Agenda Document Pack - Performance and Review Scrutiny Forum - 19/11/2024
South Lanarkshire Council · 19 November 2024
Back to Performance and Review Scrutiny Forum — 19 November 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 11 November 2024 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, 19 November 2024 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Joe Fagan (Chair), Gerry Convery (Depute Chair), John Anderson, Maureen Chalmers, Maureen Devlin, Richard Lockhart, Katy Loudon, Davie McLachlan, Kirsten Robb, John Ross Substitutes Andrea Cowan, Gladys Ferguson-Miller, Martin Hose, Eileen Logan, Margaret B Walker 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Performance and Review Scrutiny Forum held on 27 August 2024 submitted for approval as a correct record. (Copy attached) 3 - 6 Item(s) for Consideration 3 Council Plan Connect 2022-2027: Quarter 2 Progress Report 2024/2025 Report dated 31 October 2024 by the Chief Executive. (Copy attached) 7 - 36 4 Resource Plans - Red and Amber Results at Quarter 2, 2024/2025 Report dated 31 October 2024 by the Chief Executive. (Copy attached) 37 - 56 5 Local Government Benchmarking Framework (LGBF) 2022/2023 Results and Action Plan - Update Report dated 24 October 2024 by the Chief Executive. (Copy attached) 57 - 90 6 Transformational Reviews - Cross-Cutting - Update Report dated 16 October 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 91 - 106 7 Review of Routes to Work South Report dated 23 October 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 107 - 112 8 Agile Working Guidance Report dated 15 October 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 113 - 118 9 Corporate Standards Report dated 15 October 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 119 - 126 Urgent Business 10 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 27 August 2024 Chair: Councillor Joe Fagan Councillors Present: Councillor John Anderson, Councillor Maureen Chalmers, Councillor Gerry Convery (Depute), Councillor Maureen Devlin, Councillor Richard Lockhart, Councillor Katy Loudon, Councillor Davie McLachlan, Councillor Kirsten Robb, Councillor John Ross Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy; L Marshall, Finance Adviser; N Reid, Improvement and Community Planning Manager Community and Enterprise Resources A Brown, Head of Enterprise and Sustainable Development; K Carr, Head of Facilities, Waste and Grounds; C Park, Head of Roads, Transportation and Fleet Services Finance and Corporate Resources J Taylor, Executive Director; M Milne, Head of Personnel Services; A Norris, Administration Assistant; L O’Hagan, Head of Finance (Strategy); T Slater, Administration Adviser Housing and Technical Resources S Gibson, Executive Director; L Hayes, Performance and Support Adviser Social Work Resources L Purdie, Head of Children and Justice Services Also Attending: K Morrison, Chief Executive, South Lanarkshire Leisure and Culture 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 28 May 2024 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 2023/2024 A report dated 23 July 2024 by the Chief Executive was submitted on the progress of ‘Connect’, the Council Plan 2022 to 2027, at the Quarter 4 Stage of 2023/2024. ‘Connect’ detailed the Council’s vision, values, priorities and outcomes to be delivered in the 5- year period of the Plan. Of the 68 key strategic measures nominated for reporting against the Plan:- 10 projects had been completed 45 had met their timescale or target as per expectations 2 3
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6 had minor slippage against timescale or minor shortfall against target 7 had major slippage against timescale or major shortfall against target 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, 2023/2024, covering the period to the end of March 2024, 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, 9 had shown a decline in performance and a list of those measures was attached as Appendix 2 to the report. The remaining measures had shown an improvement in status between Quarters 2 and 4 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 comparison with the national average. LGBF indicators would continue to be reported annually to the Forum and included in the Council’s public performance reporting arrangements, as published on the Council’s website. Officers responded to members’ questions in relation to various aspects of the report. The Forum decided: (1) that the Connect Quarter 4 Progress Report 2023/2024, summarised in the report and detailed in Appendix 1 to the report, be noted; (2) that the summary of the Council’s key achievements against the 6 ‘Connect’ Outcomes, for the period 1 April 2023 to 31 March 2024, be noted; (3) that the additional scrutiny of changes in measure status between Quarter 2 and Quarter 4, summarised in the report and detailed in Appendix 2 to the report, be noted; and (4) that the strategic subset of Local Government Benchmarking Framework results, attached as Appendix 3 to the report, be noted. [Reference: Minutes of 5 December 2023 (Paragraph 3)] 4 Annual Performance Spotlights 2023/2024 A report dated 23 July 2024 by the Chief Executive was submitted on the Annual Performance Spotlights (APS) infographics for 2023/2024. The infographics contained in the 2023/2024 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 2023/2024 was attached as Appendix 2 to the report. 4
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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 APS for 2023/2024 would become live on the Council’s website in September 2024, significantly in advance of the statutory deadline of 31 March 2025. The Forum decided: that the report and the content of the Annual Performance Spotlights 2023/2024, which would go live on the Council’s website prior to the statutory deadline of 31 March 2025, be noted. [Reference: Minutes of 8 August 2023 (Paragraph 4)] 5 South Lanarkshire Council/South Lanarkshire Leisure and Culture - Vision for Future Relationship A joint report dated 9 August 2024 by the Executive Directors (Community and Enterprise Resources), (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted on the future commissioning of leisure and culture services between South Lanarkshire Council (SLC) and South Lanarkshire Leisure and Culture (SLLC). The Council and SLLC had operated a successful partnership for many years, however, given the current financial challenges, SLLC had been required to consider what services could be sustained in the light of the need to secure a balanced budget. Information was provided on a new longer-term and more sustainable approach which was in line with the newly adopted governance model for SLLC and which recognised the challenging financial context in which it was operating. The following 3 key workstreams had been identified, with their terms of reference attached as appendices to the report:- Strategic Commissioning Plan for SLLC Long-term Estate Strategy agreed financial relationship between SLC and SLLC The key aim of the Long-term Estate Strategy was to secure approval of a 10-year Strategy that would direct investment into a reduced, higher-quality and energy efficient core estate. An assessment framework had been developed to ensure that the Strategy was informed by robust, evidence-based data, as outlined in the report and detailed in Appendix 3 to the report. The workstreams would be overseen by a review board and the outcomes presented to committee and the SLLC Board. Ongoing meetings with the Council Leader, Chair of the SLLC Board and associated Chief Executives would also take place throughout the development and implementation of the workstreams. Briefing sessions on the workstreams would be held for all elected members and members of the SLLC Board. The Executive Director (Housing and Technical Resources) highlighted the following errors in the appendices to the report:- Appendix 1 at section 7 should have read that a report would be submitted to Council in February 2025 and not 2024 Appendix 2 at section 8 should have stated that the framework of key indicators would be submitted for noting and not approval to this meeting of the Forum 5
