financial savings based on the implementation of new solutions to automate processes with improved workflow. The next phase of process mapping will focus on those processes which may form part the first phase of a future implementation programme for a Customer Experience Platform (CXP) that would deliver automation and workflow. There are more than 200 enquiry types currently supported by the contact centre with work underway to develop an approach for reviewing these processes and prioritising high-volume areas for end-to-end review. Other review areas also include a focus on avoidable contact and email usage. 2) Transformational Change: A business case for the implementation of the aforementioned Customer Experience Platform (CXP) is being developed and will look to identify opportunities to deliver efficiencies through process improvement and automation (as noted above). As part of the initial work, a pre-market engagement questionnaire has been issued to potential suppliers to gather information on the levels of functionality and opportunity that could be provided from a CXP. In addition, a series of Council demonstrations are being set up to see how the functionality that can be provided by a CXP is being delivered in practice. The Council’s first Customer Experience Strategy is in the final stages of drafting, and will be presented to Members later in the year. 4.11. Further updates will be presented to this Forum as and when they become available. 4.12. Digital Transformation: This review aims to ensure resources are suitably deployed to priority projects across Resources to deliver maximum efficiency returns, and is defined by three key areas of focus: 1) Business Systems and Processes: projects and improvements to key corporate and line of business applications 2) Workforce Productivity: focus on enabling and empowering staff to maximise their effectiveness and digital literacy 3) Customer Engagement: clear and consistent Council-wide customer engagement 4.13. A structured action plan is now in place, and significant progress has been made across several key areas. Some of these are detailed below. 65
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4.14. Work to upgrade the Council’s web estate has moved from planning into active delivery. Governance arrangements and project scope are in place, and work is underway to develop and implement the redesigned platform. Resources are actively reviewing and updating website content in preparation for it being migrated to the new platform. The new public facing website is scheduled to go live at the end of July 2026, following which the intranet site will be developed, and along with the other galaxies (sub-sites), will be migrated to the new technical environment. This will provide a more modern, accessible and customer-focused digital presence, supporting improved engagement and more efficient online transactions. 4.15. The initial phase of the Copilot Accelerator Pilot Programme came to an end on 31 March 2026. Officers who had been assigned a Copilot Licence tested Microsoft Copilot to assess its impact on productivity and ways of working, reported tangible time savings in areas such as document summarisation, drafting communications and meeting outputs. A key element of the project was for officers to submit formal feedback, and this is now being analysed as part of the evaluation of the pilot programme which will support future decisions on wider adoption. In related work, a draft AI Policy is being developed. 4.16. Alongside the core delivery activity, a number of complementary initiatives are progressing to strengthen the Council’s digital foundations and support the identification of longer-term efficiencies. These include: • Data: Work to improve the quality, consistency and use of data continues to be a priority. The Council has been an active participant in the Scottish Government’s 6th Data Maturity Cohort which concluded in early April. A key output from this programme was the results from the council’s Data Maturity Assessment. An action plan is now being developed that will deliver a framework for the Council to improve quality and drive benefit from its data. • Processes: Engage Process Modeler enables services to map end-to-end processes, test “what-if” scenarios and better understand time and cost drivers. This programme has been scaled up and rolled out with 122 officers now trained in the modeler aspect of the product along with 58 officers who are trained process modeler approvers. 4.17. The majority of savings from this review are anticipated in future years, however a saving of £0.030m was agreed as part of the 2026/2027 Budget Strategy, as a result of the refresh of the website technology contract. 4.18. Shared Services Review: The Council continues to engage with SOLACE and the Improvement Service across a number of workstreams as part of the national SOLACE/Improvement Service Transformation Programme. To expand on this work further, a cross-Resource review of shared service opportunities for the Council was undertaken in late 2025, with four key areas of activity being explored to determine the potential for shared service arrangements: 1. IT Services and the Digital Office 2. Personnel Services, Clyde Valley and Training 3. Providing Print Services for Other Organisations 4. Shared Services within Legal Services and Licensing and Registration 66
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4.19. IT Services and the Digital Office – Key activity focused on establishing an action plan and maintaining/strengthening Council engagement across the Digital Office portfolio, spanning strategic national programmes, and shared procurement workstreams. In parallel, the Council is monitoring and engaging in shared procurement opportunities (e.g., Microsoft licensing, data agreements and Engage Process), while tracking changes such as the closure of the national Security Operations Centre framework work. 4.20. The Council is already significantly engaged with the Digital Office, and where opportunities arise, the Council will continue to pursue digital shared services and procurements. 4.21. Personnel Services, Clyde Valley and Training – The Clyde Valley Learning and Development Group (CVLDG) is a good example of collaborative working across a number of councils, of which South Lanarkshire is the lead. The Review is considering the governance structures in place which include officer groups, a steering group and a Joint Committee, supported by Administration and attended by Members. It is also subject to a separate charge for external audit by the Council’s Auditors (Audit Scotland). 4.22. The Terms of Reference requested consideration of alternative delivery structures /governance arrangements, as well as potential to expand the delivery model to the benefit of all member councils. An update on the Review will be provided to the next meeting. 