Agenda Document Pack - Performance and Review Scrutiny Forum - 11/08/2026
South Lanarkshire Council · 11 August 2026
Back to Performance and Review Scrutiny Forum — 11 August 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 03 August 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, 11 August 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 Maureen Devlin (Chair), Gerry Convery (Depute Chair), John Anderson, Maureen Chalmers, Richard Lockhart, Katy Loudon, Davie McLachlan, Kirsten Robb, John Ross, Margaret B Walker Substitutes Andrea Cowan, Gladys Ferguson-Miller, Martin Hose, Gavin Keatt, Eileen Logan 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 12 May 2026 submitted for approval as a correct record. (Copy attached) 3 - 6 Item(s) for Consideration 3 Council Plan Connect 2022 to 2027: Quarter 4 Progress Report 2025/2026 Report dated 2 July 2026 by the Chief Executive. (Copy attached) 7 - 56 4 Self-Assessment and Improvement Activity Programme Report dated 2 July 2026 by the Chief Executive. (Copy attached) 57 - 62 5 Annual Performance Spotlights 2025/2026 Report dated 2 July 2026 by the Chief Executive. (Copy attached) 63 - 74 6 Accounts Commission Audit of Best Value – Angus Council Report dated 7 July 2026 by the Chief Executive. (Copy attached) 75 - 78 7 Transformational Review Programme – Summary of Outcomes Report 2025/2026 and Future Pipeline Report dated 7 July 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 79 - 96 Urgent Business 8 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 12 May 2026 Chair: Councillor Gerry Convery (Depute) Councillors Present: Councillor John Anderson, Councillor Maureen Devlin, Councillor Katy Loudon, Councillor Davie McLachlan, Councillor Kirsten Robb, Councillor John Ross Councillors' Apologies: Councillor Maureen Chalmers, Councillor Joe Fagan (ex officio), 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; K McGuire, Waste and Grounds Strategic Manager; G Newbigging, Area Manager Education Resources J Wallace, Head of Education (Primary and Early Years) Finance and Corporate Resources J Taylor, Executive Director; K McLeod, Administration Assistant; T Slater, Administration Adviser Health and Social Care/Social Work Resources L Arthur, Interim Head of Health and Social Care (Social Care) Housing and Technical Resources H Phillips, Performance Co-ordinator 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Performance and Review Scrutiny Forum held on 24 March 2026 were submitted for approval as a correct record. The Forum decided: that the minutes be approved as a correct record. 3 Local Government Benchmarking Framework Overview Report 2024/2025 A report dated 16 April 2026 by the Chief Executive was submitted providing a summary of the key messages from the Local Government Benchmarking Framework (LGBF) overview report published by the Local Government Improvement Service in March 2026. The 2024/2025 overview report was structured around the following themes:- financial pressures workforce challenges health and social care pressures 2 3
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education and young people tackling poverty performance of local government services A summary of the key messages contained in the 2024/2025 overview report was provided in the Forum report and the full data set for the LGBF was available through the Improvement Service’s ‘explore the data’ tool. The Forum decided: that the report be noted. 4 Local Government Benchmarking Framework 2024/2025 Results and Action Plan A report dated 23 April 2026 by the Chief Executive was submitted on the Scottish Local Government Benchmarking (LGBF) results for 2024/2025. The LGBF compared spend/cost, performance and customer satisfaction results over several years and between similar councils. It comprised a number of performance indicators across a range of services. South Lanarkshire Council’s performance was summarised in table 1 of the report and further information on the Council’s LGBF data and results for 2024/2025, together with comparative data for 2023/2024 and 2022/2023, was provided in Appendix 1 to the report. This information also showed whether the Council’s performance in 2024/2025 had improved, remained the same or declined compared to the previous year and how the Council’s performance compared with the Scottish average. Family group analysis for indicators where the Council had lower performance than the Scottish average, based on the 2024/2025 results, was provided in Appendix 2 to the report. Although the LGBF results were available for all councils in Scotland and could be used to construct league tables, the Local Government Improvement Service (LGIS) cautioned against this approach and emphasised that the purpose of the data was to open discussion about performance and improvement in the context of specific services whilst taking account of geography, demographics and local council priorities. It was, therefore, important to pay attention to the narrative against each indicator when forming a judgement on what the performance meant in a South Lanarkshire context. At a local level, each council was required to publish its results at the same time as the publication of the national results by the LGIS. The LGIS held benchmarking events where local authorities could share good practice. The Head of Communications and Strategy responded to a member’s question in relation to the national survey capturing feedback from service users. The Forum decided: (1) that the importance of interpreting LGBF measures in the local context, as detailed in the report, be noted; (2) that the results, narrative, actions and family group analysis included, following scrutiny of the results for 2024/2025, be noted; and 4
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(3) that the arrangements of the publication of the Council’s results, in accordance with statutory requirements, be noted. [Reference: Minutes of 1 April 2025 (Paragraph 3)] 5 Accounts Commission Audit of Best Value – Aberdeenshire Council and Shetland Islands Council A report dated 14 April 2026 by the Chief Executive was submitted on the key messages and recommendations from recent reports published by the Accounts Commission on Best Value. Towards the end of 2023, the Accounts Commission introduced a new approach to the Audit of Best Value to replace the Best Value Assurance Report (BVAR) arrangements which had run from 2018 to 2023. The approach consisted of brief Controller of Audit (CoA) reports accompanied by, and reflecting on, published annual audit reports. The CoA reports were considered by the Accounts Commission in public and reported publicly. Information was provided on the findings and key messages from recent CoA reports for Aberdeenshire Council and Shetland Islands Council. The Forum decided: that the key messages and recommendations within the Controller of Audit reports for Aberdeenshire Council and Shetland Islands Council be noted. 6 Transformational Reviews – Update A report dated 8 April 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. 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 Shared Services Review, which included:- IT Services and the Digital Office Personnel Services, Clyde Valley and Training Providing Print Services for Other Organisations Shared Services with Legal Services and Licensing and Registration Factoring Long-term Estate Strategy 5
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Savings identified from the reviews were outlined in section 7.1 of the report, which had been included in the 2026/2027 savings proposals. To meet the continued challenges faced by the Council, a pipeline of activity was being compiled to direct future review activity. The Forum decided: that the update on Transformational Reviews be noted. [Reference: Minutes of 24 February 2026 (Paragraph 5) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 9) and 5 November 2025 (Paragraph 9)] 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: 11 August 2026 Report by: Chief Executive Subject: Council Plan Connect 2022 to 2027: Quarter 4 Progress Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Forum with the Council Plan Connect Quarter 4 Progress Report 2025/2026, for the period 1 April 2025 to 31 March 2026 [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [] (1) that the Connect Quarter 4 Progress Report 2025/2026, summarised at paragraph 4.5. and attached as Appendix 1 of this report, be noted; (2) that the key achievements, as detailed at paragraph 4.6. of this report, be noted; (3) that the additional scrutiny of reporting measures that have changed status between Quarter 2 and Quarter 4, as summarised in paragraph 4.7. and detailed at Appendix 2 of this report, be noted; and (4) that the Strategic subset of Local Government Benchmarking Framework (LGBF) Results, as detailed at paragraph 5. and Appendix 3 of this report, be noted. [1recs] 3. Background 3.1. The Council Plan Connect, covering the period 2022 to 2027, was approved by the full Council on 15 June 2022. A mid-term review of Connect was approved by the Executive Committee on 30 April 2025. The Plan sets out the Council’s vision, values, priorities and outcomes for the five-year period. 3.2. As part of the performance reporting arrangements introduced in 2007, it was agreed that progress reports on the Council Plan would be provided at the mid-year point (Quarter 2) and at the end of the financial year (Quarter 4). This report provides a summary of progress on Connect as at the end of Quarter 4, 31 March 2026. 4. Quarter 4 Progress 2025/2026 4.1. The Council Plan offers flexibility, both at the Resource level and from one year to the next, in the choice of actions and measures required to deliver the Council’s outcomes. Alongside this flexibility, however, comes the requirement to ensure that the golden thread from Council Plan to Resource Plan remains unbroken. 4.2. The reporting framework for the Council Plan identifies key measures within Resource Plans which are combined in a Connect report to provide a balanced picture of council performance against Connect outcomes. 3 7
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4.3. A total of 266 measures have been identified from the 2025/2026 Resource Plans. Of those, 64 (24%) have been nominated as key strategic measures for reporting progress against Connect. 4.4. Progress to date against these measures is contained in the Connect Quarter 4 Performance Report 2025/2026, attached as Appendix 1. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure: Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 4.5. To ensure adequate scrutiny of performance across all Resources, individual Resource Committees receive details of all ‘red’ measures relating to that Resource including management actions, where applicable. In addition, the Council’s Performance and Review Scrutiny Forum may consider those measures across all Resources reporting a ‘red’ and/or ‘amber’ status. The overall summary of Connect progress to date is as follows: Status Measures Statistical Project Total % Blue N/A 9 9 14% Green 27 19 46 72% Amber 3 3 6 9% Red 2 0 2 3% Report later/Contextual 1 0 1 2% Totals 33 31 64 100% Data as at 02 July 2026 4.6. Progress and key achievements against each of the six Connect Outcomes for 2025/2026 have been summarised in the following tables: 4.6.1. Connect Outcome Communities and Environment Number of measures Blue Green Amber Red Report later Total 3 16 2 1 1 23 Achievements Lanarkshire Carers is the commissioned service offering support to adult carers throughout South Lanarkshire. There are currently 8,700 carers known to the organisation and approximately 1,000 new carers identified each year. The organisation has developed a customised digital portal for unpaid carers, called 8
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CarerSpace, offering a secure platform to document their caring experiences, store important files, and communicate directly with Carer Support Workers. This allows agencies to identify emerging issues before they become serious. (Social Work Resources (SWR)) Care Day 2026 was marked through a large-scale event in Hamilton, bringing together over 200 care experienced young people and staff from across South Lanarkshire. The event was planned and delivered by the South Lanarkshire Champions Board, demonstrating a strong commitment to ensuring that care experienced young people are actively involved in shaping the services and decisions that affect their lives. (SWR) There was an increase of 11.61% of properties with full fibre connection during 2025/2026, bringing the percentage of properties up to 70.48%, compared with the 2024/2025 figure of 58.87% (Community and Enterprise Resources (CER)) The percentage of streets found to be acceptable during Litter Monitoring Systems Surveys carried out over 2025/2026 was 93.9%. This is better than the annual target of 92% and is better than performance over the previous three years. (CER) The Waste Services review was completed and the percentage of household waste sent to landfill in the calendar year January to December 2025 was 1.17%, well within the target to be below 5%. (CER) Across our capital programme, the number of road safety schemes that have been delivered exceeded the number scheduled with 112 schemes (87 carriageway/25 footway) completed. (CER) The draft Local Transport Strategy (LTS) 2026-2036 was subject to a four-week consultation period in November/December 2025 and was approved at Community and Enterprise Committee in March 2026. The final document is now being produced ready for publication on our website. (CER) The new Hairmyres Transport Interchange, East Kilbride is complete. (CER) We demonstrate strong leadership in climate and sustainability education through large-scale learner engagement initiatives that amplify young people’s voice and influence. In particular, the Conference of Schools (COS4) on Climate Change and Sustainability, led by the South Lanarkshire Youth Forum on Climate Change and Sustainability, brought together over 300 pupils and staff from 100 primary schools at Hamilton Palace Sports Grounds. The event showcased effective youth leadership in climate education and supported schools to embed sustainability within learning. There was strong interest from establishments in replicating the model, with continued support for future forums. This work aligns closely with the Council’s commitment to empowering young people, responding to the climate emergency and fostering responsible global citizenship. (Education Resources (EDR)) A variety of engagement approaches have been undertaken to recruit and increase participation in Stakeholder Groups. Community events, drop ins, and community conversations have been facilitated in several neighbourhood planning areas, bringing together residents and those delivering services, with the aim of promoting awareness around what has been achieved through neighbourhood planning to date and showcasing Participatory Budget funded activities and the benefits projects bring. The Community Planning Website is being used to highlight and promote the work and achievement of Stakeholder Groups, raising awareness of what communities are achieving and highlighting the variety of opportunities available to get involved. (Finance and Corporate Resources (FCR)) 9