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The Chief Executive, South Lanarkshire Leisure and Culture responded to a member’s question in relation to the inclusion of legal obligations in respect of library services. The Forum decided: (1) that the workstreams’ terms of reference, together with the background to their development, be noted; and (2) that the assessment framework to evaluate the future categorisation of SLC assets be noted. 6 Cross-Cutting Reviews – Update A report dated 6 August 2024 by the Executive Director (Finance and Corporate Resources) was submitted on the cross-cutting reviews that were part of the Transformational Change Programme for 2025/2026. 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. The foundation of the Transformational Change Programme would be a series of cross-cutting reviews. Information was provided on the first tranche of reviews noted below, with their terms of reference attached as appendices to the report:- Charging Procured Spend Review Phase 2 Overtime Organisational/Management Structures Loans Charges – Repayment of Debt Fleet Management Information was also provided on other cross-cutting reviews that would progress into future years as noted below:- Digital Transformation/Customer Contact Property In-house and Procured Services Depot Rationalisation Further updates would be provided to the Forum. Having responded to members’ questions, the Executive Director (Finance and Corporate Resources) also advised that information on overtime costs was reported to the Financial Resources Scrutiny Forum and was publicly available on the Council’s website, however, could be shared with members if required. The Forum decided: that the update on the cross-cutting reviews be noted. [Reference: Minutes of the Executive Committee of 26 June 2024 (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: 19 November 2024 Report by: Chief Executive Subject: Council Plan Connect 2022-2027: Quarter 2 Progress Report 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] • provide the Council Plan Connect Quarter 2 Progress Report 2024/2025, for the period 1 April 2024 to 30 September 2024 [1purpose] 2. Recommendations 2.1. The Forum is asked to approve the following recommendation(s):- [] (1) that the Connect Quarter 2 Progress Report 2024/2025, summarised at paragraph 4.5. and attached as Appendix 1 of this report, be noted; and (2) that the key achievements, as detailed at paragraph 4.6. of this report, be noted. [1recs] 3. Background 3.1. The Council Plan Connect covering the period 2022-2027 was approved by the full Council on 15 June 2022. The plan sets out the Council’s vision, values, priorities and outcomes for the five-year period. 3.2. As part of the performance reporting arrangements introduced in 2007, it was agreed that progress reports on the Council Plan would be provided at the mid-year point (Quarter 2) and at the end of the financial year (Quarter 4). This report provides a summary of progress on Connect as at the end of Quarter 2, 30 September 2024. 4. Quarter 2 Progress 2024/2025 4.1. The Council Plan offers flexibility, both at the Resource level and from one year to the next, in the choice of actions and measures required to deliver the Council’s outcomes. Alongside this flexibility, however, comes the requirement to ensure that the golden thread from Council Plan to Resource Plan remains unbroken. 4.2. The reporting framework for the Council Plan identifies key measures within Resource Plans which are taken and combined in a Connect report to provide a balanced picture of Council performance against Connect outcomes. 4.3. A total of 256 measures have been identified from the 2024/2025 Resource Plans. Of those, 61 (24%) have been nominated as key strategic measures for reporting progress against Connect. 3 7
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4.4. Progress to date against these measures is contained in the Connect Quarter 2 Performance Report 2024/2025, 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 Forum may consider those measures across all Resource Plans 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 1 1 2% Green 24 19 43 70% Amber 4 4 8 13% Red 2 1 3 5% Report later/Contextual 5 1 6 10% Totals 35 26 61 100% Data as at 31 Oct 2024 4.6. Key achievements to date against each of the six Connect Outcomes 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 0 12 4 0 1 17 Achievements The percentage of household waste sent to landfill in the period January to June 2024 was 1.64%, remaining well below (better than) the 5% target. The percentage of properties with Full Fibre Connection has increased to 50.6%, exceeding the annual target of 43% Primary school meal uptake for the period April to September was 70%, exceeding target (66%). The new menu started on 26 August 2024. 8
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A programme of bridge and other structure projects have continued to be implemented, including the £9.4m replacement of the Clyde Bridge which was completed in Quarter one. Stewartfield Way/ East Kilbride Town Centre Enhancement - a report was presented to Community and Enterprise Committee during April 2024 outlining the revised project. Updated traffic modelling has been completed and approval for the project's wider aims was obtained by the Glasgow City Region Chief Executives' Group in June 2024. A further report will be taken to Committee prior to completion/ submission of the Outline Business Case (OBC) to the Glasgow City Region (GCR) Programme Management Office (PMO). South Lanarkshire University Health and Social Care Partnership (SLUHSCP) continues to embed Care Opinion across all services and recently dovetailed with public engagement sessions held to develop the next Strategic Commissioning Plan 2025-28. Recent statistics have shown that, in its early stages, the SLUHSCP has far exceeded the national average with record levels of engagement. In the first quarter of 2024-2025, South Lanarkshire University HSCP received 171 stories from members of the public. 92% of these stories were positive and received 218 responses from staff and services and 91.2% of stories were responded to within 7 days. Moreover, these stories have been read more than 7,463 times. 