Agenda Document Pack - Performance and Review Scrutiny Forum - 06/10/2026
South Lanarkshire Council · 6 October 2026
Back to Performance and Review Scrutiny Forum — 6 October 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Friday, 25 September 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, 06 October 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, Ross Clark, Richard Lockhart, Katy Loudon, Davie McLachlan, Kirsten Robb, 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 11 August 2026 submitted for approval as a correct record. (Copy attched) 3 - 8 Item(s) for Consideration 3 Accounts Commission Audit of Best Value – Inverclyde Council and Glasgow City Council Report dated 8 September 2026 by the Chief Executive. (Copy attached) 9 - 12 4 Transformational Review Programme – Update Report dated 1 September 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 13 - 24 Urgent Business 5 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 11 August 2026 Chair: Councillor Maureen Devlin Councillors Present: Councillor John Anderson, Councillor Maureen Chalmers, Councillor Gerry Convery (Depute), Councillor Katy Loudon, Councillor Davie McLachlan, Councillor Kirsten Robb, Councillor John Ross, Councillor Margaret B Walker Councillor’s Apology: Councillor Richard Lockhart Attending: Chief Executive’s Service 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; C Park, Head of Roads, Transportation and Fleet Services Education Resources L Sherry, Head of Education (Support Services and School Estate) Finance and Corporate Resources J Taylor, Executive Director; A Norris, Administration Assistant; L O’Hagan, Head of Finance (Strategy); T Slater, Administration Adviser Health and Social Care/Social Work Resources M Kane, Service Manager (Performance and Support) Housing and Technical Resources L Hayes, Performance and Support Advisor; 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 12 May 2026 were submitted for approval as a correct record. The Forum decided: that the minutes be approved as a correct record. 3 Council Plan Connect 2022 to 2027: Quarter 4 Progress Report 2025/2026 A report dated 2 July 2026 by the Chief Executive was submitted on the progress of ‘Connect’, the Council Plan 2022 to 2027, at the Quarter 4 Stage of 2025/2026. ‘Connect’ detailed the Council’s vision, values, priorities and outcomes to be delivered in the 5- year period of the Plan. Of the 64 key strategic measures nominated for reporting against the Plan:- 2 3
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9 projects had been completed 46 had met their timescale or target as per expectations 6 had minor slippage against timescale or minor shortfall against target 2 had major slippage against timescale or major shortfall against target 1 would be reported later/contextual A summary of the key achievements against each of the 6 ‘Connect’ Outcomes was contained in the report and the ‘Connect’ Performance Report for Quarter 4, 2025/2026, covering the period to the end of March 2026, was attached as Appendix 1 to the report. To aid scrutiny, a further analysis had been introduced, with any measures that had changed status between Quarters 2 and 4 being highlighted and an explanation provided for the change of status. On analysis of the measures, 4 had improved and 5 had shown a decline in performance, details of which were included at Appendix 2 to the report. The remaining measures showed a change from ‘Green’ or ‘Report later’ to ‘Blue/Green’ and required no further action. Information was also provided on Local Government Benchmarking Framework (LGBF) results, attached at Appendix 3, which focused on a subset of LGBF indicators aligned to the outcomes in ‘Connect’. This provided an opportunity to review strategically important benchmarking indicators and provided insight into the Council’s performance, as well as a comparison with the national average. It was highlighted that, while appendices 1 and 2 provided performance information relating to 2025/2026, due to the lag in LGBF data being provided, Appendix 3 related to the period up to 2024/2025. LGBF indicators would continue to be reported annually to the Forum and included in the Council’s public performance reporting arrangements, as published on the Council’s website. Officers responded to a member’s questions on various aspects of the report. The Forum decided: (1) that the Connect Quarter 4 Progress report 2025/2026, as summarised at paragraph 4.5 and attached at Appendix 1 of the report, be noted; (2) that the key achievements, as detailed at paragraph 4.6 of the report, be noted; (3) that the additional scrutiny of measures that had changed status between Quarter 2 and Quarter 4, as summarised at paragraph 4.7 and detailed at Appendix 2 of the report, be noted; and (4) that the strategic subset of Local Government Benchmarking Framework (LGBF) Results, as detailed at paragraph 5 and Appendix 3 of the report, be noted. 4 Self-Assessment and Improvement Activity Programme A report dated 2 July 2026 by the Chief Executive was submitted on the self-assessment exercise carried out by Resources annually to identify areas which might require actions in the coming year. Self-assessment and the improvements arising from self-assessment were key elements of Best Value. The Council had adopted Empower as its corporate self-evaluation methodology and had embedded the approach in all services that did not already benefit from structured self- assessment activity. 4