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4.6.2. Connect Outcome Education and Learning Number of measures Blue Green Amber Red Report later Total 0 1 2 0 0 3 Achievements Education Resources continues to demonstrate sustained improvement in attainment across literacy, numeracy and the senior phase, building on recovery since the COVID‑19 pandemic while maintaining a strong focus on equity. The 2025 data also highlights an increase in course presentations across the senior phase, alongside growth in attainment of National Progression Awards (NPAs) and Skills for Work qualifications, particularly for learners following vocational and skills‑based pathways. Collectively, this demonstrates the success of inclusive curriculum planning, high expectations for all learners, and a continued commitment to recognising wider achievement aligned to individual strengths, aspirations and future destinations. (EDR) We continue to demonstrate strong performance in supporting young people to achieve positive destinations and nationally recognised qualifications. The most recent School Leaver Destination Report shows that 96.6% of pupils leaving school in academic year 2024/2025 progressed to a positive destination. This represents a continued improvement on the previous year and remains above the national average of 95.7%. (EDR) 4.6.3. Connect Outcome Health and Wellbeing Number of measures Blue Green Amber Red Report later Total 1 7 0 0 0 8 Achievements Guardianship Orders related to Adults with Incapacity (AWI) increased by 12% from 2021/2022 to 2025/2026, with overtime helping to meet demand and aid hospital discharge planning during winter. (SWR) The Independent Living Fund (ILF) has also been used effectively to support independent living. In 2024/2025, South Lanarkshire achieved 61% uptake, performing above the national average, while in 2025/2026 all allocated awards were fully utilised despite a reduced national allocation. This reflects effective internal processes and strong local practice, delivering tangible benefits for supported people and their carers. (SWR) The Home Assessment Team (HAT) and Care at Home services continue to support people to live well at home by promoting independence, self-care, and self-management. In 2025/2026, both HAT and 3 Care at Home registered services were inspected by the Care Inspectorate and achieved grades of 5 – Very Good, providing independent assurance on the quality and consistency of care. Inspectors highlighted strong staff teams, effective communication and care delivered with dignity, respect, and compassion. (SWR) Lanarkshire Carers is celebrating 30 years of Caring in Lanarkshire. During Carers Week, June 2025, a range of activities were undertaken to raise awareness to carers supports and services. South Lanarkshire University Health and Social Care Partnership raised awareness to Carers Week (Caring in the workplace) with the flag raising ceremony, information sessions for staff, and publication of a carer’s information booklet. Lanarkshire Carers continues to develop online tools to assist carers to think about their caring situation. Lanarkshire Carers, Carer Connected representatives, continue to share their lived experiences and assist services to improve planning and delivery. They have visited the Scottish Parliament, heard about Local Development Plans, and engaged with “No need to Fall” workshops. (SWR) 10
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The team at MAPPA (Multi Agency Public Protection Arrangements) Lanarkshire won the title of Outstanding External Partner at the Police Scotland Lanarkshire Excellence Awards. MAPPA Lanarkshire aims to minimise the potential risks posed by serious violent and sexual offenders. To ensure the safety of the public and reduce the risk of harm, MAPPA can use a variety of safeguarding measures such as surveillance, curfews, electronic tagging, and sexual offence prevention orders. MAPPA Lanarkshire is delivered through a partnership between South and North Lanarkshire Councils and each MAPPA area works with a number of different organisations including Police Scotland, the Scottish Prison Service, and the NHS. (SWR) The Decider Skills Groupwork Programme for men in South Lanarkshire Justice Services was launched in July 2025 and groupwork is based on Cognitive Behavioural Therapy and Dialectical Behavioural Therapy, to focus on mental wellbeing and emotional regulation, enabling people to be more resilient, resourceful, responsible, mindful of their actions and as such support the development of more pro-social behaviours. This has been implemented within the Hamilton/Blantyre team and to date 6 groups have commenced. There have been 51 referrals in total with 32 people engaged and continuing to attend. (SWR) The £13m Transformation Fund is helping to modernise the leisure and culture estate. Key projects completed include: - Gym and studio upgrades at Dollan Aqua Centre, Eastfield Lifestyles, Blantyre Leisure Centre - Blackwood Community Wing, Willie Waddell, Coalburn - Toilet upgrade at Chatelherault Country Park - Roof replacement at Calderglen Country Park conservatory - Upgraded air conditioning system at Hamilton Water Palace - Replacement changing pavilion at Priory (CER) The roll out of the further expansion of free school meals for Primary 6 and Primary 7 pupils in receipt of the Scottish Child Payment is complete. (CER) 107 new build homes were completed, all have been built to ‘Housing for Varying Needs’ standards and are easily adaptable to accommodate the changing needs of tenants over time. 15 of these homes (14%) to be fully wheelchair accessible. Our affordable housing supply programme continues to increase the supply of council homes across South Lanarkshire, with a focus on ensuring that the new homes provide for changes in people’s need over time. (Housing and Technical Resources (HTR)) Significant progress has also been made in building workforce capacity to support early mental health and emotional wellbeing. By the end of May, a further 148 early years staff will have been trained in the Infant Mental Health (IMH) programme, with an additional training offer extended to 38 childminders. (EDR) Attendance Campaign – ‘Every School Day Matters’: A Council-wide campaign launched to promote school attendance, especially among early years and primary pupils. Featuring real pupils and superhero-themed messaging, the campaign highlights the social and emotional benefits of regular attendance. It aligns with national priorities and has been widely promoted across schools. (EDR) 11
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4.6.4. Connect Outcome Children and Young People Number of measures Blue Green Amber Red Report later Total 1 2 0 0 0 3 Achievements South Lanarkshire’s Family Support Hubs have received national recognition for their impact in improving outcomes for children, young people and families, having been shortlisted for the COSLA Excellence Awards 2025. (SWR) Hillhouse Children’s House, managed by South Lanarkshire Council to support looked after children and young people, has achieved ‘Very Good’ grades following a recent inspection. The inspection recognised the strong, trusting relationships between children and staff and highlighted the importance of these relationships in helping children feel safe, respected and actively involved in decisions about their care. (SWR) All young people leaving care were provided with housing options advice and support tailored to their individual needs and circumstances. This resulted in bespoke personal housing pathway plans being developed for each young person. (HTR) We continue to contribute to the reduction in child poverty within South Lanarkshire. Increasing the council’s stock of larger properties has been a particular focus for this with 48% of the new build properties completed in the year being larger homes to accommodate families. In addition, 34% of the existing homes purchased by the council to meet housing need were larger again to accommodate families. (HTR) Improving Attendance: Over 120 schools and Education Scotland representatives attended the Curriculum and Quality Improvement Service (CQIS) Attendance Conference, focused on tackling attendance through collaboration and innovation. New South Lanarkshire Council attendance data tools were launched, enabling real-time data use and reducing admin time. These tools were rolled out authority-wide, supported by a comprehensive learning programme. Our persistent absence level for session 2024/2025 was 3.1% compared to 3.8% nationally. (EDR) Inclusion Conference 2025: Over 200 participants attended our “Embracing Diversity” themed Inclusion Conference in September 2025. Topics covered included a new vison for inclusive practice; embracing neurodiversity; embracing all behaviour as communication; embracing equality and embracing The Promise. (EDR) 4.6.5. Connect Outcome Housing and Land Number of measures Blue Green Amber Red Report later Total 3 10 0 0 0 13 Achievements 243 additional homes were delivered during 2025/2026 and comprise 107 new build units and 136 acquired through market purchase scheme. (HTR) Average days to relet a home has decreased from 19.3 days in Quarter 4 (2024/2025) to 18.1 days in Quarter 4 (2025/2026). (HTR) Ensuring those with the highest housing need are prioritised with 59.9% of lets to urgent homeless (UH) households. (HTR) 12
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4.6.6. Connect Outcome Our Economy Number of measures Blue Green Amber Red Report later Total 0 8 1 0 0 9 Achievements The number of participants supported via Council-operated employability programmes during 2025/2026 was 2,415, with 745 gaining sustainable employment and 801 participants accessing further education or training. (CER) UK Government have confirmed the Levelling Up Fund (LUF) spend deadline has been extended to 31 March 2028: Clydesdale Way: Detailed design is in progress, building on the concept design work previously undertaken. Stakeholder engagement sessions took place in October 2025; landowner engagement is ongoing. Shawfield: The current anticipated completion date for all three LUF funded Shawfield projects is late 2026. The Council has released £5,369,204 to date, covering expenditure to the end of quarter one 2026/2027. (CER) East Kilbride Masterplan project is progressing at pace with a number of parallel workstreams being progressed and regular reports to committee on behalf of the Project Board: demolition contractor appointed and on site; enabling works commenced with new access routes fully in place; Planning Permission in Principle approved; detailed design of Civic Heart element, including a new Town Hall, progressing; and a two-stage design and build procurement route being taken forward. (CER) Hamilton Masterplan key milestones include: project managers appointed for delivery of the Hamilton Masterplan; former Baird’s Department Store returned to council ownership; New Cross Centre now vacant, and work ongoing towards demolition and development proposals; demolition of former Vogue Bingo Hall; and confirmation that the Pride in Place application for Hamilton Town Centre has been successful and an award of up to £20m (Capital and Revenue) made to support eligible activity. (CER) 4.6.7 In addition to working towards the six Connect Outcomes, the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified, under the heading Delivering the Plan and achieving Best Value. Related achievements to date are summarised in the following table: Delivering the Plan and Achieving Best Value Number of measures Blue Green Amber Red Report later Total 1 2 1 1 0 5 Achievements During 2025/2026, significant progress has been made in implementing digital care systems to support modern, efficient and person-centred service delivery across residential services. Person Centred Software (PCS) has now been fully implemented across all three Council care homes and Blantyre LIFE, providing staff with secure, real-time access to care plans, risk assessments and daily records. This has improved continuity of care. (SWR) Following a successful pilot at David Walker Gardens, the Care Messenger smart TV-based video calling and messaging system has now been rolled out across all three Council care homes and Blantyre LIFE. Using familiar technology, the platform supports simple video calls and messaging, helping residents maintain meaningful connections, reduce digital exclusion and contributing to reduced loneliness and improved wellbeing. (SWR) 13
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The Digital Telecare Project has been formally signed off and closed. (FCR) Education Resources has significantly refined its complaints handling arrangements to ensure they are fully aligned with the Scottish Public Services Ombudsman’s Child-Friendly Complaints Handling Principles and the United Nations Convention on the Rights of the Child. These refinements support earlier resolution, improve the quality and consistency of responses, and reinforce a culture of listening, learning and accountability. (EDR) A set of audited Accounts has been produced and received a clean audit certificate. These were approved for signature by the Risk and Audit Scrutiny Committee by the submission date of 30 September 2025. (FCR) 4.7. Scrutiny of Change in Measure Status A further analysis introduced to aid scrutiny of performance is to highlight and explain all measures that have changed status from Quarter 2 to Quarter 4. On analysis of these, four measures improved and five measures showed a decline in performance - details of which are included at Appendix 2. The remaining measures under scrutiny showed a change from Green/Report later to Blue (complete)/Green and need no further action. 5. Strategic Subset of Local Government Benchmarking Framework (LGBF) Results 5.1. As agreed at the Performance and Review Scrutiny Forum on 21 March 2023, this report includes Appendix 3 which focuses on a subset of LGBF indicators aligned to the outcomes in the Council Plan. This provides an opportunity to review benchmarking indicators which are of strategic importance to the Council and gives insight into the Council’s performance over time as well as comparison with national average. It should be noted that, while appendices 1 and 2 provide performance information relating to 2025/2026, due to the lag in LGBF data being provided, Appendix 3 relates to the period up to 2024/2025. 5.2. As well as featuring in this report, LGBF indicators continue to be reported in full annually to the Performance and Review Scrutiny Forum and included in the council’s public performance reporting arrangements, published on the Council’s website. 6. Employee Implications 6.1. The outcomes noted within the Council Plan will inform the Resource Plans and in turn the Performance Appraisal process for individual employees. 7. Financial Implications 7.1. Provision for meeting the Council Plan’s outcomes is reflected in both the Revenue and Capital budgets, and longer term, within the framework of the Council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications arising from this report. 8.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 14
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9. Risk and Other Implications 9.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 2 July 2026 Link(s) to Council Values/Priorities/Outcomes The Council Plan 2022 to 2027 reflects the overarching vision of South Lanarkshire Council and details its values, priorities and outcomes, including links to the Community Planning Partnership. Previous References Performance and Review Scrutiny Forum (25 November 2025) - Council Plan Connect 2022 to 2027: Quarter 2 Progress Report 2025/2026 South Lanarkshire Council (15 June 2022) – The Council Plan Connect 2022 to 2027 and the South Lanarkshire Community Plan 2022 to 2032 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 Extension: 4904 (Phone: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk Performance: www.southlanarkshire.gov.uk/performance 15
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IMPROVe - SLC Performance Management System Report printed on 2 Jul 11:08 Quarter 4 : April 2025 - March 2026 (This represents the cumulative position to March 2026) Performance Report 2025-26 South Lanarkshire Council Connect 3 17
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IMPROVe - SLC Performance Management System Report printed on 2 Jul 11:08 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome / Theme Green Amber Red Report later / Contextual Total Communities and Environment 10 1 1 1 13 Education and Learning 1 1 0 0 2 Health and Wellbeing 7 0 0 0 7 Children and Young People 1 0 0 0 1 Housing and Land 4 0 0 0 4 Our Economy 3 0 0 0 3 Delivering the plan and achieving best value 1 1 1 0 3 Total 27 3 2 1 33 Page 1 18
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of road casualties in South Lanarkshire during 2025 Provisional casualty figures are available for the 2025 calendar year, when there were 286 casualties. Of these, there were six fatal casualties, 107 serious casualties and 173 slight casualties. There were no child fatal casualties, however 11 children seriously injured and 15 children slightly injured. Compared with the 2024 calendar year, there were 378 casualties. Of these, there were eight fatalities, 134 serious casualties and 236 slight casualties. For children in 2024, there were no child fatal casualties, eight children seriously injured and 37 children slightly injured. These are provisional 2025 figures and amendments or additional records may be added to the reported figures above. Green 382 286 284 370 382 Percentage of household waste sent to landfill in the calendar year 2025 This measure is reported per calendar year, and the latest figures (1.17%) relate to the period from January to December 2025. Performance for the year is well within target of 5%. Green 5.00% 1.17% 1.84% 1.50% 1.32% Evidence the use of recycled stock as a percentage of all activity. To date, there have been a total of 4,447 items issued, of which (20%) 885 were recycled. In quarter 4, there was a total of 1,190 items, of which 22% (262) were recycled. The target of 10% has been achieved for the reporting period. Green 10% 20% ------ 20% 22% Percentage of properties with Superfast Broadband >30Mbps There has been a 0.52% increase in the percentage of properties with Superfast Broadband compared to 2024-25, from 98.79% to 99.31%. Government schemes are helping to connect the most remote properties in South Lanarkshire. Green 99.0% 99.3% 97.3% 97.9% 98.8% Page 2 19