4.6.2. Connect Outcome Education and Learning Number of measures Blue Green Amber Red Report later Total 0 3 1 0 0 4 Achievements SQA examination results for the 2024 exam diet were published by SQA on 6 August 2024. SLC pupils were presented for over 80,000 qualifications at National 5, Higher and Advanced Higher levels. When compared with National pass rates (based on entries in other Local Authorities) attainment levels in SLC are above the National Pattern. An increasing percentage of our primary schools are now offering play-based learning at each stage between Primary 1-3. There is also one establishment implementing this approach across a P1-4 class. Primary 1: Approximately 79.4% Primary 2: Approximately 53.7% Primary 3: Approximately 24.1% Mobilize Music Project. To September 2024, the project has engaged almost 150 young people aged between 12 and 25 in music-based learning opportunities. These free opportunities have included access to music rehearsal spaces, recording sessions for our annual album project where young people write and record original songs for release, live performance opportunities through our monthly gig nights and open mic nights, access to music tuition on drums, guitar, ukulele and vocals, and group singing as part of our choir group. Many learners have reported increased aspirations and have progressed to further learning opportunities such as further education courses at College and University or progressing to engaging in live performance at music venues in Glasgow and beyond. Learners also report increases in self-esteem and confidence, and they report that participation in the project results in much improved mental wellbeing 9
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4.6.3. Connect Outcome Health and Wellbeing Number of measures Blue Green Amber Red Report later Total 0 4 0 1 4 9 Achievements The council’s affordable housing supply programme continues to increase the supply of council homes across South Lanarkshire, with a focus on ensuring that the new homes provide for changes in peoples need over the course of time. All applications for adaptations to Council homes were approved. The Council has appointed a consultant to undertake an independent objective review of council properties, including those operated by South Lanarkshire Leisure and Culture (SLLC). At the same time, the £13m Transition Fund is helping to modernise the leisure and culture asset base. Formal grant funding from SPT to support active travel behaviour change initiatives has been confirmed and a grant of £195,500 has been awarded. Scottish Government funding is being used to support air quality monitoring activities as well as for active travel promotional campaigns, anti-idling campaigns, and Eco Stars support for businesses that operate fleet which travel through the South Lanarkshire area. As at 30 September 2024, there were a total of 704 Looked After Children with 631 (90%) looked after in a community based setting. This position has been consistent since 1 April 2021 and 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. In continuing to support carers, 1,762 co-produced assessments have been approved which is in line with the service achieving the annual target of 3,000 assessments. SLC work on Cost of the School Day presented at the national Facing Up to Poverty in Schools Network and highlighted as an example of good practice. 4.6.4. Connect Outcome Children and Young People Number of measures Blue Green Amber Red Report later Total 0 3 0 0 0 3 Achievements An individual housing plan was developed for all young people leaving care As at September 2024, South Lanarkshire continues to have no under 18s in Polmont Young Offenders Institution. This has been the case since September 2021 and reflects the success of the proactive Whole System Approach, use of secure care (where necessary) and robust multi agency community risk management plans. Adult Literacy and Numeracy Team • Over 200 adults have been supported to increase their skills in literacy and numeracy using the Social Practice Model of adult learning where learning is contextualised according to a learner’s interests, aspirations and goals. Additionally, 25% of these have gone on to successfully achieve accredited qualifications in SQA Core Skills (Communication / Numeracy / ICT) or REHIS (food safety). • 10% of adult literacies learners advanced to further education or training, while 5% secured employment, demonstrating the effectiveness of adult literacy and numeracy provision in facilitating career progression for those furthest removed from the labour market. ESOL (English for Speakers of Other Languages): Over the period 189 ESOL learners attended YFCL ESOL Provision across South Lanarkshire. 10
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Multiply on Tour successfully engaged 581 adults in a series of summer events, highlighting the prevalence of numeracy in everyday life and promoting opportunities for adult learning. 4.6.5. Connect Outcome Housing and Land Number of measures Blue Green Amber Red Report later Total 0 10 0 2 0 12 Achievements Through its Affordable Housing Supply Programme, the council is on track to deliver a further 50 new council homes at Brackenhill Farm, Hamilton during 2024-2025. Planning and pre-development work is also underway to deliver over 250 new homes across eight sites in East Kilbride, Hamilton, Larkhall and Cambuslang throughout 2025-26. In addition, progress is being made to acquire a further 150 homes this year through the Market Purchase Scheme, aiming to meet immediate housing need in priority areas. 99% of reactive repairs were completed right first time 63.8% of lets to urgent homeless (UH) households, ensuring those with the highest housing need are prioritised 4.6.6. Connect Outcome Our Economy Number of measures Blue Green Amber Red Report later Total 1 8 3 0 1 13 Achievements To date 1,340 participants have been supported on employability programmes, well on the way to reaching the 1,500 target. Preparation of the Evidence Report which forms the first stage of the Local Development Plan 3 (LDP3) has commenced. An engagement strategy has been developed and has been incorporated in the 2024 Development Plan Scheme which received approval at the Planning Committee in May 2024. 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 0 3 0 0 0 3 Achievements Against an extremely challenging set of socio-economic circumstances, positive performance was achieved: the percentage of gross rent arrears (current and former) reduced over the same period from 8.00% in 2023-24 (Q4) to 7.26% in Quarter 2. With assistance from the Local Government Improvement Service, the council developed an SLC-focused LGBF dashboard reflecting the council's strategic outcomes as set out in the Council Plan, Connect. Following presentation at the Performance and Review Scrutiny Forum (PRSF) on 28 May 2024, the dashboard was made available to the public via a link on the performance pages of the council's website. 11