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The Empower approach was based on the Public Service Improvement Framework (PSIF) which had 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. 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. The horizon-scanning exercise was carried out annually by each Resource to flag potential areas/services that might benefit from self-assessment activity. Various sources of information were considered, including data and documents used by scrutiny agencies. The following key topics had been identified through the horizon-scanning exercise:- Local Government Benchmarking Framework (LGBF) – latest results benchmarking quarter 4 progress report – RED measures areas for improvement service/efficiency reviews and/or transformational change strategies/plans/policies/programmes statutory requirements internal audit plan consultations/surveys complaints In line with this approach, the horizon-scanning exercise would continue to be adapted to deliver benefits in the context of transformational change across the Council in the coming years. The Forum decided: that the contents of the report be noted. [Reference: Minutes of 29 September 2020 (Paragraph 4)] 5 Annual Performance Spotlights 2025/2026 A report dated 2 July 2026 by the Chief Executive was submitted on the Annual Performance Spotlights (APS) infographics for 2025/2026. The infographics contained in the 2025/2026 APS were attached as Appendix 1 to the report. For each infographic, trend information was included with a clear indication as to whether performance had improved and if the target had been met. A link was also provided directly below the infographic on the website to supporting data, further reports or more detailed information. Further explanatory narrative for those measures where targets had not been met or where performance had not improved in 2025/2026 was attached as Appendix 2 to the report. A suite of public performance reports, focusing on key areas of Council business, would continue to be prepared to complement the APS. Officers would continue to review the presentation of the APS and Public Performance Reporting generally to take account of any changes arising. The 2025/2026 Local Government Benchmarking Framework (LGBF) indicator results were not due to be published by the Local Government Improvement Service until January 2027 at the earliest. Those would be included in the Council’s public performance reporting material which was to be completed by the statutory deadline of 31 March 2027. 5
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The Accounts Commission had a statutory responsibility to define the performance information that councils must publish for performance comparisons and benchmarking purposes. The Accounts Commission had published their most recent refresh of the Direction in December 2024. The additional requirements and implications would be taken into account in the Council’s Public Performance Reporting material. The APS for 2025/2026 would become live on the Council’s website in September 2026, significantly in advance of the statutory deadline of 31 March 2027. The Head of Communications and Strategy responded to members’ questions in relation to encouraging access to the information. The Forum decided: that the report and the content of the Annual Performance Spotlights 2025/2026, which would go live on the Council’s website prior to the statutory deadline of 31 March 2027, be noted. 6 Accounts Commission Audit of Best Value – Angus Council A report dated 7 July 2026 by the Chief Executive was submitted on the key messages and recommendations from a recent report published by the Accounts Commission on Best Value. Towards the end of 2023, the Accounts Commission introduced a new approach to the Audit of Best Value to replace the Best Value Assurance Report (BVAR) arrangements which had run from 2018 to 2023. The approach consisted of brief Controller of Audit (CoA) reports accompanied by, and reflecting on, published annual audit reports. The CoA reports were considered by the Accounts Commission in public and reported publicly. Information was provided on the findings and key messages from the recent CoA report for Angus Council. The Forum decided: that the key messages and recommendations within the Controller of Audit report for Angus Council be noted. 7 Transformational Review Programme – Summary of Outcomes Report 2025/2026 and Future Pipeline A report dated 7 July 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing a summary of the outcomes from the Council’s Transformational Review Programme 2025/2026 and the future pipeline of transformation activity. The Council continued to operate in a period of sustained change and increasing financial pressure. To continue to deliver effective, high-quality services, and bridge the budget gap for 2027/2028 to 2028/2029, the Council would continue to focus on transformation and improvement. Information was provided on:- the areas of transformation that had already taken place, as detailed in Appendix 1 to the report the planned programme for future activity, as detailed in Appendix 2 to the report, including ongoing activity 6