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of B class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The target of 29.6% for 2024-26 is based on the results for the period 2023-25. The actual figure for 2024-26 of 27.5% indicates an improvement of 2.1% in our B Class road network, based on the current survey results / sections of roads survey. Green 29.6% 27.5% 26.1% 27.8% 29.6% Percentage of C class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The target of 37.4% for 2024-26 is based on the results for the period 2023-25. The actual figure for 2024-26 of 34.5% indicates an improvement of 2.9% in our C Class road network, based on the current survey results / sections of roads survey. Green 37.4% 34.5% 35.6% 36.5% 37.4% Page 4 21
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of U class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from The Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The target of 32.4% for 2024-26 is based on the results for the period 2023-25. The actual figure for 2024-26 of 32.9% indicates a slight regression of 0.5% in our Unclassified road network, based on the current survey results and sections of roads surveyed. Amber 32.4% 32.9% 31.6% 32.6% 32.4% Broad compliance with food law statutory requirements secured in premises During 2025-26, 97% (2,769) of food businesses that have been inspected were found to be broadly compliant with food law, food hygiene and food standards legislation. This compliance figure continues to exceed the annual target set for this measure. Since the new food law rating scheme came into affect, local authorities can focus resources on high risk and non-compliant businesses by conducting more frequent inspections in these establishments. Green 85.0% 97.0% 96.0% 95.0% 95.0% Page 5 22
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Reduce carbon emissions from council services (buildings, waste, transport etc.) The latest carbon figures are for 2024-25. The Council’s carbon emissions totalled 46,730 tCO2e (tonnes of carbon dioxide equivalent) in 2024-25. This is a 70% reduction from the baseline year of 2005-06 and a reduction of 5% compared to 2023-24. Carbon emissions figures for 2025-26 will be reported to the Climate Change and Sustainability (CCS) Committee in November 2026. Report Later ------ ------ ------ 9.46% 5.00% Percentage of total household waste that is recycled in the calendar year 2025 This measure is reported per calendar year, so the figure shown (40.63%) relates to the period January to December 2025. The recycling rate is lower than that reported for the same period in 2024 (41.83%). Chargeable garden waste permits were introduced in April 2025 and one of the known risks associated with the scheme was reduction in the amount of organic waste collected for recycling (composting). However, the garden waste permit scheme is just one factor affecting the recycling rate. Due to issues with the council's bulky waste processing contractor, and through no fault of the council, the service was required to put contingency disposal arrangements in place to ensure continuity of service provision. In the short term, the waste was disposed of to landfill until the Council could put more sustainable contractual arrangements in place from 1 October 2025. Red 50.00% 40.63% 41.20% 43.75% 41.80% Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of pupils entering positive destinations (initial destinations) The most recent School Leaver Destination Report (SLDR) showed that 96.6% of pupils who left school in academic year 2024/25 entered a positive destination. This was a slight improvement from the previous year and above the national rate which remained at 95.7%. Green 97.0% 96.6% 96.2% 96.9% 96.4% Percentage gap between pupils from the least and most deprived areas entering positive destinations The gap between most and least deprived has increased to 3.7 percentage points from the previous year but remains lower than the national gap of 4.8. Amber 3.0% 3.7% 6.1% 2.9% 3.2% Page 6 Education and Learning 23
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators Health and Wellbeing Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of new build that are wheelchair accessible (RP) To date in 2025/26, 107 new homes have been completed by the council. 14% of these are wheelchair accessible which accounts for 15 homes. Further wheelchair accessible council homes are currently under construction, anticipated to be completed later in 2026/27. Green 10.0% 14.0% ------ 19.2% 16.0% Percentage of Justice Social Work reports submitted to Court by the due date. To date, 98% (1812 out of 1858) of Justice Social Work reports have been submitted within timescale. In quarter 4, 98% (425 out of 433) of Justice Social Work reports have been submitted within timescale this is an increase from 97% in quarter 3. Green 95.0% 98.0% 98.0% 98.0% 97.0% Percentage of children and young people attending primary school While the current year position has not yet met the stretch target, primary school attendance remains above the level achieved in earlier years and shows a generally improving trend over the three-year period. The target was set as an ambitious stretch aim to drive sustained improvement and reduce inequalities, rather than represent a minimum expectation. Ongoing focus on attendance, wellbeing and early intervention continues to support positive underlying progress. The council-wide ‘Every School Day Matters’ attendance campaign has since been launched to promote the importance of regular attendance. Green 94.6% 93.7% 92.5% 92.9% 93.8% Percentage of children and young people attending secondary school Secondary school attendance continues to improve compared with previous years and remains stable in a challenging national context, although the stretch target has not yet been achieved. As with other wellbeing measures, the target was deliberately ambitious to promote continuous improvement. Targeted actions to support engagement, wellbeing and sustained attendance are contributing to positive longer-term progress. The council-wide ‘Every School Day Matters’ attendance campaign has since been launched to promote the importance of regular attendance. Green 93.0% 87.9% 87.2% 87.9% 88.3% Percentage of reports submitted to the Children’s Reporter within agreed timescales. To date 87% (240 out of 277) reports submitted to the Children's Reporter within timescale. In quarter 4, 86% (56 out of 65) reports were submitted within timescales. This is a decrease in performance from 92% in quarter 3. Green 75.0% 87.0% 77.0% 53.0% 72.0% Page 7 24
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators Health and Wellbeing Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of statutory supervising officer visits completed within timescale for local authority welfare guardianship orders. To date, there was a total of 256 local authority guardianship visits due with 90% (230) being completed in time, exceeding the target. In quarter 4, there was a total of 61 local authority welfare guardianship visits due with 89% (54) being completed in time, exceeding the target of 75%. Performance reports remain available to the teams providing current performance levels. Green 75% 90% 93% 94% 91% Percentage of statutory supervising officer visits completed within timescale for private welfare guardianship orders. To date, there was a total of 1,678 private guardianship visits due with 83% (1,394) being completed in time, exceeding the target. In quarter 4, there was a total of 368 private guardianship visits due with 87% (319) being completed in time, exceeding the target of 75%. Performance reports remain available to the teams providing current performance levels. Green 75% 83% 93% 92% 87% Children and Young People Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of care experienced children and young people accommodated in residential placements. As at 31 March 2026, there were a total of 735 Looked After Children, 664 (90%) were looked after in a community setting and 71 (10%) were looked after in a residential setting including local authority houses, secure accommodation and residential schools, this position has been maintained since 2021. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children, with continued support to children and young people within the community. Green 10.0% 10.0% 10.0% 10.0% 10.0% Page 8 25
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators Housing and Land Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of lets to Urgent homeless (UH) households (RP) Target achieved. Green 55.0% 59.9% 58.1% 62.9% 62.5% % of new tenancies sustained for more than a year for all lets (SSHC) (RP) Tenancy sustainment has remained strong within quarter 4 and target achieved. Green 88.00% 91.60% 92.00% 92.20% 91.90% % of Housing Options interventions where Homelessness prevented (RP) As at quarter 4, 1791 (75.9%) homeless cases prevented. Green 70.0% 75.9% 65.9% 60.8% 60.0% % of response repairs completed on time Target achieved. Green 90.0% 95.2% 95.3% 97.0% 95.5% Our Economy Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of participants supported via council-operated employability programmes The target has been met and reflects ongoing high demand for employability support. Green 2,400 2,415 1,687 2,663 3,059 Number of participants accessing further education or training Target has been significantly exceeded. This is in part due to the successful delivery of the Employability Academy in partnership with South Lanarkshire College which has delivered targeted learning opportunities to participants. Green 600 801 536 870 804 Number of participants gaining sustainable employment This target has been met, significant work has been undertaken with local employers to progress employability participants into sustainable employment. Green 700 745 584 643 725 Page 9 26
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan Performance Indicators Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Customer Service Centre - % of calls answered Performance has been impacted by a range of factors. High staff turnover, training commitments, absences, the implementation of new systems, manual recording of information, and an increase in calls following the garden waste permit renewal, annual council tax billing and DHP renewals has resulted in performance being 4% below the target of 90%. Customer Services continues to work with Personnel Services regarding recruitment and in the management of absences. We continue to liaise with Resources on training and support on new systems and processes. Turnover has stabilised, absence levels have reduced, and more staff are in post. Amber 90.00% 86.00% 94.00% 91.00% 94.00% Customer Service Centre – average queue time (in seconds) Performance has been impacted by a range of factors. High staff turnover, training commitments, absences, the implementation of new systems, manual recording of information, and an increase in calls following the garden waste permit renewal, annual council tax billing and DHP renewals has resulted in performance being below the target. In addition, an increase in the call queue lengths has been trialled which has also contributed to longer waiting times for some customers. Customer Services continues to work with Personnel Services regarding recruitment and in the management of absences. We continue to liaise with Resources on training and support on new systems and processes. Turnover has stabilised, absence levels have reduced, and more staff are in post. Red 250 358 134 252 187 Percentage of income due from Council Tax received by the end of the year - in year (incl water) The annual Council Tax collection target for 2025-26 was set at 95.6%. A Council Tax collection rate of 95.68% was achieved, ahead of target by 0.08%. Green 95.60% 95.68% 96.77% 95.70% 95.69% Page 10 27
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome / Theme Complete Green Amber Red Report later Total Communities and Environment 3 6 1 0 0 10 Education and Learning 0 0 1 0 0 1 Health and Wellbeing 1 0 0 0 0 1 Children and Young People 1 1 0 0 0 2 Housing and Land 3 6 0 0 0 9 Our Economy 0 5 1 0 0 6 Delivering the plan and achieving best value 1 1 0 0 0 2 Total 9 19 3 0 0 31 Page 11 28
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures Communities and Environment Action Measures Comments/ Progress Status Community Safety priorities are achieved Continue to support the Safer South Lanarkshire Board and work with partners to contribute to tackling identified community safety issues Safer South Lanarkshire Board has a focus on tackling identified community safety issues and scrutinise local police and fire plans which contributes to wider national community safety issues. At the meeting on 9 February 2026 the board consulted on the Scottish Police Authority’s draft Strategic Policing Plan 2026 to 2029 public consultation, and also an update on the multi-agency Bonfire Safety Planning Group activities and the administration process for Firework Control Zone applications. Green Take forward IT strategic developments Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of broadband and 4G/5G mobile services across the council area Scope has increased to potentially include connectivity to social housing. New business case being developed in conjunction with third party. Green Lead by example and influence area-wide climate change and sustainability action Implement the Sustainable Development and Climate Change Strategy (2022-2027) Action Plan, and report progress at quarter two and quarter four to Climate Change and Sustainability Committee The Sustainable Development and Climate Change (SDCC) Strategy and Action Plan continue to be delivered effectively, with the quarter two update presented to the Climate Change and Sustainability (CCS) Committee on 11 February 2026. Quarter four update on the 2025-26 Action Plan will be presented to CCS Committee on 17 June 2026. The Sustainability team continue to work on the refresh of the Action Plan for 2026-27, which was presented to CCS Committee for approval on 29 April 2026. Green Page 12 29
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The report was presented at the Climate Change and Sustainability Committee on 12 November 2025 for approval, before being submitted to the Scottish Government by the 30 November deadline. Complete Deliver road and transportation infrastructure improvements to support new developments, including those undertaken as part of the City Deal Progress the Stewartfield Way Sustainable Transport Capacity Enhancements Project in line with the agreed programme Project is progressing with early contractor involvement (ECI) and contract preparation, tender and award, detailed design, various assessments / investigations all underway. During 2027, we expect to complete detailed design, prepare main construction contract tender and award, complete Full Business Case (FBC). Works expected to commence in Spring 2028 progressing through to late Summer 2029. Green Launch and promote the Local Transport Strategy for South Lanarkshire Launch and promote the new Local Transport Strategy to Elected Members, partners and stakeholders by the end of 2025 The draft Local Transport Strategy (LTS) 2026-2036 was subject to a four week consultation period in November/December 2025 and was approved at Community and Enterprise Committee in March 2026. The final document is now being produced ready for publication on the Council website. Green Encourage greater use of public transport by working with partners to improve public transport Deliver prioritised improvements to bus and rail infrastructure in line with available external funding for 2025-26 Lanark Interchange - A tender for the construction of a new bus station area was issued in September 2025. A contractor has been appointed and the project is progressing well, with completion expected by Q2 2026/27. Green Page 13 30