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Oracle Fusion - HR and Payroll modules went live August 2024. Customer Service Excellence retained for 2024 following assessment of Bereavement Services. 4.7. Report later Measures in the quarterly progress reports which are not blue, red, amber or green can be assigned a status of ‘report later’ or ‘contextual’. A further analysis introduced to aid scrutiny of performance, is to follow up the measures in these categories from the previous year’s Quarter 4 report. There were NO Report later measures in the Quarter 4 2023/24 report, so no further action is required. 5. Employee Implications 5.1. The outcomes noted within the Council Plan will inform the Resource Plans and in turn the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. Provision for meeting the Council Plan’s outcomes is reflected in both the Revenue and Capital budgets, and longer term, within the framework of the council’s approved Financial Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications arising from this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2024/2025. 8. Other Implications 8.1 A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 9. Equality Impact Assessment and Consultation Arrangements 9.1 Equality Impact Assessments will be undertaken in line with the various actions within Connect as appropriate. 9.2 Many of the priorities, outcomes and actions detailed within the plan reflect ongoing work programmes implemented to address local and national priorities. Extensive consultation, therefore, has already taken place in relation to a significant proportion of the outcomes and actions outlined in the plan. Paul Manning Chief Executive 31 October 2024 12
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Link(s) to Council Values/Priorities/Outcomes The Council Plan 2022-2027 reflects the overarching vision of South Lanarkshire Council and details its values, priorities and outcomes, including links to the Community Planning Partnership. Previous References Connect Quarter 2 Progress Report 2023/2024 – Performance and Review Scrutiny Forum of 5/12/23 List of Background Papers Council Plan Connect 2022-27: approved by South Lanarkshire Council on 15 June 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Extension: 4904 (Phone: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk Performance: www.southlanarkshire.gov.uk/performance 13
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IMPROVe - SLC Performance Management System Report printed on 31 Oct 15:26 Quarter 2 : April 2024 - September 2024 (This represents the cumulative position to September 2024) Performance Report 2024-25 South Lanarkshire Council Connect 3 15
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IMPROVe - SLC Performance Management System Report printed on 31 Oct 15:26 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome / Theme Green Amber Red Report later / Contextual Total Communities and Environment 6 2 0 1 9 Education and Learning 2 0 0 0 2 Health and Wellbeing 4 0 1 3 8 Children and Young People 1 0 0 0 1 Housing and Land 3 0 1 0 4 Our Economy 5 2 0 1 8 Delivering the plan and achieving best value 3 0 0 0 3 Total 24 4 2 5 35 16
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of road casualties in South Lanarkshire during 2024. Provisional casualty figures are available for first seven calendar months of 2024, when there were 211 casualties. Of these, there was 1 fatal casualty, 79 serious casualties and 131 slight casualties. There were 0 child fatal casualties, 5 children seriously injured and 23 children slightly injured. These can be compared with the same period in 2023, when there were 220 casualties. Of these, there were 4 fatalities, 69 serious casualties and 147 slight casualties. For children in 2023, there were 0 child fatal casualties, 11 children seriously injured and 15 children slightly injured. It should be noted that traffic volumes have now returned closer to pre-Covid levels which is reflected in the casualties numbers. Amber 370 211 254 284 370 Percentage of household waste sent to landfill in 2024 This measure is reported per calendar year and the latest figures relate to quarter two, from April to June 2024 (1.64%). While this figure remains well below the target to stay under 5%, a planned waste outage tonnage was evident in May/June 2024, meaning that the Energy from Waste facility in Dunbar was closed for planned maintenance and a relatively small amount of waste was therefore diverted to landfill. The year to date figure is 1% and remains significantly lower than the annual target of 5%. Green 5.00% 1.00% 8.66% 1.84% 1.50% Evidence the use of recycled stock as a percentage of all Equipu activity. In quarter 2, 1,092 items of equipment were issued, of which 26% (281) were recycled, the target of 10% has been achieved for the reporting period. To date, 522 items have been recycled (27%) from a total of 1,959 items. Assessment staff continue to select recycled items when available as a first choice for all authorised requests. Additionally, Equipu and assessment staff continue to actively encourage people to return all previously issued equipment to increase stock available for recycling. Green 10% 27% 0% 0% 155,580% Percentage of properties with Superfast Broadband >30Mbps Coverage has increased by 0.2% during quarter two, July to September 2024 compared to quarter one. Green 99.0% 98.5% 97.0% 97.3% 97.9% 17
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators Communities and Environment Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Land Audit Management System grounds maintenance score With a year to date figure of 72.0, the service is on course to achieve annual target (72.0). Green 72.0 72.0 71.3 72.0 72.0 Percentage of our road network that should be considered for maintenance treatment (Roads Condition Index). This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The 2023-25 figures will be reported later in the year. The target figure of 31.9% is based on the results for the period 2022-24, a significant regression compared to the previous year. Report Later 31.9% ------ 29.7% 30.8% 31.9% Broad compliance with food law statutory requirements secured in premises Year to date 95% of food businesses (2,763) that have been inspected were found to be broadly compliant with both 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% 95.0% 93.0% 96.0% 95.0% Reduction in the Council carbon emissions in 2023/24 compared to 2022/23 (previous year) The carbon emissions are reported a year behind, so we are currently reporting on 2023/24 figures and note that the Council’s carbon emissions reduced by 9.46% in comparison with 2022/23. The target is to continue to reduce the Council's carbon emissions and there is therefore no figure to enter as a target for this measure. Green ------ ------ ------ ------ 9.5% Page 3 18
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators Health and Wellbeing Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of new build that are wheelchair accessible (RP) To be reported at year end. Report Later 10.0% ------ ------ ------ 19.2% Percentage of Justice Social Work reports submitted to Court by the due date. In quarter 2, 96% (413 out of 431) of Justice Social Work reports have been submitted within timescale. This position has been maintained as 96% was reported for quarter 1 which still exceeds the 95% target for this measure. Green 95.0% 96.0% 99.0% 98.0% 98.0% Percentage of reports submitted to the Children’s Reporter within agreed timescales. In quarter 2, 52% (43 out of 83) of reports submitted to SCRA were submitted within timescales. This shows a decrease in performance from 58% in quarter 1 which is below the 75% target. The year-to-date performance is 55%. To address this, monthly meetings are now taking place with locality Fieldwork Managers and representatives from the Scottish Children's Reporters Administration, providing an opportunity for the Reporter to flag up reports early. Further actions taken to address improvement include early tracking of reports by Service Managers, and improved staffing levels which has been a locality improvement activity for all front-line managers in Children and Families. We are confident that with the above measures in place, the target will be met within the next quarter. Red 75.0% 55.0% 82.0% 77.0% 53.0% 20