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the benefits of the transformation programme, including savings, productivity improvements and qualitative service improvements for customers and service users how success would be measured with the template for monitoring outcomes attached as Appendix 3 to the report The Forum decided: (1) that the summary of outcomes from the Council’s Transformational Review Programme, as detailed in section 4 and Appendix 1 of the report, be noted; (2) that the transformation themes and pipeline of activity moving forward, as detailed in section 5 and Appendix 2 of the report, be noted; (3) that it be noted that the transformation programme would continue to be developed and refined in line with changes in legislation, demand, financial assumptions and operational challenges, as outlined in section 5.3 of the report; and (4) that the approach to benefits realisation, as detailed in section 6 of the report, the planned template for monitoring and reporting outcomes, as detailed in Appendix 3 of the report, and the governance arrangements in place, be noted. [Reference: Minutes of the Executive Committee of 24 June 2026 (Paragraphs 9 and 18)] 8 Urgent Business There were no items of urgent business. 7
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 6 October 2026 Report by: Chief Executive Subject: Accounts Commission Audit of Best Value – Inverclyde Council and Glasgow City 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 approve 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. Inverclyde Council (published 9 July 2026) 4.1. Inverclyde Council receives a broadly favourable report, with auditors commending the council’s focus on improving outcomes for communities, continuous improvement, and strong performance relative to other councils. The council’s robust financial plans and delivery of annual savings are also praised, however the council has more work to do around digital modernisation and transformation. The Commission findings are: 3 9
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Operating with a complex demographic and economic backdrop for service delivery, we are impressed by Inverclyde Council’s focus on improving outcomes for communities, continuous improvement, and its strong performance relative to other councils, including those with lower levels of deprivation. The council’s multi faceted approach to involving communities meaningfully in decisions about budgets and service transformation should be commended. Independent evaluation of specific projects to tackle child poverty shows services are more coordinated, shaped by community input, and are delivering improved outcomes. There is strong evidence that the council works well with a range of local, regional and national partners and that the Inverclyde Alliance’s focus on child poverty is working. Maintaining its area-based focus on tackling the region’s economic challenges will be important, alongside delivery of the updated Local Development Plan by March 2027 to ensure that regeneration and economic growth opportunities can be realised. We are pleased to see robust short-, medium- and long-term financial planning, and delivery of almost all planned annual savings – the council’s detailed, service level approach is working well. However, given the challenges identified in the financial strategy, the council’s plans need to demonstrate more ambition. We would endorse the auditor’s recommendation around the development of aligned medium-term savings plans and expect the council to use these plans to continue its dialogue and engagement with communities on proposed service changes. We note that the council’s digital modernisation and transformation activities are embedded within wider plans and strategies, but rely on service staff with ‘day jobs’, creating capacity and delivery risks. Continued strong governance and oversight of digital and transformation work will remain essential as the council considers the projects now required to bridge identified budget gaps, reduce its reliance on reserves and support longer-term sustainability. We recognise that Inverclyde Council’s experience of developing formal shared services with other councils has been mixed, and that following independent evaluation, only shared internal audit services remain. Building on the lessons learned and evaluation, we would encourage the council to continue to be open to exploring opportunities to collaborate with other local government and public sector partners, where it can see opportunities for savings, while ensuring value for money and local service resilience. This finding is applicable to all councils across Scotland as they grapple with financial sustainability challenges. The council’s assessment of hybrid working has drawn on staff views, but this should be strengthened through the use of existing performance data to better understand impacts on service quality and outcomes. 5. Glasgow City Council (published 3 September 2026) 5.1. The report for Glasgow City is critical of the council in several areas of Best Value, including governance, performance management, and financial planning and reporting arrangements. The Commission findings are: Failure to agree a sustainable pay and grading structure by 1 April 2027 will mean ongoing financial uncertainty and risk, and will ultimately affect services and outcomes for communities. We consider that officers, elected members and trade unions share responsibility for ensuring this target date is achieved. We request that the Controller of Audit keeps the Commission informed of any significant developments in relation to this key milestone and on financial implications. 10