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Offsite works including new pedestrian facilities on Eaglesham Road/Strathnairn/St James Centre and new traffic signal-controlled junction at Redwood Drive/Eaglesham Road and Greenhills Road also complete with ongoing monitoring. Complete Ensure national planning policy set out in National Planning Framework 4 in relation to climate change, biodiversity and sustainable travel is embedded in decision making process for planning applications and the preparation of the South Lanarkshire Local Development Plan 3 Gather and assess data on these topics for inclusion in the Evidence Report for LDP3 and to aid decision making. The Evidence report to be presented to Full Council by September 2025 The Evidence Report was presented to Executive Committee in November 2025 and Full Council in December 2025, as required by the Regulations. The Report was submitted to Scottish Ministers in December 2025. Complete Preparation of South Lanarkshire Local Development Plan 3 (LDP3) Start work on the proposed plan, anticipated adoption in late 2027, prepare the first phase Evidence Report and submit to Scottish Ministers for Gatecheck by September 2025 and continued engagement and consultation in accordance with the Participation Statement in the Council's approved Development Plan Scheme Adoption of the Local Development Plan 3 (LDP3) is expected to take place in quarter three 2028. The Evidence Report was presented to the Executive Committee in November 2025, and Full Council December 2025, as required by the Regulations. The Report was submitted to Scottish Ministers December 2025. Amber Page 14 31
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IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures IMPROVe - SLC Performance Management System Report printed on Thursday 2 July 2026 Council Plan actions and measures Children and Young People Action Measures Comments/ Progress Status Focus on supporting young people to overcome any disadvantage and take forward our targets for excellence and equity. Locally identified stretch aims including Equity targets focussed on the gap between learners in SIMD quintile 1 and SIMD quintile 5 have been set, and we will report on progress to the Education Resources Committee. Targets agreed and set. Incorporated within Education Resource Plan 2025-25. Green Sustain early years uptake for vulnerable two-year-olds to provide early access to quality ELC whilst providing families with flexible free early learning and childcare to support return to work Continue to engage with a range of partners to increase uptake of eligible 2-year-old places, and report on progress to Education Resources Committee. The Early Learning and Childcare service continue to meet with Health Visitors, Educational Psychologists, Social Work colleagues and a range of professional agencies that support families to promote the availability of 1140 hours free funded ELC for eligible children aged 2-3. Three times per year we contact all families who are in receipt of qualifying benefits, to advise them of their entitlement to 1140 free funded hours, explaining how they can access this across South Lanarkshire. Our admission process also advises parents in low-income households how they can claim exemption to nursery fees meaning they too can access 1140 free funded ELC. We continue to deliver high quality and flexible provision that supports families to take part in training or seek employment. Our ongoing admission processes means that as soon as a child transitions from the 2-3 age group to the 3-5 age group, we allocate the vacant place to another 2 year old child within South Lanarkshire Council making their funding available from the Monday following their birthday rather than the term after their birthday allowing the earliest intervention to take place for our children. 44.8% of all children (1347) aged 2-3 years accessing 1140 hours of funded ELC, meet the eligibility criteria. This equates to a 15.3% increase of children taking up their Complete Page 16 33
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Housing and Land Action Measures Comments/ Progress Status Work with Gypsy/Traveller residents to develop and implement a programme of site improvement Continue to deliver co-produced Site Masterplans at both sites, reflecting council and resident priorities (RP) Work ongoing to deliver the Gypsy / Traveller Site Masterplans, with progress communicated through feedback from site managers, site meetings at Shawlands Crescent. A new schedule is in place to publish a newsletter for each site twice each year. Green Ensure that Sheltered housing services are compliant with Care Inspectorate Inspection standards Complete Quality assurance checks to monitor and ensure compliance with care inspectorate standards (RP) Quality Assurance continues to demonstrate high levels of compliance. Green Work with partners to bring Long Term empty homes into use 20 empty homes to be brought back into use by March 2027 (RP) A total of 66 empty homes were brought back into use between April 2025 and March 2026. This includes 35 from the caseload managed by the Empty Homes Officer, which is an increase of 7 compared to 2024/25. Additionally, the council acquired 31 properties through the market purchase scheme that had been empty for 6 months or more. Complete Page 17 34
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The findings/recommendations from the TSF were presented to the Council on 24 March 2026. The report from the second exercise will be completed in May 2026. Green levels of key service areas Customer Engagement Programme agreed with tenant representatives by June 2026 (RP) The annual Customer Engagement Programme was agreed with members of the TPCG in August 2025 and includes involvement in: Delivery of the scrutiny programme, rent setting, review of the allocations policy and planning the delivery of the Customer Voices Conference. The next annual programme will be agreed with the TPCG in July 2026. Complete Delivery of the Rural Action Plan maximising existing and future funding through Community Led Local Development and Renewable Energy Fund Deliver the Rural Action Plan and report on progress to the Rural Task Force in February 2026 A report on progress with the Rural Action Plan was taken to the January 2026 Rural Task Force meeting. It was agreed this should be reported annually after the financial year end, with the next report due April 2027. The report highlighted grant awards made and progress towards strategic targets. Complete Increase the number of new affordable homes Total new/additional affordable homes delivered per SHIP and reported to Housing and Technical Resources Committee (RP) 243 additional homes were delivered during 2025/26 and comprised of 107 new build units and 136 acquired through market purchase scheme. Green Page 18 35
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Demolition contractor, David Morton (Larbert Ltd), has been appointed and on site since 19 January 2026, commencing soft strip and disconnections in preparation for the full demolition. Enabling works commenced with new access routes fully in place, design drawings for Contractors Design Portion (CDP) items completed to reinstate the staircase to allow full access to the shopping centre. Planning Permission in Principle (PPIP) was approved in March 2026. Detailed design of Civic Heart element including a new Town Hall is progressing and a two-stage design and build procurement route is being taken forward. The residential layout and massing is in the final stages and preferred procurement route being finalised. The overall programme is still on track to be complete by the agreed timescale. Green Implement the delivery of the approved Hamilton Town Centre masterplan and deliver initial actions to enable the delivery of key projects Deliver the agreed projects schedule to secure effective delivery of the key components of the masterplan to help secure change within agreed timescales Following approval of £8m funding from the Council budget, a report was presented to Community and Enterprise Resources Committee in August 2025 providing an update on progress with the Hamilton Masterplan and outlining the priorities. Recent key milestones include: Project Managers have been appointed for delivery of the Hamilton Masterplan via HubSW and other disciplines including Civil Engineers, Mechanical and Electrical Consultants, Property Agents are currently being appointed. Former Bairds Department Store returned to Council ownership in March 2026. Green Page 20 37
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Clydesdale Way - Detailed design is in progress, building on the concept design work previously undertaken. Stakeholder engagement sessions took place in October 2025, Landowner engagement is ongoing. Final routes will be determined by cost, feasibility and landowner consent. Works will be split into separate works packages to be delivered by March 2028. Shawfield: Clyde Gateway have extended the spend deadline to 31 March 2027 in line with UK Government guidance on flexibility. Innovation Shawfield, industrial units on Southcroft Road are complete, and the current anticipated completion date for all three LUF funded Shawfield projects is late 2026. The Council has released £5,369,204 to date, covering expenditure to the end of quarter one 2026-27. UKG have released updated and streamlined reporting guidelines and the new claims portal is anticipated to go live 13 April 2026. Green Prioritise business development advice, support and financial assistance to ensure businesses are able to continue to operate, whilst creating the right conditions for low carbon economic growth Work with Business Gateway (BG) to deliver on the revised Business Gateway delivery targets providing an annual progress report to Community and Enterprise Committee The report was presented to Community and Enterprise Resources Committee in October 2025 and in March 2026. These figures demonstrate a significant upturn in performance in quarter four, but also shows that the targets have not been met. The latest figures highlight the ongoing uncertainty facing Scotland’s SME base, with confidence remaining fragile and growth continuing to weaken. A combination of structural pressures and wider economic headwinds is constraining performance across the sector. Key contributing factors include: - Rising input, energy, and operational costs Amber Page 23 40
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In addition to this, we will be offering in 2026-27 a more generous suite of business support grants that will increase referrals to the Business Gateway. Deliver effective Employability Services to support individuals and business Monitor and adjust the delivery plan agreed via the South Lanarkshire Local Employability Partnership (SLLEP) and Community Planning Partners The Local Employability Partnership meets on a regular basis to review progress against the Annual Investment Plan, ensuring that priorities remain aligned with local needs. These meetings also provide an opportunity for partners to share updates on programme delivery, discuss any challenges or emerging issues, and monitor the status of current funding streams. This collaborative approach helps maintain effective coordination across services and supports continuous improvement in employability provision. Green Page 24 41
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Appendix 2 Connect: Quarter 2 to Quarter 4 2025-2026 - scrutiny of change in measure status Measure Q2 Status Q4 Status Q4 Comments Performance has improved from Q2 to Q4 Number of participants supported via council- operated employability programmes Amber Green The target has been met and reflects ongoing high demand for employability support. Number of participants gaining sustainable employment Amber Green This target has been met, significant work has been undertaken with local employers to progress employability participants into sustainable employment. Ensure national planning policy set out in National Planning Framework 4 in relation to climate change, biodiversity and sustainable travel is embedded in decision making process for planning applications and the preparation of the South Lanarkshire Local Development Plan 3 (CER) Amber Blue The Evidence Report was presented to Executive Committee in November 2025 and Full Council in December 2025, as required by the Regulations. The Report was submitted to Scottish Ministers in December 2025. Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of the South Lanarkshire Economic Strategy (2022-2027) Amber Green Work on an updated Economic Strategy is underway and a suitable committee to report to will be identified as work continues. Performance has declined from Q2 to Q4 Percentage of U class roads that should be considered for maintenance treatment – Roads Condition Index (CER) Report Later Amber This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The target of 32.4% for 2024-26 is based on the results for the period 2023-25. The actual figure for 2024-26 of 32.9% indicates a slight regression of 0.5% in our Unclassified road network, based on the current survey results and sections of roads surveyed. 3 43
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Measure Q2 Status Q4 Status Q4 Comments Percentage of total household waste that is recycled in the calendar year 2026 (CER) Amber Red This measure is reported per calendar year, so the figure shown (40.63%) relates to the period January to December 2025. The recycling rate is lower than that reported for the same period in 2024 (41.83%). Chargeable garden waste permits were introduced in April 2025 and one of the known risks associated with the scheme was reduction in the amount of organic waste collected for recycling (composting). However, the garden waste permit scheme is just one factor affecting the recycling rate. In June 2025, issues with the council's bulky waste treatment contractor meant that waste that had been previously recycled needed to be sent to landfill until a new contract was awarded. The new contract commenced on 1 October 2025 and the service continues to monitor the contract performance and its impact on waste statistics. Customer Service Centre - average queue time (in seconds) (FCR) Amber Red Performance has been impacted by a range of factors. High staff turnover, training commitments, absences, the implementation of new systems, manual recording of information, and an increase in calls following the garden waste permit renewal, annual council tax billing and DHP renewals has resulted in performance being 4% below the target of 90%. Customer Services continues to work with Personnel Services regarding recruitment and in the management of absences. We continue to liaise with Resources on training and support on new systems and processes. Turnover has stabilised, absence levels have reduced, and more staff are in post. Within the customer contact centre we have been trialling an increase in the queue lengths which has resulted in longer waiting times. Work with Business Gateway (BG) to deliver on the revised Business Gateway delivery targets providing an annual progress report to Community and Enterprise Committee in August 2025 Green Amber The report was presented to Community and Enterprise Resources Committee in October 2025 and in March 2026. These figures demonstrate a significant upturn in performance in quarter four, but also shows that the targets have not been met. The latest figures highlight the ongoing uncertainty facing Scotland’s SME base, with confidence remaining fragile and growth continuing to weaken. A combination of structural pressures and wider economic headwinds is constraining performance across the sector. Key contributing factors include: -Rising input, energy, and operational costs 44
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Measure Q2 Status Q4 Status Q4 Comments - Weak consumer demand and slowing economic momentum - Global instability and international trade disruptions - Inflation driven wage and cost pressures - Persistent supply chain challenges and ongoing post Brexit adjustments. We continue to embed the services of the Business Gateway into the business facing services that South Lanarkshire deliver, for example Planning, and Environmental Health. In addition to this, in 2026-27 we will be offering a more generous suite of business support grants that will increase referrals to the Business Gateway. Percentage gap between pupils from the least and most deprived areas entering positive destinations Report later Amber The gap between pupils from the most and least deprived areas entering positive destinations has increased from the previous year to 3.7 percentage points but remains lower than the national gap of 4.8. 45
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 Communities and Environment 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&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 3 47
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 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 services and equipment). Customers have consistently rated our leisure services highly for several years. 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. 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. 48