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators Children and Young People Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of our care experienced children and young people accommodated in residential placements. As at 30 September 2024, there were a total of 708 Looked After Children, 637 (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% Housing and Land Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of lets to Urgent housing (UH) need households (RP) Target achieved. Green 55.0% 63.8% 53.5% 58.1% 62.9% % of new tenancies sustained for more than a year for all lets (SSHC) (RP) Tenancy sustainment has remained strong within the quarter 2 and target achieved. Green 88.00% 93.60% 93.40% 92.00% 92.20% % of Housing Options interventions where Homelessness prevented (RP) As at quarter 2, 356 (57.42%) homeless cases prevented. The operating context in relation to the prevention of homelessness remains extremely challenging. The prevailing socio-economic conditions continues to adversely impact upon the ability to prevent homelessness during 2024/25. This trend has been mirrored nationally. Red 70.0% 57.4% 73.5% 65.9% 60.8% % of response repairs completed on time Target achieved. Green 90.0% 96.5% 99.1% 95.3% 97.0% Our Economy Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of participants supported via council-operated employability programmes To date, 1,340 participants have been supported on employability programmes. Green 1,500 1,340 1,934 1,687 2,663 22
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Council Plan Performance Indicators Our Economy Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of new South Lanarkshire business starts supported by Business Gateway This year represents a transition for the Business Gateway, changing from a contract based external provider model, to an in house model which will reflect a more customer focused, rather than target driven, delivery model. This first year target and performance reflects the two months of transition when there was a physical move and then employee training. The target has been adjusted to reflect expectations over a 10 month period. Amber 500 99 ------ 520 499 Number of jobs created or sustained per annum as a direct result of Economic Development intervention Business Gateway remain on track to reach the target for the current year. The figures for 2021/22 and 2022/23 reflect the particularly high volume of engagement with businesses, seeking to invest in business recovery and growth following the effect of Covid. Going into 2023/24 there remained legacy grants that went on to be processed during 2023/24 resulting in a higher number of jobs being created or sustained. The 2024/25 target and performance figures reflect the expected number of engagements in more stable economic conditions. Green 500 297 1,095 1,256 646 Perecentage of procurement spend on local enterprises This is a local government benchmarking framework (LGBF) indicator. The figure for 2023/24 will be reported as part of the LGBF framework in early 2025. Report Later ------ ------ 18 18 ------ Number of participants gaining sustainable employment To date, 325 participants have moved into employment following employability support. This includes Modern Apprenticeships, full/part time employment. Green 700 325 1,146 584 643 24
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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 0 6 2 0 0 8 Education and Learning 0 1 1 0 0 2 Health and Wellbeing 0 0 0 0 1 1 Children and Young People 0 2 0 0 0 2 Housing and Land 0 7 0 1 0 8 Our Economy 1 3 1 0 0 5 Delivering the plan and achieving best value 0 0 0 0 0 0 Total 1 19 4 1 1 26 26
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 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 A revised quarterly schedule of meetings meetings for the Safer South Lanarkshire Board is now in place, aligning more closely with the Police Scotland reporting schedule and allow timely scrutiny of performance. Work remains ongoing to complete the final evaluations of projects previously funded from the Community Safety Budget, and will be reported in 2025. Green Increase routes for communities to Increase the number of communities with their own community-led neighbourhood plans Nine neighbourhood plans are in place and being delivered upon. One new plan for Whitehills in East Kilbride is in development. Green participate in decision making and priority setting Implement new approaches to community involvement in decision making such as a community Wishlist approach to community benefits The Community Wish List has continued to thrive, with 48 Community Wishes received from a range of community groups across South Lanarkshire. 10 Wishes have been answered, with a range of financial donations, goods and materials, Christmas decorations, and food items, totalling £11,690. to date this financial year, the project has totaled over £21,000. Green Take forward IT strategic developments Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of broadband and 4G/5G mobile services across the council area Revised business case developed and under consideration. Green 27
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The quarter four update for the 2023/24 Action Plan was presented to the Climate Change and Sustainability (CCS) Committee in August 2024. The Action Plan for 2024/25 was also approved at this Committee meeting. The quarter two update for the 2024/25 Action Plan is expected to be presented to CCS Committee in December 2024. Green Prepare an Open Space Strategy in partnership with Glasgow and Clyde Valley Green Network Partnership and other council services Engagement on the findings following analysis of the Open Space audit will be carried out during Q2 and will in turn be used to inform the evidence report for the Local Development Plan 3. It is anticipated that a draft Open Space Strategy will be available early 2025 once the Gatecheck of the Evidence Report has been completed. Engagement on the Council's Open Space Strategy and Play Sufficiency Assessment will be carried in quarter three of 2024/25. 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Updated traffic modelling has been completed and approval for the project's wider aims was obtained by the Glasgow City Region Chief Executives' Group in June 2024. City Region Cabinet also approved the scope of the project change control on 6 August 2024. This will allow individual Outline Business Cases (OBCs) for Stewartfield Way and Town Centre proposals. The OBC for the Stewartfield Way part of the project has been submitted to the Programme Management Office (PMO) for initial consideration and thereafter, Cabinet approval on 5 November 2024. The Council's Executive Committee paper is also being scheduled for 13 November 2024. Green Produce a new Local Transport Strategy for South Lanarkshire to support the National and Regional Transport Strategy as well as the provisions, where appropriate, of the Transport Scotland Act Draft Local Transport Strategy will be presented to Committee in Autumn 2024 An initial draft structure of Local Transport Strategy (LTS) was submitted to the Community and Enterprise Resource Committee in April 2024. To allow for the strategy to take cognisance of the latest Transport Scotland guidance issued in June 2024, consultation on the draft Local Transport Strategy will now be undertaken in Autumn 2024, with the draft LTS to be presented to Committee for approval, potentially, in February 2025. Amber 29