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While the council has a strategic plan, it is not supported by aligned strategies, nor is it underpinned by detailed medium-term financial planning. This limits transparency regarding the scale of the challenges facing the organisation, the choices available to members, and the implications for communities. We expect the council to prioritise the following over the next 12 months: - More detailed financial projections and stronger scenario planning; - Clearer alignment between financial plans, strategic priorities, and required actions. - Better quantification of the financial and non-financial benefits of transformation. - Greater transparency and engagement regarding risks, assumptions and performance. While some improvements have been made, the council needs to maintain momentum in strengthening its governance, performance management and financial planning and reporting arrangements. The council must prioritise and deliver the improvement actions identified by the auditor in these areas. We expect elected members to play a key role in providing constructive challenge, ensuring robust oversight of performance, risk and financial sustainability. This is especially important given the challenges facing the council. The auditor concluded that the council did not comply with the Commission's Statutory Performance Information Direction, which requires councils to publish balanced performance information that enables communities to compare performance over time, track improvement and assess council transparency. We look forward to receiving assurance that this matter has been addressed for 2025/26 and that full compliance is being achieved. 6. Next Steps and Recommendations 6.1. Officers of the council will continue to review the CoA reports as they are published to learn any lessons for the Council. Reports on any significant findings and key messages will be brought to the Forum for information. 7. Employee Implications 7.1. There are no direct employee implications. 8. Financial Implications 8.1. There are no direct financial implications. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Risk and Other Implications 10.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11
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11.2. There is no requirement for consultation on the content of the report. Paul Manning Chief Executive 8 September 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 12
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 6 October 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Transformational Review Programme – Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the Council’s Transformational Review Programme 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- (1) that the update on the Transformational Reviews be noted. 3. Background 3.1. 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. 3.3. The most recent update to this Forum on 11 August 2026 provided a summary of the Programme’s outcomes across 2025/2026, as well as detailing the future pipeline of work. 3.4. This report provides an update on current activity: Section 4 provides an update on the ongoing Cross-Cutting reviews, while Section 5 covers Resource specific reviews. 4. Transformational Change Programme: Cross-Cutting Transformational Reviews 4.1. Each review is taken in turn with a summary of its current status. 4.2. Procurement: The main areas for the review focus on demand management opportunities (buy less or not at all), alternative product specifications and new routes to market, with a requirement for Procurement, supported by Scotland Excel, and Resources to identify efficiency opportunities. 4 13
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4.3. An update to this Forum on 12 May 2026, noted that efficiency opportunities totalling £0.153 million had been identified to date for contribution to the 2027/2028 savings proposals. This is an ongoing Review, and the next phase has identified a further 5 General Fund savings totalling £0.446 million. These are detailed in Table 1. Table 1: Procurement Savings Proposal 2026/2027 £m 2027/2028 £m Total £m Stationery 0.036 0.037 0.073 Fixed Telephony 0.080 - 0.080 Frozen Food 0.131 0.044 0.175 Kitchen Rebate 0.018 - 0.018 Multi-Function Devices - 0.100 0.100 Total 0.265 0.181 0.446 4.4. The total identified to date for contribution to the 2027/2028 budget is therefore £0.599 million, however the review remains ongoing. 4.5. Customer Engagement: This Review is looking at the technologies, systems and structures used to deliver customer services across the Council and continues to progress 2 concurrent workstreams covering continuous improvement and transformational change. The update on each is detailed below: 1) Transformational Change Investment in a Customer Experience Platform is being considered and would provide automation not currently available to the Council. A series of visits have taken place with 6 councils who have delivered similar projects to allow demonstrations of individual customer process and found that all had delivered more user-friendly customer journeys, clear timescales, escalation processes and automated messaging, while benefits included reduced duplication and improved access to data. A business case for a Customer Experience Platform is being drafted. Consultation on the draft Customer Experience Strategy has shown a significant level of support from Council Resources, with 100% agreeing that the Council should have a Customer Experience Strategy, 100% supporting the aim of delivering customer service excellence and 100% supporting a range of contact options based on the principle of “Digital First, Not Digital Only”. Surveys of elected members, community groups and residents closed on 21 August 2026, and analysis of this feedback will inform a revised Strategy which will be presented to Members later in the year. 2) Continuous Improvement The next phase of process mapping is underway, focussing on processes identified for inclusion in Phase 1 of the Customer Experience Platform (CXP) implementation to deliver automation and workflow. Resources have provided details of 170 processes, and work is underway to prioritise those most suitable for the initial phase of the CXP. 14