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 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 (unclassified) roads that should be considered for maintenance treatment 31.60% 32.60% 32.40% 36.00% Unclassified roads make up a sizeable proportion of the road 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. 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. 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 49
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 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. CLIM02 CO2 Emissions area wide: emissions within scope of Local Authority (LA) per Capita 3.26 3.04 ------ ------ Data not yet available Education and Learning 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. 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. 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. CHN19b School attendance rate - looked after children 83.20% 84.40% ------ ------ Data not yet available Health and Wellbeing SW01 Home Care costs per £31.52 £38.47 £35.48 £32.54 In 2024–25, the hourly cost of providing care at home to 50
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 hour for people aged 65 or over 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. 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. 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 51
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 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 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. SW08 Number of days people spend in hospital when they are ready to be discharged, per 1,000 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 52
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 population (75+) 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. Children and Young People 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 CHN17 % of children meeting developmental milestones 81.90% 82.70% ------ ------ Data not yet available CHN23 % Looked After Children (LAC) with more than 1 placement in the last year (Aug-July) 13.90% 15.10% ------ ------ Data not yet available 53
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 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 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 lower than the ECPC/ CPAG 2024 data used to report for this measure back 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. Housing and Land 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. 54
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 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. 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. 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. Our Economy 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. 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 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 55
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Local Government Benchmarking Framework Results Connect Outcome South Lanarkshire Council LGBF Results 2024/25 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 superfast broadband 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. 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. 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. 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. 56
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 11 August 2026 Report by: Chief Executive Subject: Self-Assessment and Improvement Activity Programme 1. Purpose of Report 1.1. The purpose of the report is to:- advise of a horizon-scanning self-assessment exercise carried out by Resources annually to identify areas which might require improvement actions in the coming year 2. Recommendations 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. As reported to the Forum on 24 February 2026, the Council is expecting a Best Value audit later this year. As part of the preparations for this, the Council is reviewing its approach to self-assessment and improvement to gain an overview of activity in this area. 3.2. This report summarises the background to and development of a self-assessment horizon scanning exercise which is conducted annually by Resources. At present, this exercise feeds into the annual Resource Plans and provides an assurance that key topics have been considered consistently and systematically across the Council. 3.3. As noted at 5.4 below, self-assessment is an integral aspect of numerous governance and reporting activities throughout the year. By reviewing how self- assessment is implemented across the Council, the aim is to assess if there are any gaps in coverage and to ensure self-evaluation is used to drive improvement activity through a systematic and consistent approach. 3.4. The Council is engaging with the Improvement Service to undertake a corporate self- evaluation later in the year. The review of self-assessment and improvement activity will feed into this exercise and inform the Council’s approach to self-assessment going forward. 4. The Council’s Approach to Self-Assessment 4.1. Self-assessment and the improvements arising from self-assessment are key elements of Best Value. To embed self-assessment across the Council, South Lanarkshire developed a self-assessment programme, called Empower, which was launched in 2008/2009. 4 57
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4.2. The Empower approach was based on the Public Service Improvement Framework (PSIF) which has been developed and promoted by the Improvement Service. In the first round of assessments, all services within the Council were reviewed within a 4- year rolling programme. 4.3. The Empower programme was delivered intensively through a further two 4-year phases, focusing increasingly on areas of service delivery which were not otherwise inspected or subject to external assessment. In line with the approach taken by external scrutiny agencies, self-assessments moved towards a risk-based and proportionate model, directing attention to those services most in need of review based on performance, risks, and operational challenges. 4.4. Throughout this period, the self-assessment and improvement programme was reported annually to Executive Committee (2008 to 2016) and to this Forum (from 2016). 4.5. In 2020, to make best use of resources and in recognition of the scale of change facing the Council, self-assessment and improvement activity was aligned with the Covid 19 response and recovery and service reviews, rather than continue as a stand-alone programme. This change was endorsed by the Forum on 29 September 2020. 4.6. Although no longer reported to the Forum, the horizon-scanning exercise which formed the basis of the self-assessment has continued. It informs the annual Resource planning process and provides assurance that significant developments are taken into account in service and Resource planning. 4.7. Section 5 below explains how the horizon-scanning exercise works, alongside a range of other self-assessment and assurance mechanisms undertaken by the Council. 5. Self-Assessment Process 5.1. The horizon-scanning exercise is carried out annually by each Resource to flag potential areas/services that may benefit from self-assessment activity. Various sources of information are considered, including data and documents used by scrutiny agencies. 5.2. The horizon-scanning exercise is guided by a checklist and pro-forma which requires Resources to consider key topics which may signal a need to undertake improvement planning. These topics range from performance measures to the outputs from surveys. Table 1 below lists the key topics and what they cover. Topic/horizon-scanning area To be considered Local Government Benchmarking Framework (LGBF) – latest results LGBF results where performance is worse than the Scottish average are identified as possible areas for improvement. These are the latest results and comments/narrative as supplied by Services/ Resources and included in the LGBF report. Benchmarking Active participation in benchmarking clubs or organisations with a view to compare performance and discuss issues. These will be over and above the benchmarking events organised by the Improvement Service and will 58
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often be under the auspices of professional associations relevant to specific services. Quarter 4 Progress Report – RED measures All red measures from the previous financial year are considered. Is any further work required to improve results? Areas for Improvement A range of sources is reviewed to identify potential areas for improvement, including Council/Community Plan, Resource Plans, Resource Management Team (RMT)/Corporate Management Team (CMT) discussions, Governance groups, Improvement groups. Service/Efficiency Reviews and/or Transformational change Consider any planned reviews for next year including cross-service reviews. Self- assessment activities may assist in identifying areas of strength/weakness prior to a review or form part of the planned activity. Strategies/Plans/ Policies/Programmes Consider plans and strategies which are due for refresh or review, policies and programmes which are new or changing. Self-assessment activities may assist in preparatory work by identifying strength/weaknesses, consultations required etc. Statutory requirements New or revised legislation which will have an impact on service delivery – self-assessment may be valuable in understanding how services can best respond to new or changing demands. Internal Audit Review implications of the internal audit plan. Consider self-assessment in advance of Internal Audit’s work to identify areas of strengths and possible weakness. Consultations/surveys Source: Council/community Plan, Resource Plans, RMT/CMT/Committee Consultations - South Lanarkshire Council. Complaints Source: annual overview report to Executive Committee and an annual summary is available on the website - Complaints performance. 5.3. The individual completed Resource pro-formas contain detailed updates across these topics and are available on request. Much of the information is reported to Elected Members already under existing governance arrangements (see 5.4 below). The horizon-scanning serves to bring the information together for Resources in a systematic and improvement-focused format. 5.4. The horizon-scanning exercise described here takes place alongside a range of other self-assessment and assurance activity, including:- Service reviews which evaluate performance and delivery and are reported to the Forum LGBF performance and action plan – reported twice a year to the Forum Audit action plan and audit actions – reported to Risk and Audit Scrutiny Committee Good governance statement and action plan – reported to Risk and Audit Scrutiny Committee 59
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Audit actions and recommendations arising from national reports – reported to Committees as appropriate Actions and improvement arising from external inspection or audit activity – reported to Committees as appropriate Service-specific improvement actions arising from external audit and inspection – reported to Committees as appropriate Engagement with improvement frameworks for specific services, such as How Good is Our School, Care Inspectorate Quality Frameworks, Scottish Housing Regulatory Framework, etc. 6. Next Steps 6.1. As noted in section 4 above, the Empower self-assessment programme evolved over several phases, continually updated to meet the needs of the Council and the changing scrutiny environment. In line with this approach, the horizon-scanning exercise will continue to be adapted to deliver benefits in the context of transformational change across the Council in the coming years. 6.2. The Council is engaging with the Improvement Service to undertake a corporate self- evaluation later in the year. This will use the PSIF approach to gain insight across a number of corporate Best Value themes. The results of this PSIF exercise will be reported to the Forum, along with recommendations for the Council’s approach to self-assessment going forward. 7. Employee Implications 7.1. Employee implications relate to the ongoing time commitment and learning and development as required. 8. Financial Implications 8.1. There are no financial implications. 9. Risk and Other Implications 9.1. The management of risk associated with the outcomes and actions referred to in respect of the self-assessments will be considered as part of each Resource’s risk management arrangements as appropriate. 9.2. There are no sustainability issues as a result of this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. Consultation has been undertaken with officers from the Corporate Improvement Advisory Board (CIAB) and Resource Senior Management Teams. Paul Manning Chief Executive 2 July 2026 60
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Performance and Review Scrutiny Forum 24 February 2026 – South Lanarkshire Council Best Value Audit Performance and Review Scrutiny Forum 29 September 2020 - Self-Assessment and Improvement Activity Annual Update 2019/2020 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) Email: tom.little@southlanarkshire.gov.uk Performance: performance@.southlanarkshire.gov.uk 61
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 11 August 2026 Report by: Chief Executive Subject: Annual Performance Spotlights 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Forum with the Annual Performance Spotlights (APSs) infographics for 2025/2026 [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [recs] (1) that the infographics content of the Annual Performance Spotlights is noted; and (2) that the Annual Performance Spotlights be uploaded onto the Council’s website in September 2026, well ahead of the statutory deadline of 31 March 2027. 3. Background 3.1. The Council’s first Annual Performance Report (APR) was prepared based on 2011/2012 information and represented part of the Council’s ongoing commitment to continuous improvement in respect of its approach to public performance reporting (PPR). 3.2. On 4 September 2018, the Forum considered a report which set out plans to review the APR component of the Council’s PPR approach, in light of the continuing evolution of the Accounts Commission’s expectations and taking into account feedback from Audit Scotland on the APR in particular. 3.3. A new approach was developed which replaced the APR document with Annual Performance Spotlights (APSs) – bite sized web content performance information comprising a case study, selection of infographics and links to other related material - one for each Connect objective plus the theme Delivering the Plan and achieving Best Value. 3.4. Following extensive consultation and engagement the new Council Plan, Connect 2022 to 2027 was approved by Council on 15 June 2022 and the overall structure is now based on six Outcomes and the Best Value theme. In line with this revised structure, an Annual Performance Spotlight is presented for each of the Council’s six Outcomes, comprising a case study, selection of infographics and links to other material. 5 63
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3.5. This report now provides the Forum with the opportunity to consider the draft infographics content of the APSs. 4. Current Position 4.1. The Improvement Unit has worked closely with services across the Council to bring together the content of the APSs. The focus, at all times, has been to ensure that the information included is of interest to the public, balanced and readily accessible. These are key requirements of PPR, as set out by the Accounts Commission. 4.2. The infographics for the APSs 2025/2026, as they will appear on the performance pages of the Council’s website, are attached as Appendix 1. Further explanatory narrative for those measures where targets were not met or where performance was not improving in 2025/2026 is attached as Appendix 2. 4.3. In line with the Council’s shift towards a digital first approach, the focus has been on providing performance information as content on the web. The performance pages of the Council’s website allow our customers, communities and residents to view the information electronically. In 2025/2026, the APS landing page on the website was visited 646 times – in addition, the individual APS pages amassed a total of 991 hits, giving a total of 1,637 hits. 4.4. The spotlights use infographics to visually present information about the Council’s performance. The infographics show performance against certain measures for each of the Council’s six strategic Outcomes. In response to points made by the Accounts Commission in the Best Value Assurance Report 2019 (BVAR) the following improvements were made: for each infographic, trend information is included with a clear indication whether or not performance has improved and if the target has been met a link has been added directly below the infographic on the website to supporting data or further reports or more detailed information 4.5. In order to gather feedback which will help us to continue to improve our PPR material, any messages received via the dedicated Performance and improvement email address are monitored. 4.6. To complement the APSs, we will continue to prepare the suite of PPRs which focus on key areas of Council business. Each report includes a clear presentation of data; targets and narrative to introduce and explain the performance indicators and results; comparisons, customer feedback, satisfaction statistics and links or signposts to further relevant information. These reports were praised by Audit Scotland in their PPR assessment in 2015 and by the public in our web testing exercise. Since they were first uploaded (at the end of March 2015), they have attracted thousands of visitors to the performance pages of the website indicating that there is an audience for the performance information, and that the web pages provide us with a platform on which to report and highlight our performance to the public. 4.7. The 2025/2026 Local Government Benchmarking Framework (LGBF) indicator results are not due to be published by the Local Government Improvement Service until January 2027, at the earliest. These will be included in our PPR material which is to be completed by the statutory deadline of 31 March 2027, allowing us time to analyse the results. 64