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For 24/25 we have been able to develop a comprehensive Work-based learning offer for pupils in their senior phase including Foundation Apprenticeship and GradU8 programme places. We continue to work with our key college partners South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College. We have expanded the Gradu8 offer to include additional frameworks in horticulture and Travel & Tourism. Foundation Apprenticeships continue to be delivered in partnership with South Lanarkshire College and New College under the ‘South Lanarkshire FA consortium’ banner. Green Update the Council Framework for Inclusion guidance taking account of The Morgan Review, the Additional Support for Learning Action Plan, The Promise and Getting it Right for Every Child update Embed the principles and practices in the Inclusion Framework across schools, to improve outcomes for children and young people, and provide a progress report to the Education Resources Committee. New Framework for Inclusion and Equality has been launched to all Head Teachers at Inclusion Conference 2024. Progress report against the framework will be submitted to the next Education Resources Committee Amber Health and Wellbeing Action Measures Comments/ Progress Status Complete the roll out of free school meals to all primary children All P6s and P7s to receive free school meals in line with Scottish Government timescales Awaiting confirmation from Scottish Government of when expansion of free school meals for all primary six and seven pupils will be rolled out. Report Later 30
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Locally identified stretch aims including Equity targets focussed on the gap between learners in SIMD quintile 1 and SIMD quintile 5 have been set, and we will report on progress to the Education Resources Committee. With current data still being validated by Scottish Government, we currently have improved against our targets for numeracy and are slightly behind in literacy in terms of closing the attainment gap. In terms of attendance, the figures will be slightly skewed in favour of the targets at this stage in the session, as it is taken accurately against the current academic session which has significantly less openings at this stage. This measure will reflect more accurately as the academic year progresses. With the trend of overall SCQF results Nationally being lower, this is also reflected in our figures, albeit slightly better than the National picture. This has had a small impact against our targets and work is underway to continue to try and reduce the overall attainment gap. Green Sustain early years uptake for vulnerable two-year-olds to help families benefit from more flexible early learning and childcare. 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. More flexible Early Learning and Childcare. Work has taken place with the Scottish Government and DWP to issue letters to families where they may meet the criteria for a funded 2 year old place. Meetings have also taken place with Health Visiting Teams to reconfirm the criteria to allow Health Visitors to provide advice to parents around eligibility. At this time around 500 eligible 2 year old children are accessing a place across local authority and funded provider provision Green 31
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Green Improve access to settled accommodation for homeless households and other priority groups such as care experienced young people and people fleeing domestic abuse and veterans Continue to implement Rapid Rehousing Transition Plan (RP) 5th and final RRTP annual review reported to committee, ongoing actions incorporated into new Homeless Strategic plan. Actions identified to address severe pressure on homelessness services are being monitored closely ,and impact will be reported to committee as part of annual review process. Red Improve energy efficiency stock to help address fuel poverty Deliver Housing Investment Programmes to improve the energy efficiency of existing council homes to reduce household bills and contribute towards relevant net zero targets £33.506m of refurbishment works approved for 2024/25 of which £6.5m is targeted towards energy efficiency works. Green Consult with community organisations and develop a Rural Action Plan maximising existing and future funding through Community Led Local Development and Renewable Energy Fund Deliver the Rural Action Plan and report to Rural Task Force in November 2024 Update report to be prepared in October 2024 for the rural task force on delivery of the new priorities. Green 33
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Deliver early projects to support programme of securing change Negotiations are ongoing in line with agreed targets. Regular updates are being provided to senior officers and will be reported to Committee at the appropriate time. Green Complete Hamilton Town Centre masterplan and deliver initial actions to enable the delivery of realignment Negotiate and agree terms of masterplan delivery programme. Deliver early projects to support programme of securing change Following completion and approval of the masterplan, a delivery structure and programme of activity will be finalised. Officers have considered the broad principles of how each element can be delivered and an appropriate funding model. Key projects are: Newcross Centre – closure and redevelopment of the centre. Regent Centre Sale and partnership agreement - sale and redevelopment of existing centre which is at the end of its useful life. Bairds redevelopment – consider options for redevelopment Town Square repurposing – refresh this vital public space for the future Vogue redevelopment – consider options for redevelopment. Negotiations are ongoing in line with agreed targets. Regular updates are being provided to senior officers and will be reported to Committee at the appropriate time. Green 34