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Work is also progressing to reduce failure demand and avoidable customer contact through improvements to website content, service updates and customer communications, such as with bulk uplift enquiries. Crews have been supplied with mobile devices to update records in real time, generating automated notifications for customers. 4.6. Digital Transformation: This review covers a range of activities across Resources and is primarily aimed at improving productivity and service delivery efficiency. The review is defined by 3 key areas of focus: 1) Business Systems and Processes: projects and improvements to key corporate and line of business applications 2) Workforce Productivity: focus on enabling and empowering staff to maximise their effectiveness and digital literacy 3) Customer Engagement: clear and consistent Council-wide customer engagement 4.7. The programme’s action plan has been developed to provide a structure for the ongoing Transformation Programme, with work progressed across several related streams in parallel where feasible. Key progress includes: development of the Council’s AI Policy, which will be presented to Members on the Finance & Corporate Resources Committee in September; progression of the Microsoft 365 adoption programme to increase use of digital productivity tools across the organisation; and the Critical Friend review of business change projects, which is informing the development of a business case for Project Management Office (PMO) capability for the Council. 4.8. Work to upgrade the Council’s web estate has continued, with the content review substantially complete. The introduction of a new AI-powered search function for the website has expanded the scope of the project and once implemented, the upgraded website and subsequent migration of the intranet and associated sites will provide a more modern, accessible and customer-focused digital service. 4.9. In addition, the Engage Process Modeller platform, used to model business processes quickly and visually, including the time and cost benefits of change, is now fully live for Services to use. This is supporting the Customer Engagement review, using the maps to evaluate potential savings. 4.10. Overtime: The review of overtime practices and spend will continue to look to reduce expenditure and to remove / reduce the associated risks to employees as a result of overtime. 4.11. Following the end of the financial year, the work to reduce overtime continues to ensure that the saving for 2026/2027 is achieved, and to identify any further reductions. Resources have implemented refreshed action plans for 2026/2027 to target key areas where spend is higher than anticipated. 15
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4.12. As previously reported, these actions will target regular and recurring recruitment activity, a wider distribution of adverts and hosting of recruitment events to minimise vacancy periods and thus reduce the reliance on overtime. They will also include compliance with the Maximising Attendance Policy to reduce absence at work. Finally, they will look to convert overtime hours to contracted hours, and to create posts where it is possible to do so instead of carrying out overtime. There will be overtime that is required on an annual basis due to the nature of delivering front line services, emergencies, and weather events, and this continues to be identified as we carry out the review. 4.13. Marmot Place Programme: The most recent Operational Update was presented to the Social Work Resources Committee (July 2026) and included the progress of the Early Years Transformation Pilot. It noted that evidence from the data phase had demonstrated that Burnbank, Hamilton and surrounding communities reported the highest level of children in low-income households who were experiencing deprivation driven low outcomes. The focus of the Early Years Transformation Pilot will be on Burnbank and the surrounding area, and successful development and implementation of the approach within Burnbank and the surrounding communities will inform the next phase of implementation in other communities. 4.14. The multi-partner Marmot Leadership Group is progressing 3 workstreams across the Collaboration for Health Equity in Scotland (CHES) 2-year programme, covering 1. the development and dissemination of the evidence base for inequality in South Lanarkshire, 2. ensuring core policies supporting children and families are working to reduce health inequalities based on the Marmot evidence and seeking to improve healthy life expectancy, and 3. delivering action, such as through the Early Years Transformation Pilot and Neighbourhood Planning Review. 4.15. Finance and Corporate Resources Committee (July 2026) approved the establishment of a permanent Marmot Transformation Team to provide programme coordination and oversight of Marmot Place pilot activity. The team will lead on evaluation, learning and evidence gathering in collaboration with the Marmot Data Group and wider partners, capturing and translating insights from pilot activity into practical guidance. In addition, they will develop a clear and scalable framework to support future Transformation and Marmot delivery within South Lanarkshire. 4.16. Estate Strategy: The Estate Strategy: 2026 to 2036 was approved by Executive Committee on 19 August 2026 with Members in agreement to progress with the stage 2 consultation. 4.17. The Strategy sets out a 10‑year framework for managing and improving the Council’s operational estate, supported by a proposed £24 million capital investment programme. The Strategy aims to create a smaller, higher quality and more sustainable estate through targeted investment in retained assets, service consolidation and estate rationalisation, while supporting improved access to services through the development of a proposed “front door” approach. Stage 2 consultation will take place during September 2026 to gather feedback from service users, communities and partners on the proposals. A further report on the consultation outcomes is scheduled to be presented to Executive Committee in October 2026. 16