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5. Public Performance Reporting Assessment 5.1. The Accounts Commission (the Commission) has a statutory responsibility to define the performance information that councils must publish for performance comparisons and benchmarking purposes. This is closely linked with the Commission’s Best Value audit responsibilities. 5.2. Since 2008, the Commission has taken steps to develop a more flexible approach to its statutory responsibility to define the performance information that councils must publish. 5.3. The 2015 Direction set out a streamlined and more flexible set of performance information for the 2016/2017 financial year and each year through to the financial year ending March 2019. The Accounts Commission published their most recent refresh of the Direction in December 2024 (for reporting the results for financial years 2025/2026 to 2027/2028). The additional requirements and implications will be taken into account in the Council’s PPR material. 5.4. As noted at 3.2 and 3.3. above, the APSs and the Council’s approach to PPR generally continues to evolve in response to user feedback and changing legislative requirements and guidance. It is intended that the format of the APSs will continue to be reviewed to ensure the documents keep pace with public expectations and also with Audit Scotland’s requirements in respect of PPR, continuous improvement and Best Value. The APSs will continue to be complemented by a full suite of performance information on the Council’s website. 6. Next Steps 6.1. The Forum is asked to note the APSs 2025/2026 infographics content for the Council’s website. 6.2. Looking forward, Council officers will continue to review the presentation of the APSs, and PPR generally, to take account of changes arising. 7. Employee Implications 7.1. There are no employee implications relating to this report. 8. Financial Implications 8.1. There are no financial implications relating to this report. 9. Climate Change, Sustainability and Environmental Implications 9.1 There are no Climate Change, Sustainability and Environmental Implications relating to this report. 9.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. 10. Risk and Other Implications 10.1. The work undertaken in the preparation of the APSs assists in providing assurance that the Council is responding to its Best Value obligations in terms of continuous improvement and public performance reporting. 65
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11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 2 July 2026 Link to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Accountable, effective, efficient and transparent Previous References Performance and Review Scrutiny Forum (4 September 2018) – Review of the Annual Performance Report Performance and Review Scrutiny Forum (19 August 2025) - Annual Performance Spotlights 2024/2025 South Lanarkshire Council (15 June 2022) - The Council Plan Connect 2022 to 2027 and the South Lanarkshire Community Plan 2022 to 2032 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 66
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Produced by Communications and Strategy. 070149/Jun26 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Children being looked after in a community setting Target met ✔ Performance maintained Target: more than 90% 2024-25 90% 2025-26 90% Children and young people Latest results Council Plan 2022 2027 Pupils entering positive destinations Target met ✘ Performance improving ✔ Target: 97.0% 2024-25 96.4% 2025-26 96.6% Note: 2025-26 education results are for academic year 2024-25. The number of learners achieving nationally recognised awards Target met ✔ Performance improving ✔ Target: 1,298 2024-25 1,286 2025-26 1,365 Target met ✘ Performance improving ✘ Percentage gap between pupils from the least and most deprived areas entering positive destinations Target: 3.0% 2025-26 3.7% 2024-25 3.2% UNSECURED FOR COMMITTEE ONLY 5 67
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Produced by Communications and Strategy. 070149/Jun26 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Note: 2025-26 education results are for academic year 2024-25. Education and learning Percentage of pupils gaining 5 or more awards at SCQF level 5 or better Target met ✔ Performance improving ✔ Target: 69% 2024-25 70% 2025-26 71% Target: 94.6% Target: 93.0% Target met ✘ Performance improving ✘ Percentage of pupils from the most deprived areas gaining 5 or more awards at SCQF level 5 or better Target met ✔ Performance improving ✔ Target: 53% 2024-25 49% 2025-26 57% Percentage of children and young people attending primary school Percentage of children and young people attending secondary school Target met ✘ Performance improving ✘ 2024-25 88.3% 2025-26 87.9% 2024-25 93.8% 2025-26 93.7% Primary School Latest results Council Plan 2022 2027 UNSECURED FOR COMMITTEE ONLY 68
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Produced by Communications and Strategy. 070149/Jun26 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Our economy Target met ✔ Performance improving ✘ Number of participants supported via council-operated employability programmes Target: 2,400 2024-25 3,059 2025-26 2,415 , 2024-25 804 2025-26 801 Number of participants accessing further education or training Target met ✔ Performance improving ✘ Target: 600 External funding secured for council and community planning partners’ strategic community projects (dependent on Government funding) Target met ✔ Performance improving ✔ Target: £5.000m 2024-25 £7.124m 2025-26 £7.615m £ ? Number of participants gaining sustainable employment Target met ✔ Performance improving ✔ 2024-25 725 2025-26 745 Target: 700 Latest results Council Plan 2022 2027 UNSECURED FOR COMMITTEE ONLY 69
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Produced by Communications and Strategy. 070149/Jun26 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Communities and environment Target met ✔ Performance improving ✔ Percentage of household waste sent to landfill Target: 5.00% 2024-25 1.32% 2025-26 1.17% Percentage of our road network that should be considered for maintenance treatment (Road Condition Index) Target: 32.5% 32.5% 2024-25 31.8% 2025-26 Target met ✔ Performance improving ✔ Target met ✔ Performance improving ✔ Percentage of streets found to be acceptable during Litter Monitoring System (LMS) Surveys Target: 92.0% 2024-25 92.6% 2025-26 93.9% Target met ✘ Performance improving ✘ Percentage of total household waste that is recycled Target: 50.00% 2025-26 40.63% 2024-25 41.80% Latest results Council Plan 2022 2027 UNSECURED FOR COMMITTEE ONLY 70
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Produced by Communications and Strategy. 070149/Jun26 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Local authority and private Welfare guardianship visits completed on time Target met ✔ Performance improving ✘ Target: 75% 8484%%8888%% 2024-25 2025-26 Percentage of internal care services graded ‘good’ or better in Care Inspectorate inspections Health and Wellbeing Target met ✔ Performance improving ✔Target met ✔ Performance improving ✔ Percentage of care at home hours reduced through Home Assessment team 2024-25 30% 2025-26 36% Target: 30% Target: 3,000 3,752 4,1042024-25 2025-26 Number of people participating in a co-produced SDS Assessment to exercise choice and control over their care 2025-26 100% Target: 75% Target met ✔ Performance maintained 2024-25 100% Latest results Council Plan 2022 2027 UNSECURED FOR COMMITTEE ONLY 71
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Produced by Communications and Strategy. 070149/Jun26 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk/connect Housing and land Target met ✔ Performance maintained ✔ Percentage of Housing Options interventions where Homelessness prevented Target: 70.0% Percentage of lets to urgent homeless (UH) households Target met ✔ Performance improving ✘ Target: 55.0% 2024-25 62.5% 2025-26 59.9% Percentage of new tenancies sustained for more than a year for all lets Target met ✔ Performance improving ✘ Target: 88.0% 2024-25 91.9% 2025-26 91.6% Average time taken to relet empty properties Target met ✔ Performance improving ✔ Target: 28.0 days 2024-25 19.3 days 2025-26 18.1 days 2024-25 60.0% 2025-26 75.9% Latest results Council Plan 2022 2027 UNSECURED FOR COMMITTEE ONLY 72
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Appendix 2 Explanatory narrative for those measures where targets were not met or where performance was not improving in 2025-2026 Outcomes: Measure Target Perf Explanations/narrative Education and learning Percentage of children and young people attending primary school X (not met) X (not improving) While the current year position has not yet met the stretch target, primary school attendance remains above the level achieved in earlier years and shows a generally improving trend over the three-year period. The target was set as an ambitious stretch aim to drive sustained improvement and reduce inequalities, rather than represent a minimum expectation. Ongoing focus on attendance, wellbeing and early intervention continues to support positive underlying progress. The council-wide ‘Every School Day Matters’ attendance campaign has since been launched to promote the importance of regular attendance. Percentage of children and young people attending secondary school X (not met) X (not improving) Secondary school attendance continues to improve compared with previous years and remains stable in a challenging national context, although the stretch target has not yet been achieved. As with other wellbeing measures, the target was deliberately ambitious to promote continuous improvement. Targeted actions to support engagement, wellbeing and sustained attendance are contributing to positive longer-term progress. The council-wide ‘Every School Day Matters’ attendance campaign has since been launched to promote the importance of regular attendance. Children and young people Pupils entering positive destinations X (not met) Performance improving The most recent School Leaver Destination Report (SLDR) showed an increase in the number of pupils who left school in academic year 2024-25 entered a positive destination. Although the ambitious target was not met, this remains an improvement from the previous year and above the national rate. Percentage gap between pupils from the least and most deprived areas entering positive destinations X (not met) X (not improving) The gap between most and least deprived has increased slightly but remains lower than the national gap. Our economy Number of participants accessing further education or training (met) X (not improving) The number of participants accessing further education or training in 2025-26 (801) is very slightly below the 2024-25 figure (804), but still significantly exceeds the annual target of 600 participants. Number of participants supported via council- operated employability programmes (met) X (not improving) The target (2,400) for the number of participants supported via council-operated employability programmes has been met. While there continues to be strong demand for employability support, the overall figure in 2025-26 (2,415) is lower than in 2024-25 (3,059). This reflects a targeted shift in focus in 2025-26 towards supporting more parents and individuals who face more complex or significant barriers to employment and who therefore require 5 73
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Outcomes: Measure Target Perf Explanations/narrative earlier engagement. This means more intensive support prior to entry onto employability programmes, thereby impacting final numbers actually registered onto the programmes. Communities and environment Percentage of total household waste that is recycled X (not met) X (not improving) This measure is reported per calendar year, so the figure shown (40.63%) relates to the period January to December 2025. The recycling rate is lower than that reported for the same period in 2024 (41.83%). Chargeable garden waste permits were introduced in April 2025 and one of the known risks associated with the scheme was reduction in the amount of organic waste collected for recycling (composting). However, the garden waste permit scheme is just one factor affecting the recycling rate. In June 2025, issues with the council's bulky waste treatment contractor meant that waste that had been previously recycled needed to be sent to landfill until a new contract was awarded. The new contract commenced on 1 October 2025 and the service continues to monitor the contract performance and its impact on waste statistics. Health and wellbeing Local authority and private Welfare guardianship visits completed on time (met) X (not improving) Whilst there has been a slight year-on-year decrease, performance remains above the revised target. At the same time, demand for Welfare Guardianship Orders increased by 14% over the period 2021-22 to 2025-26. From reporting year 2024-25, the internal target was revised and reduced from 90% to 75% to ensure that it aligns with comparable statutory social work indicators and remains achievable within current service capacity. From July 2024, the frequency of Supervising Officer visits was revised in line with Scottish Government guidance, including the removal of the additional six- monthly visit, ensuring a proportionate and nationally consistent approach to visit intervals. Housing and Land % of lets to urgent homeless (UH) households (met) X (not improving) Although target was exceeded, the proportion of permanent lets directed towards homeless households reduced by 2.6%. This reflects the pattern of properties which became available and the requirement to meet the needs of other high priority groups. % of new tenancies sustained for more than a year for all lets (met) X (not improving) Although target exceeded, performance reduced by 0.3% in 2025-26. This indicator continues to be management focus and is reported to the Scottish Housing Regulator on an annual basis. 74
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 11 August 2026 Report by: Chief Executive Subject: Accounts Commission Audit of Best Value – Angus 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. Angus Council (published 4 June 2026) 4.1. Angus Council receives a favourable report, with auditors commending the council’s strong leadership, clear priorities and culture of continuous improvement. There is also praise for constructive working relationships and commitment to community engagement. The council’s approach to balancing budgets, however, is not seen as sustainable in the longer term and auditors note that performance across the council is mixed. The Commission findings are: 6 75