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Complete Deliver the Levelling Up Funded projects Delivery of the Levelling Up Fund grant funded projects through the Clydesdale Way and Shawfield Remediation with a value of £6.7m in 2024-25 The final onboarding of both projects between the Council and the UK Government, and Dumfries and Galloway and the UK Government, have been delayed subject to review by the UK Government of spend. Further information expected in the 30 October 2024 Budget Statement. Clydesdale Way: The procurement exercise for the Project Management Contract has concluded and the contract can be awarded if/when the Levelling Up Fund (LUF) award is confirmed. Shawfield: the Council continues to work closely with Clyde Gateway who are fully sighted on the UK Government's (UKG's) position regarding the LUF and the implications of the current UK Government spending review. Amber 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 annual investment plan was agreed in partnership with the Local Employability Partnership (LEP) and submitted to Scottish Government. The plan is reported quarterly and reviewed through regular meetings of the LEP and operational sub-group. Green 35
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 19 November 2024 Report by: Chief Executive Subject: Resource Plans - Red and Amber Results at Quarter 2, 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] • provide the Forum with summary information on performance measures where Resource Plans results at Quarter 2, 2024/2025 were recorded as either red or amber 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- (1) that the detail relating to red and amber results be noted; and (2) that remedial action or mitigation be noted. 3. Background 3.1. Since 2011, the Performance and Review Scrutiny Forum has received a report focusing on performance information where Quarter 2 Resource Plans results were recorded as being either red or amber. This approach enables a more targeted response to performance reporting than providing reports on all Connect and Resource Plan measures. The definition relating to red and amber status is as follows: Status Definition Red There has been major slippage against timescale or major shortfall against target Amber There has been minor slippage against timescale or minor shortfall against target 3.2. The information included within this report and Appendix 1 is a summary of the red and amber results from the Quarter 2 Resource Plan progress reports. The information in respect of red and amber measures is presented to the Forum to enable more detailed consideration and scrutiny as appropriate. 4 37
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3.3. In addition to working towards the six Connect Outcomes, the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified, under the theme Delivering the Plan and achieving Best Value. 4. Quarter 2 2024/2025 Red and Amber Results 4.1. In 2024/2025 there are 256 measures across all Resource Plans under the six Connect Outcomes, and the theme Delivering the Plan and achieving Best Value. The majority of these (233 or 91%) were reported as blue/green/report later at Quarter 2, with the remaining 23 measures reported as red or amber. 4.2. Table 1 below provides a summary of the red and abmer results by Resource over the last three years. Table 1 – Red and Amber performance results by Resource (as at 31 Oct 2024) Resource Red Amber Total 22/23 23/24 24/25 22/23 23/24 24/25 22/23 23/24 24/25 Community and Enterprise 1 - 0 7 13 8 8 13 8 Education - - - 2 - 2 2 - 2 Finance and Corporate 1 - 2 2 3 3 3 3 5 Housing and Technical 2 - 2 1 8 1 3 8 3 Social Work - 1 4 2 4 1 2 5 5 Total 4 1 8 14 28 15 16 29 23 4.3. There has been a slight decrease in the number of red/amber status measures reported in comparison to the previous year. This is due in part to a continuing, comprehensive review of measures and targets which has resulted in greater clarity in the results, which facilitates assigning the most appropriate status. 4.4. Table 2 below shows the red and amber results by Outcome/theme. Table 2 – Analysis per Outcome/theme: 2024-2025 (as at 31 Oct 2024) Connect Outcome/theme Red Amber Total Communities and environment 0 5 5 Education and learning - - - Health and wellbeing 3 2 5 Children and young people - 1 1 Housing and land 2 1 3 Our economy - 3 3 Delivering the plan and achieving Best Value 3 3 6 Total 8 15 23 38
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4.5. A detailed explanation on progress to date is included in Appendix 1: statistical/quantitative measures are listed first, followed by project measures, all grouped per Connect Outcome/theme. These explanations provide details surrounding the circumstances which have given rise to the red/amber status, including unforeseen changes in timescales or circumstances, or work being underway but not yet complete. Progress updates provide revised timescales for completion and management action, where relevant. 5. Next steps 5.1. The Forum is asked to note the detail included within Appendix 1. 6. Employee Implications 6.1. The Outcomes noted in the Council Plan will inform the Resource Plans and in turn the Performance Appraisal process for individual employees. 7. Financial Implications 7.1. Provision for meeting the Council Plan’s Outcomes is reflected in both the Revenue and Capital budgets, and longer term, within the framework of the Council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. Any Climate Change, Sustainability and Environmental implications relating to this report have been considered as part of the Resource Planning process. 9. Other Implications 9.1. None. 9.2. In respect of risk, the detail of this report will provide the Corporate Management Team with targeted performance information on a timely basis to allow it to adequately perform its scrutiny role. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Equality Impact Assessments will be undertaken in line with the various actions in Connect as appropriate 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. Many of the Outcomes and actions detailed within Connect and the Resource Plans reflect ongoing work programmes implemented to address local and national priorities. Extensive consultation, therefore, has already taken place in relation to a significant proportion of the outcomes and actions outlined in the Plan. Paul Manning Chief Executive 31 October 2024 39
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Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Previous References • Report to Performance and Review Scrutiny Forum 31 May 2011: Performance and Review Scrutiny Forum - Performance Reporting Arrangements List of Background Papers • None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk 40
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IMPROVe - SLC Performance Management System Report printed on 31 Oct 15:30 Quarter 2 : April 2024 - September 2024 South Lanarkshire Council All Resource Plan - Red and Amber Measures Report (This represents the cumulative position to September 2024) Performance Report 2024-25 4 41
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IMPROVe - SLC Performance Management System Report printed on 31 Oct 15:30 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 7 3 0 1 11 Education and Learning 3 0 0 13 16 Health and Wellbeing 14 1 3 1 19 Children and Young People 2 0 0 0 2 Housing and Land 9 1 1 8 19 Our Economy 6 2 0 1 9 Delivering the plan and achieving best value 22 3 1 3 29 Total 63 10 5 27 105 42