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4.18. Joint Collaboration / Improvement Service Programme: The SOLACE and Improvement Service Transformation Programme aims to support all councils in Scotland to work together towards a blueprint for the council of the future. The Council engages with the Programme across 3 workstreams which are focussed on public sector reform, short-term local government transformation projects, and building the capacity to lead and deliver transformation. 4.19. The Council directly participates via collaborative procurement projects covering waste, fleet and digital services, where councils are exploring opportunities to standardise approaches and identify efficiencies through greater collaboration. The Council also participates in shared services discovery work across a range of functions, including facilities management, waste management, fleet, roads, payroll, and revenues and benefits, to assess opportunities for future joint delivery models. 4.20. Officers are engaged in the National Self-Evaluation Framework programme, including participation in the sector-wide learning network established to support Best Value and continuous improvement across local government. The Council has also contributed to the national Blue Badge feasibility study and is supporting development of a sector- wide digital asset register, which aims to improve understanding of local government technology assets, reduce duplication and strengthen opportunities for collaborative investment and procurement. 4.21. This work is co-ordinated through the Council’s Single Point of Contact, the Executive Director of Finance and Corporate Resources, ensuring requests for information and data sharing is co-ordinated effectively with no duplication. Updates will be reported to this Forum as they become available. 5. Transformational Change Programme: Resource Specific Reviews 5.1. Each review is taken in turn with a summary of their current status. 5.2. Assets – Commercial Opportunities: The Council continues to consider commercial opportunities to generate income and reduce revenue costs where possible. 5.3. A report detailing the work undertaken was presented to the Executive Committee on 16 September 2026. This work includes town centre regeneration in East Kilbride and Hamilton following approval of the East Kilbride and Hamilton Town Centre Masterplans, attracting inward investment activity (such as through the dedicated ‘Invest South Lanarkshire’ website), industrial and commercial development, taking a proactive approach to film and television opportunities and exploring renewable energy projects and shared ownership models. 5.4. Separate reports on each activity will be brought to Executive Committee as opportunities crystalise and approvals sought and reported to this Forum for information. 5.5. ASN Transport: An update on the work done to review, revise and improve processes for providing ASN transport within South Lanarkshire was presented to the Education Resources Committee on 29 September 2026. 17
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5.6. This paper included a detailed assessment of current arrangements, including engagement with parents, schools, contractors and support services, with a view to identifying opportunities to improve the experience of children and young people with additional support needs. The review considered the existing parental expenses scheme, a strengthened approach to contractor engagement and contract management and the prioritisation of use of the Council’s internal Fleet Services. 5.7. Children’s Services – Accommodation for Care Experienced Young People: Through investing in accommodation units, this will support delivery of The Promise by enabling young people to gain experience of living independently, with support, prior to moving to their own home. Investment monies, agreed by Council when setting the budget in February 2026, will provide additional local accommodation capacity for care experienced young people through modular accommodation units within the curtilage of South Lanarkshire children’s houses. 5.8. The procurement process for these pods is ongoing, with tender acceptance anticipated in mid-October and site starts anticipated in January 2026. 5.9. Outwith Placements (EDR and SWR): The review to reduce the use of outwith placements through service redesign and increased in-house capacity is ongoing. 