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The council is well run, with strong leadership, and a clear vision and priorities that are effectively communicated to communities across Angus. A culture of continuous improvement is evident. Collaboration is a notable strength, both internally and with partners, with examples such as Tayside Contracts (with Dundee City and Perth and Kinross councils) demonstrating effective and enduring joint working. We are impressed by the level of partner involvement with the council’s Change Programme and jointly funded work focused on prevention. Maintaining this collaborative approach will be essential to sustain service delivery, address ongoing financial challenges, and deliver for communities. Performance across council services is mixed. However, the introduction of a new Performance Management Framework aligned with council priorities is positive. As the framework becomes embedded, we would encourage the council to scrutinise whether performance in priority areas is improving, including relative to other councils. This should enable clearer demonstration of the impact of decision making and targeted investment. Positive and constructive working relationships between officers and elected members are evident, reflecting a shared sense of responsibility and a willingness to take difficult decisions. Sustaining these relationships will be particularly important in the context of the 2027 local government elections, given the ongoing need to address the budget gap and reduce reliance on reserves. Although the council’s use of reserves is well-managed and aligned with its policy, the approach taken to balance budgets up to 2025/26 is not sustainable in the longer term. Continued action is required to deliver sustainable solutions, including further recurring savings, more ambitious transformation through its well-established Change Programme, and building on its already strong ethos of partnership working. The council is demonstrating a real commitment to community engagement, notably through the Engage Angus tool, which is used to test priorities, explore budget scenarios and support members to take difficult and sometimes unpopular decisions about services. It is particularly encouraging that the council has extended the tool’s reach as part of annual budget engagement, enabling people who are often underrepresented to participate and have their voices heard. Communicating with communities will be especially important to ensure that they are clear about the impact of future savings and changes to services. We are encouraged that the council recognises the importance of data in supporting strategic decision-making and we look forward to the outcome of its skills audit in this area. As data and digital capabilities become increasingly critical to service delivery and to achieving financial and non-financial benefits from the Change Programme, we also look forward to the auditor’s assessment of the formalisation of the assurance process in relation to third-party hosted IT systems, particularly in light of increasing cyber risks for all councils. 5. Next Steps and Recommendations 5.1. Officers of the Council will continue to review the CoA reports as they are published to learn any lessons for the Council. Reports on any significant findings and key messages will be brought to the Forum for information. 6. Employee Implications 6.1. There are no direct employee implications. 7. Financial Implications 7.1. There are no direct financial implications. 76
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8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Risk and Other Implications 9.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is no requirement for consultation on the content of the report. Paul Manning Chief Executive 7 July 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 77
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 11 August 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Transformational Review Programme – Summary of Outcomes Report 2025/2026 and Future Pipeline 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide a summary of the outcomes from the Council’s Transformational Review Programme for the year 2025/2026, and the Future Pipeline of Transformation 2. Recommendation(s) 2.1. The Performance and Review Scrutiny Forum is asked to approve the following recommendation(s):- (1) that the summary of outcomes from the Council’s Transformational Review Programme (section 4 / Appendix 1), be noted; (2) that the transformation themes and pipeline of activity moving forward (section 5 / Appendix 2), be noted; (3) to note that the transformation programme will continue to be developed and refined in line with changes in legislation, demand, financial assumptions and operational challenges (section 5.3); and (4) that the approach to benefits realisation (section 6), the planned template for monitoring and reporting outcomes (Appendix 3) and the governance arrangements in place, be noted. 3. Background 3.1. South Lanarkshire Council continues to operate in a period of sustained change and increasing financial pressure, as demonstrated in the report ‘Revenue Budget Strategy 2027/2028’ to the Council’s Executive Committee on 24 June 2026. To continue delivering effective, high‑quality services for our residents, we must plan proactively for the future and adapt how we operate in the face of a range of challenges, including economic pressures, demographic change, increasing demand for services, legislative requirements and rapid technological development. 3.2. To address these factors and bridge the Budget Gap for 2027/2028 to 2028/2029 and beyond, the Council employs a continuous focus on transformation and improvement; our Transformational Change Programme is clearly linked to the Council Plan, financial plans and digital strategy and 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. 7 79
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3.3. The most recent update to this Forum on 12 May 2026 detailed the progress of Cross-Cutting reviews, as well as Resource specific transformational reviews, to identify savings in the year 2027/2028 and beyond. As this programme of change progresses, officers work continuously to identify and realise further areas of transformation and efficiency, and this report covers what we are currently doing, our continued plan for change, and how we will monitor and report this to this Forum moving forward. 3.4. This report brings together information presented to the Executive Committee on 24 June 2026 concerning previous/current transformation activity (section 4) alongside a forward‑looking programme of work (section 5). It sets out how the Council intends to respond to these challenges, balance future budgets and improve services over the coming years. 3.5. A key part of transforming (and any change) is to monitor the outcomes realised as part of the transformation. Section 6 details the benefits realisation approach we will adopt moving forward, while section 7 looks at the governance process in place to support this, including future reporting to this Forum. 4. How South Lanarkshire is Transforming 4.1. One of the key drivers for transformation is the need to balance the Council’s budget. As reported to the Executive Committee (2027/2028 and 2028/2029 Revenue Budget Strategy), the expected Budget Gap over the next two years is £26.500 million, before taking account of any increase in Council Tax. The transformation programme is expected to contribute towards closing the Budget Gap, and the programme identifies where savings may be achieved, with updates on reviews being reported on to this Forum for information as each area of work progresses. 4.2. However, finance is not the only reason to transform. South Lanarkshire Council is already delivering a number of transformation programmes that have the potential to significantly change how services are delivered and how the Council operates. These programmes span organisational redesign, the Council’s property estate, digital development, system modernisation and partnership working. 4.3. More recent initiatives include participation in the Marmot programme, the Third Sector Review, significant systems developments as well as the programme of service reviews contributing towards efficiency and savings targets. Together, these programmes demonstrate a sustained commitment to improvement and transformation across the organisation. 4.4. Appendix 1 shows the many areas of Transformation that have already taken place in recent years, and includes detail of the impact, both financial where relevant, and also the impact in terms of service outcomes. It shows the wide-ranging work carried out across the Council to meet the financial challenges we face, but also to change services for the better, to improve the customer experience, and importantly, to improve people’s lives across South Lanarkshire. 4.5. The programme of service reviews in Appendix 1 has delivered nearly £6 million in savings towards the 2025/2026 and 2026/2027 budget, with more anticipated in future years. These savings are being delivered through Council-wide and Resource- specific activities focused on ongoing efficiencies, maximising the use of resources, improving and adapting services and spend to save initiatives. 80
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4.6. As well as these efficiency reviews, Transformation activity has taken place through reviews across Resources, through the implementation of Large-Scale Systems Implementation, and through investment monies including the Transformation Fund for South Lanarkshire Leisure and Culture. These are detailed in Appendix 1. 5. Pipeline of Activity 5.1. As described above, the driver for our need to change is how we need to react to a changing local authority environment. This includes changing demand for services, as well as the need to continue to balance our budgets every year. 5.2. The planned programme of change is detailed in Appendix 2. This consolidates ongoing programmes with new and planned programmes of work. All of these have been combined into their relevant themes as detailed by 5.4. 5.3. The programme outlined represents a position at a point in time and looks ahead over the next 3 years. Given the changing environment, it is essential that this programme remains flexible and is subject to regular review. This programme is designed to be fluid and to be added to. Changes to the programme will reflect changes to legislation, demand or operational challenges, or may need to change to reflect changes in our financial strategy. 5.4. In doing this, the transformation programme looks to align with the ambition set out in the Council Plan and is structured around key themes which reflect the Council’s priorities and the scale of change required. These are: Ongoing efficiencies and spend‑to‑save. Aligns with Council Plan Priority “We will work to recover, progress and improve” and Council Plan Value “Accountable, effective, efficient and transparent”. Recognising the benefits of prevention. Aligns with Council Plan Priority “We will work to put people first and reduce inequality” and Council Plan Outcome “People live the healthiest lives possible”. Maximising the use of our resources, including buildings, workforce and technology. Aligns with Council Plan Priority “We will work to recover, progress and improve” Being an enterprising Council, including opportunities for income generation. Aligns with Council Plan Priority “We will work towards a sustainable future in sustainable places” and Council Plan Outcome “Thriving business, fair jobs and vibrant town centres”. 81
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Improving and adapting services to better meet the needs of people and communities in South Lanarkshire. Aligns with the Council Plan Vision “Improve the lives and prospects of everyone in South Lanarkshire”. 6. Benefits Realisation 6.1. It is important to understand what we expect to achieve through the programme of transformation. To support this, a benefits realisation approach has been developed which will set out at the outset what we expect to achieve from the programme of work. 6.2. Benefits may include cashable savings, productivity improvements and qualitative service improvements for customers and service users. The approach will also define how success is measured and reported, providing transparency and accountability for delivery. 6.3. Appendix 3 provides the planned template for monitoring outcomes from programmes. As they commence, we will record what we expect in the way of benefits (both quantitative and qualitative). We can then use that assessment to monitor and report on progress as the programme progress. 7. Governance 7.1. The Performance and Review Scrutiny Forum will continue to receive updates on the overall programme of transformation, recognising that Executive Committee and Individual Resource Committees will have a role to play in decision making where necessary. 7.2. Papers to the Performance and Review Scrutiny Forum will provide updates on a quarterly basis for the whole programme, including benefits realisation. 7.3. At an officer level, programmes will continue to be monitored by a programme of senior officer meetings, with Lead Officers at Head of Service Level, sponsored by Executive Director. The programme would be monitored through the provision of information on the benefits realisation template (Appendix 3). 8. Financial Implications 8.1. Section 4 of this report provides a reminder of the key financial challenges that the Council faces. The transformation programme is expected to contribute towards closing the Budget Gap. Section 4 / Appendix 1 of this report provides a summary of outcomes from the Council’s Transformational Review Programme to date, including savings achieved over the past 2 financial years. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications at this stage of the process. 10. Other Implications 10.1. There are no other implications at this stage of the process. 82
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11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required at this point. Jackie Taylor Executive Director (Finance and Corporate Resources) 7 July 2026 Link(s) to Council Values/Priorities/Outcomes All council objectives Previous References Performance and Review Scrutiny Forum of 12 May 2026 Executive Committee of 24 Jun2 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O'Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o'hagan@southlanarkshire.gov.uk 83
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Appendix 1 Transformation Programme – Benefits Realisation Achievements to date from current and ongoing reviews, including cashable and non-cash implications Programme Lead Resource Programme Summary Transformation Theme Benefits Realisation (including financial implications) 2025/2026 and 2026/2027 Approved Savings from Programme of Reviews Procurement Finance & Corporate Resources (FCR) Review and strengthening of corporate procurement arrangements to maximise compliance, improve value for money and identify savings opportunities, including collaborative procurement. Ongoing efficiencies and spend‑to‑save Cashable Savings £1.043 million of savings included in the 2026/2027 Budget Strategy, with a total of £1.984 million delivered since 2025/2026. Further savings are targeted for future years. Overtime FCR / All Resources Review of overtime usage, controls and workforce planning arrangements across services to better manage demand, reduce reliance on premium costs and to support the health and wellbeing of employees. Ongoing efficiencies and spend‑to‑save Cost avoidance / Cashable Savings £0.991 million of savings included in the 2026/2027 Budget Strategy, with a total of £1.355 million delivered since 2025/2026. Charging FCR / All Resources Review of fees and charges to ensure alignment with policy, affordability and cost recovery principles where appropriate. Enterprising Council Income generation £0.200 million of savings included in the 2026/2027 Budget Strategy, with a total of £0.575 million delivered since 2025/2026. 84
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Organisational and Management Structures FCR / All Resources A review of management and supervisory structures in order to align to the current Preferred Operating Model and generate organisational benefits of enhancing efficiency, consistency, and capacity across Council services, as well as identifying savings for 2026/2027 and 2027/2028. Ongoing efficiencies Cashable Savings £0.900 million of savings included in the 2026/2027 Budget Strategy, with a total of £1.900 million delivered since 2025/2026. Digital Transformation FCR Maximising digital, and investment in digital systems and process automation to streamline activity and ensure resources are suitably deployed to priority projects across three key areas of focus: Business Systems and Processes, Workforce Productivity and Customer Engagement. Maximising use of resources Productivity savings £0.030m saving secured for 2026/2027 through a website contract refresh making the website more user friendly and accessible. Further developments as well as financial savings are expected in future years. Customer Engagement FCR Improving how residents engage with Council services, including channel shift, improved access and customer experience. Improving and adapting services Qualitative benefits / Likely cashable savings £0.048 million of savings included in the 2026/2027 Budget Strategy The programme is defined by two workstreams covering: Continuous Improvement (new solutions to automate processes with improved workflow and getting it right first time for the customer) and Transformational Change (new technologies such as investment in a new Customer Experience Platform). 85