4.23. Providing Print Services for Other Organisations – The Terms of Reference considered two areas of activity: the potential for greater throughput of printed products in the Council Print Centre; and that additional approaches would be made to other Scottish local authorities and other potential customers. 4.24. The Review considered the capacity of the print service and the good level of service carried out for internal customers. It was identified that significant investment would be required in staffing if there was to be a significant increase in external print volumes. Direct approaches were made to other councils, to test whether this would be worthwhile, however there was no appetite for a shared print service from potential partners/customers. The service will continue to seek such opportunities in the future, but at the moment, this formal Review is noted as complete. 4.25. Shared Services within Legal Services and Licensing and Registration – The intention of the review was to consider surrounding local authorities as potential shared services partners. No immediate direct opportunities have been identified, however, the Head of Administration and Legal Services, will continue to participate in the work being undertaken by the Improvement Service/SOLACE around shared services. 5. Transformational Change Programme: Resource Specific Reviews 5.1. Each review is taken in turn with a summary of their current status. 5.2. Factoring: As reported previously, a full review of the Factoring Service provided to owners of former Council Housing Stock, is being undertaken by Housing and Technical Resources. At present this service provides a repairs and maintenance service to owners. 67
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5.3. The Review will inform the future direction and culture of the Factoring Services function and provide options for a future service delivery model to deliver a high-quality effective service. Consideration is being given to resourcing levels, staff development, team structures and to ensure processes are effective and efficient. The findings of this work are currently being finalised and give consideration to potential changes to the future service delivery structure which will be reported to a forthcoming meeting of the Housing and Technical Resources Committee. An update will be brought to a future meeting of this Forum, following conclusion of this work. 5.4. Long Term Estate Strategy: The development of the Estate Strategy aims to support future public service delivery, encourage collaboration with other public sector bodies, and guide decisions about investment, rationalisation, co-location, and asset disposal. It prioritises a smaller, high-quality, energy-efficient estate, facilitates net zero transition, promotes community asset transfer when appropriate, and addresses financial pressures facing the Council and South Lanarkshire Leisure and Culture. 5.5. The Review work is split into three inter-related phases with phase 1 being the initial review of property/usage data and the development of a score for each property. Phase 2 then prioritised projects using agreed criteria and identified strategic opportunities for regeneration and partnerships. Phases 1 and 2 are complete. 5.6. Phase 3 is the development of the Estate Strategy and an associated 10-year Delivery plan. This phase is progressing with a final report to the Executive Committee planned for June 2026. This report will detail timelines for consultation of the Review’s proposals, including the proposed use of the £24 million investment monies, and to allow the final recommendations to be collated for presentation to Members. 6. Employee Implications 6.1. There are no employee implications from the update in this report. 7. Financial Implications 7.1. The financial implications of the Transformational Reviews for 2026/2027 are summarised in Table 2. These were included in the 2026/2027 savings proposals. Table 2: Transformational Reviews – Proposed Savings for 2026/2027 Reference Saving FTE 26/27 Saving 26/27 £m M&O01 Procurement Review - 1.043 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 3.284 7.2. As noted in section 4.3 / Table 1, since the 2026/2027 Budget was set, a further £0.157 million of General Services savings have been identified from the Procurement Review. These will form part of the Budget Strategy for 2027/2028. 68
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7.3. These savings are over and above the £2.680 million of the ongoing transformational reviews on procurement, overtime, management structures and council charges which were approved savings for 2025/2026 specifically. 8. Transformation and the Way Forward 8.1. The Council continues to operate in a period of sustained change and increasing financial pressure. To continue delivering effective, high‑quality services for our residents, we must plan proactively for the future and adapt how we operate. 8.2. The Council faces a range of challenges, including economic pressures, demographic change, increasing demand for services, legislative requirements and rapid technological development. Collectively, these factors require a continual focus on transformation and improvement, and both the Reviews detailed in this report, and previous concluded Reviews, have assisted in supporting the Council both financially and operationally. As a number of these Reviews are coming to an end, we need to look forward and ensure that we continue to respond to these challenges, balance the Council’s Budget and continue to improve services in the coming years. 8.3. To do that, a pipeline of activity is being compiled which will direct Review activity moving forward and will ensure we meet the challenges ahead, both financial and operational. It is anticipated that this will be presented to the Council’s Executive Committee in June, alongside the Budget Strategy for the coming year, 2027/2028. 9. Other Implications 9.1. The main risk associated with the Transformational Review is a delay in delivery. This risk is assessed as being low as each Review is led by a Head of Service with a sponsor from the Corporate Management Team. There is a strong governance process in place for all Reviews, and they work to a Terms of Reference agreed by this Forum. Progress on each Review is reported to this Forum for Member scrutiny. 9.2. There are no implications for sustainability in terms of the information contained in this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 8 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent 69
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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 Transformational Reviews – Update - Performance and Review Scrutiny Forum 25 November 2025 Transformational Reviews – Update - Performance and Review Scrutiny Forum 24 February 2026 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 70