5.10. Initial scoping has identified four key areas requiring progression to meet the requirements of the Children (Care, Care Experience and Services Planning) (Scotland) Act 2026 and the Children (Care and Justice) (Scotland) Act 2024, and to ensure the Council develops a sustainable strategic plan for care experienced children and young people that realises the ambition of The Promise: • Strengthening early help and family support through the development of local services and interventions that support children and families at the earliest opportunity, reducing the need for statutory intervention and care. • Developing local care and support options by increasing access to local services, including residential, foster care and day support provision, enabling more children and young people to remain connected to their families, communities and local networks. • Accelerating housing transitions to ensure young people can move to appropriate accommodation at the right time and with the right support. • Improving transition planning into adult services to provide seamless and well- coordinated support as young people move into adulthood. 5.11. It is proposed that the new Children's Services Plan 2026-2029 will focus on the overarching aim of reducing the number of children subject to compulsory measures of supervision by strengthening whole family support, improving early intervention and prevention, and developing local care and support options that enable more children to remain safely within their families, communities and local networks wherever possible. 5.12. Initial reporting is scheduled to commence in early 2027 and an update will be brought to a future meeting of this Forum. 5.13. Alongside this review, a report presented to the Social Work Resources Committee on 30 September 2026 approved the development of a dedicated Social Work Intensive Family Support Team as part of the wider Care Close to Home model for Children’s Social Work. 18
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6. Pipeline – Reviews Scheduled to Commence 6.1. The planned programme of change presented to the Forum in August (Transformational Review Programme – Summary of Outcomes Report 2025-2026 and Future Pipeline) looks ahead over the next 3 years. An update to the Pipeline is included in Appendix 1. 6.2. The update provides the status of each programme of work, with green denoting current, ongoing reviews. As the reviews progress, any substantive updates will be included in this report moving forward. 7. Benefits Realisation 7.1. As noted previously, a benefits realisation approach has been developed which will set out at the outset of each review, what we expect to achieve from the programme of work. As each programme in Section 6 commences, a Detailed Benefits Tracker will be implemented to record what benefits are expected (both quantitative and qualitative). 7.2. As the reviews move forward, progress will be monitored against the tracker, and a RAG status attributed. A summary update on each will be reported to this Forum using the Summary Benefits Tracker template included in Appendix 3 of the previous report (August 2026). 8. Employee Implications 8.1. There are no employee implications from the update in this report. 9. Financial Implications 9.1. The financial implications are summarised within the report. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications at this stage of the process. 11. Other Implications 11.1. The main risk associated with the Transformational Review is a delay in delivery. This risk is assessed as being low as each Review is led by a Head of Service with a sponsor from the Corporate Management Team. There is a strong governance process in place for all Reviews, and they work to a Terms of Reference agreed by this Forum. Progress on each Review is reported to this Forum for Member scrutiny. 12. Integrated Impact Assessment and Consultation Requirements 12.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required at this point. 12.2. There is no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director, Finance and Corporate Resources 1 September 2026 19
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Link(s) to Council Values/Priorities/Outcomes All council objectives Previous References Performance and Review Scrutiny Forum of 11 August 2026 Executive Committee of 24 June 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 20
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Appendix 1 Transformation Programme Pipeline Note: Programme summaries below are drafted for reporting purposes and can be refined as project scope and timelines are confirmed. Programme Status 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 21
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Programme Status 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 Ongoing 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 Ongoing 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 HTR / Social Work Resources (SWR) Modernisation of core systems to improve service delivery, data quality, integration and staff productivity. Productivity and service delivery benefits are anticipated from all new systems, and a 1-year post implementation review is expected to begin in 2027/2028. Maximising use of resources Short Term Productivity benefits 22
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Programme Status Lead Resource Programme Summary Transformation Theme Indicative Timeline Financial Implications Marmot – Pilot Ongoing 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 Children’s Services – Pods / Gap Homes Ongoing 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) Ongoing 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 Education Resources (EDR) Review of school estate utilisation to ensure long‑term sustainability. Maximising use of resources Medium to Long term Efficiency Early Years 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 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 23
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