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Planning and Regulatory Community and Enterprise Resources (CER) The introduction of charges for a range of new discretionary advice and support services for Planning and Building Standards. Enterprising Council Cashable Savings £0.272 million of savings included in the 2026/2027 Budget Strategy. Pre-application advice services are tailored to reduce workload and make the formal planning process more timeous. South Lanarkshire Leisure and Culture (SLLC) CER / SLLC Aligning governance and ensuring ongoing discussions around financial sustainability to build a sustainable approach to how the Council and SLLC work together. Maximising use of resources Sustainability for SLLC / Savings for SLC Youth. Family and Community Learning (YFCL) Education Resources (EDR) The identification of service improvements and efficiencies while maintaining high standards of delivery and ensuring equitable access and outcomes for young people, adults, and families. Improving and adapting services £0.465 million of savings included in the 2026/2027 Budget Strategy. Consideration was given to the entire remit of services across South Lanarkshire. It highlighted areas of the service that could be better aligned to locality-based models and areas of the service that were operating with particular success. The review also identified a need to enhance the current locality-based models across all YFCL services, strengthening community- based provision. 86
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Other Resource Reviews In-House and Procured Services FCR / All Resources A robust examination of existing contracts and areas of high spend in order to ensure that Best Value is being delivered. This review assessed the Council’s statutory powers, current contract terms, considerations of cost, and factors within the Resource / Service itself such as capacity and capability, to ensure that the Council maximises its ability to deliver services in-house where appropriate. Maximising use of resources / Spend to save Cost avoidance A greater proportion of works being brough in-house, facilitated by staff recruitment. This has reduced the reliance on external delivery and allows greater control over programming, performance and workforce. The review also noted many areas of good practice where in-house provision is actively considered, as well as areas of collaborative working with external parties to deliver best value and mitigate areas of high risk. Shared Services FCR The Council engages with SOLACE and the Improvement Service across a number of workstreams as part of the national SOLACE/Improvement Service Transformation Programme. Workstreams cover public sector reform, opportunities for collective transformation, and building the capacity to lead and deliver the work. Improving and adapting services Cost avoidance / Cashable Savings / Income Generation as a result of shared (national) procurement practices, reduced duplication aided by the Duties and Powers Portal and the development of a sector-wide digital assets register. This work is ongoing. Third Sector Partnership FCR The development of The South Lanarkshire Third Sector Partnership Agreement, which set out better ways of working together, including a commitment by the Council to include the local third sector in strategic and service delivery discussions. This was co-produced with the local third sector, alongside a Third Sector Grants Policy that establishes clear and transparent processes for payments from the Council to the sector. Enterprising Council Enhanced partnership working between the Council and Third Sector and the creation of fair, open and transparent processes for accessing Council funding and increased stability within existing resources with £0.300 million permanent funding included in the 2026/2027 Budget. 87
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Fleet CER Progress has been made in returning the Council fleet to pre-COVID levels. Collaboration with the wider transformational review programme is ongoing to identify any fleet implications and savings as reviews are progressed. Work continues on a review of the Fleet Strategy, which will include a review of key strategic outcomes. Maximising use of resources / Spend to save Collaboration with Resources continues across the programme of reviews, with the potential to internalise areas of expenditure and increase alignment with Council priorities. Routes to Work South (RTWS) CER RTWS operates as an Arms-Length External Organisation, and, given the changes in employability policy and in the funding landscape over recent years, a review of the current delivery mechanism was undertaken. Maximising Use of Resources Cost avoidance / Sustainability for RTWS This review resulted in a reduction in duplication and costs, ensuring appropriate financial control by the Council while increasing the reach of parental employability support to communities across South Lanarkshire. Estates Strategy Housing and Technical Resources (HTR) Review and rationalisation of the Council estate to reduce / avoid cost, considering net zero challenges, improve utilisation and support new ways of working. The Council’s Estate Strategy supports future public service delivery, encourage collaboration with other public sector bodies, and guides decisions about investment, rationalisation, co- location, and asset disposal. Maximising use of resources Cashable savings in future years / Cost Avoidance The objective of the Strategy is to prioritise a high-quality, energy-efficient estate, focussing on maintaining the buildings we retain and making them fit for purpose. 88
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Factoring HTR A full review of the Council’s Factoring Service is ongoing. This service provides a repairs and maintenance service to owners of former Council Houses, with a view to delivering a high- quality effective service. Improving and adapting services The Review will inform the future direction of the Factoring Services, its function and service delivery model. The outcome will be reported to Committee in September. Property Services HTR The review considered the organisational structure and the span-of-control. Maximising use of resources / spend to save Reduced reliance on subcontractors through the expansion of in-house teams for electrical testing, kitchen upgrades and fencing works. Void performance has also improved, reducing rent free periods. Large-Scale Systems Developments Housing, Social Care and Oracle Fusion FCR / HTR / Social Work Resources (SWR) Modernisation of core systems to improve service delivery, data quality, integration and staff productivity. Maximising use of resources Productivity and service delivery benefits are anticipated from all new systems, as well as cashable savings from the implementation of Oracle Fusion. Liquidlogic and One Housing are newly implemented and any financial benefits are not yet realised. South Lanarkshire Futures SWR / HTR Led by South Lanarkshire Council, in partnership with Barnardo’s and local services, the project supports young people transitioning from care to independent living. Improving and adapting services / Recognising the benefits of prevention By January 2025, five young people had been supported into independent living, reducing out-of-area placements and homelessness presentations. The project generated £0.230 million in savings for 2024/2025. Further placements will allow the Council to achieve the full year impact of £1.6 million in 2026/2027. The Project has been shortlisted for the Chartered Institute of Housing Awards 2025 as a finalist for the Marion Gibb Award for Equality in Housing. 89
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Analogue to Digital FCR / SWR Shared Cloud-Based Alarm Receiving Centre (ARC) Solution this project ensured the continued delivery of community alarms services ahead of the UK-wide analogue switch off in October 2025. Improving and adapting services The project focuses on service improvement with the cloud-based system offering efficiencies through flexible working and better data access. A key outcome for the project is for the use of digital solutions to assist in preventing hospital admissions or the need for long-term care for sheltered housing tenants. Marmot – Pilot EDR / All Resources Pilot activity focused on prevention and reducing inequality through embedding proportionate universalism within service delivery. Recognising the benefits of prevention Long‑term demand reduction 2026/2027 Investments Children’s Services – Pods Social Work Resources (SWR) The 2026/2027 budget includes a £0.500 million investment in accommodation units which will further support delivery of The Promise by enabling young people to gain experience of living independently prior to moving to their own home. Improving and adapting services Cashable savings to assist in the Budget Recovery Plan for Children and Family Services, as well providing transition housing for young people and improving their outcomes. Culture Strategy CER Facilitation of a place based, culture strategy by through funding to provide for local community led activities and events sharing and celebrating heritage, local history, arts and culture. Improving and adapting services Investment in communities and their culture, recognising that each town and village in South Lanarkshire has its own identity. Supporting and Developing Local Business CER An allocation of £3.500 million for Supporting and Developing Local Business. Improving and adapting services An offering of higher value grants for businesses to upgrade commercial stock, invest to meet the demand for commercial space and for the Council to improve its own business centres, to support the business community in South Lanarkshire. 90
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Energy Efficiency Investment of £1.000 million to expand the Energy Efficiency Programme. Spend to Save Investment will improve energy efficiency in Council facilities and allow a recurring investment fund to deliver future projects supporting the transition to Net Zero. As reported to the Climate Change and Sustainability Committee on Climate Change and Sustainability Committee (17 June 2026), the combined carbon emissions reduction over the two years (2024/2025 and 2025/2026) has been calculated at 1,404 tonnes of CO2, with estimated cost avoidance of £1,033m realised through low cost measures to save energy. Leisure and Culture Transformation Programme Capital Investment in Buildings South Lanarkshire Leisure and Culture (SLLC) £13 million investment across the SLLC Estate to improve the user experience and rejuvenate the offer for customers. Improving and adapting services / Maximising the use of resources As well as a better user experience, the improvements will assist SLLC in developing a sustainable business model. 91
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Appendix 2 Transformation Programme Pipeline Note: Programme summaries below are drafted for reporting purposes and can be refined as project scope and timelines are confirmed. Programme Ongoing / new Lead Resource Programme Summary Transformation Theme Indicative Timeline Financial Implications Procurement Ongoing Finance & Corporate Resources (FCR) Review and strengthening of corporate procurement arrangements to maximise compliance, improve value for money and identify savings opportunities, including collaborative procurement. Ongoing efficiencies and spend‑to‑save Ongoing Cashable savings Overtime Ongoing FCR / All Resources Review of overtime usage, controls and workforce planning arrangements across services to better manage demand and reduce reliance on premium costs. Ongoing efficiencies and spend‑to‑save Short to medium term Cost avoidance / Cashable Savings Charging Ongoing FCR / All Resources Review of fees and charges to ensure alignment with policy, affordability and cost recovery principles where appropriate. Enterprising Council Ongoing Income generation South Lanarkshire Leisure and Culture (SLLC) Ongoing Community and Enterprise Resources (CER) / SLLC Aligning governance, and ensuring ongoing discussions around financial sustainability Maximising use of resources Medium term Sustainability for SLLC / Savings for SLC Digital Transformation Ongoing FCR Maximising digital, and investment in digital systems and process automation to streamline activity Maximising use of resources Medium to long term Productivity savings 92
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Programme Ongoing / new Lead Resource Programme Summary Transformation Theme Indicative Timeline Financial Implications Customer Engagement Ongoing FCR Improving how residents engage with Council services, including channel shift, improved access and customer experience. Improving and adapting services Short to medium term Qualitative benefits / Likely cashable savings Estates Strategy Ongoing Housing and Technical Resources (HTR) Review and rationalisation of the Council estate to reduce / avoid cost, considering net zero challenges, improve utilisation and support new ways of working. Maximising use of resources Medium to long term Cashable savings / Cost Avoidance Assets – Commercial Opportunities New All Resources Identification of opportunities to generate income or realise value from Council land particularly around commercial / industrial space. Enterprising Council Medium term Income generation ASN Transport / Fleet New Education Resources (EDR) / CER Review of ASN transport and wider fleet arrangements to improve efficiency, sustainability and value for money. Ongoing efficiencies and spend‑to‑save Medium term Cost Avoidance / Cashable savings Systems Developments – Housing and Social Care Ongoing HTR / Social Work Resources (SWR) Modernisation of core systems to improve service delivery, data quality, integration and staff productivity. Maximising use of resources Short Term Productivity benefits Marmot – Pilot New Education Resources (EDR) / All Resources Pilot activity focused on prevention and reducing inequality through embedding proportionate universalism within service delivery. Recognising the benefits of prevention Medium to Long term Long‑term demand reduction 93
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Programme Ongoing / new Lead Resource Programme Summary Transformation Theme Indicative Timeline Financial Implications Children’s Services – Pods / Gap Homes New Social Work Resources (SWR) Development of internal provision to reduce reliance on external placements and improve outcomes for children and young people. Improving and adapting services Medium term Cashable savings Children’s Services – Day Placements (Outwith Placements) New SWR / EDR Reduction in the use of outwith placements through service redesign and increased in‑house capacity. Improving and adapting services Medium term Cost avoidance / Cashable savings School Estate New Education Resources (EDR) Review of school estate utilisation to ensure long‑term sustainability. Maximising use of resources Medium to Long term Efficiency Early Years New Education Resources (EDR) Review of early years provision to ensure alignment with demand. Improving and adapting services Medium to Long term Efficiency Joint Collaboration / Improvement Service Programme Ongoing FCR / All Resources Participation in national and regional collaboration and improvement activity to support best practice and efficiency. Ongoing efficiencies and spend‑to‑save Ongoing Efficiency / possible cashable savings Waste New Community and Enterprise Resources (CER) Improvements to recycling performance, preparation for future regulatory change and exploration of income‑generation opportunities. Enterprising Council Medium to Long term Cashable savings 94
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Appendix 3 Benefits Tracker Template A benefits tracker template will be used to record expected benefits (cashable, productivity and qualitative) at the outset of each programme and to monitor progress and realisation over time. Summary Benefits Tracker Programme Benefits Cashable / Qualitative Status (RAG) Detailed Benefits Tracker Programme Name Programme Owner Expected Benefits Description of benefit Measure (original) This could be a KPI, or other qualitative measure (from before the transformation) Measure (expected) Ambition / target. Expected Timeframe for Benefit How will progress be reported? Progress Check Date of assessment On Track (RAG) If not on track – what action are we taking? 95
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