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Communities and Environment Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of road casualties in South Lanarkshire during 2024. Provisional casualty figures are available for first seven calendar months of 2024, when there were 211 casualties. Of these, there was 1 fatal casualty, 79 serious casualties and 131 slight casualties. There were 0 child fatal casualties, 5 children seriously injured and 23 children slightly injured. These can be compared with the same period in 2023, when there were 220 casualties. Of these, there were 4 fatalities, 69 serious casualties and 147 slight casualties. For children in 2023, there were 0 child fatal casualties, 11 children seriously injured and 15 children slightly injured. It should be noted that traffic volumes have now returned closer to pre-Covid levels which is reflected in the casualties numbers. Amber 370 211 254 284 370 Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of total household waste that is recycled in 2024 This measure is reported per calendar year, so the calendar year to date figure for January to June 2024 is 42.94% and is lower than the annual target of 50%. However, it is noted that the figure rose to 46.97% during the period from April to June 2024. The inability to recycle Waste Upholstered Domestic Seating (WUDS) means that this type of waste goes to landfill, and is affecting the percentage of total household waste that is recycled. However, it is not possible to measure exactly what the impact is as the specific amount of WUDS going to landfill is not recorded. The percentage of total household waste that is recycled will continue to be monitored. Amber 50.00% 42.94% 41.50% 41.20% 43.75% 43
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Health and Wellbeing Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of care at home hours reduced through Home First intervention. In quarter 2, 200 Home First care episodes were successfully completed, with care packages being reduced by 28% when comparing hours required at start of intervention to end. This is an increase in performance from 27% in quarter 1. The number of completed episodes decreased by 6% from 212 episodes in quarter 1 to 200 in quarter 2. To date, 419 Home First episodes have been successfully completed, with care packages being reduced by 28%. The service has again seen an increased number of service users with more complex needs over the quarter. This has resulted in reduced opportunities for reablement and rehabilitation with service users and has subsequently led to a reduction in the hours reduced at the end of the Home First journey. A revised eligibility criteria is currently being finalised to maximise the potential benefits of the service for service users. Amber 30.0% 28.0% 0.0% 0.0% 0.0% Housing and Land Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- No of times we did not, meet our obligation to complete the annual gas safety check by annual anniversary date (SSHC) 5 services beyond target date, all now complete. Issues identified have now been resolved. Amber 0 5 1 20 82 Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Housing Options interventions where Homelessness prevented (RP) As at quarter 2, 356 (57.42%) homeless cases prevented. The operating context in relation to the prevention of homelessness remains extremely challenging. The prevailing socio-economic conditions continues to adversely impact upon the ability to prevent homelessness during 2024/25. This trend has been mirrored nationally. Red 70.0% 57.4% 73.5% 65.9% 60.8% 48
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Money Matter Advice – to write off 20% of all debt dealt with by bankruptcy or creditor write offs (New) This is a new target set for 2023/24 with 20% based on the 23% that was achieved in 2022/23. The level of debt written off by creditors for clients is dependent on a variety of factors including the type of debt involved and the range of debt solutions available. Money Matters offer options on debt solutions to support the client and explain the implications of each, however the selection of any one solution is a decision for the client to take. Also, once a debt solution is selected, there can be a time delay between verifying the debt and a successful solution being implemented and this can also impact performance. Red 20.0% 15.3% 0.0% 0.0% 0.0% Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Liquor licensing processing target - 97% within service targets Whilst the PI has not been met over this Quarter, performance has improved on a monthly basis, with July being 61%, August 84% and September 94%. We will continue to ensure that priority is given to urgent, time critical service requests.. Amber 97.0% 79.0% 92.0% 96.0% 94.0% Pay invoices within the target of 28 days Payment of invoices continues to make steady progress since Oracle Fusion went live on 1 April: the Payables team continue to work closely with Resources to improve performance on invoice holds Amber 92.5% 91.0% 93.4% 91.7% 94.0% Registration processing target - 97.5% within service targets Monthly figures are improving however running totals are still below the target. Team Leaders have been reminded to allocate tasks depending on the nature of the business within performance targets where possible. Amber 97.5% 89.0% 93.0% 99.0% 99.0% 50
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 1 30 2 0 2 35 Education and Learning 0 4 0 0 1 5 Health and Wellbeing 0 11 1 0 7 19 Children and Young People 2 15 1 0 2 20 Housing and Land 7 34 0 1 0 42 Our Economy 2 12 1 0 0 15 Delivering the plan and achieving best value 1 8 0 2 4 15 Total 13 114 5 3 16 151 51
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Measures Comments/ Progress Status Prepare an Open Space Strategy in partnership with Glasgow and Clyde Valley Green Network Partnership and other council services Engagement on the findings following analysis of the Open Space audit will be carried out during quarter two and will in turn be used to inform the evidence report for the Local Development Plan 3. It is anticipated that a draft Open Space Strategy will be available early 2025 once the Gatecheck of the Evidence Report has been completed. Engagement on the Council's Open Space Strategy and Play Sufficiency Assessment will be carried in quarter three of 2024/25. It is anticipated that a draft Open Space Strategy will be reported to the Planning Committee in September 2025, slightly later than first indicated. Amber Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Produce a new Local Transport Strategy for South Lanarkshire Draft Local Transport Strategy will be presented to Committee in Autumn 2024 An initial draft structure of Local Transport Strategy (LTS) was submitted to the Community and Enterprise Resource Committee in April 2024. To allow for the strategy to take cognisance of the latest Transport Scotland guidance issued in June 2024, consultation on the draft Local Transport Strategy will now be undertaken in Autumn 2024, with the draft LTS to be presented to Committee for approval, potentially, in February 2025. Amber 52
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Report Agenda Item To: Performance and Review Scrutiny Forum Date: 19 November 2024 Prepared by: Chief Executive Subject: Local Government Benchmarking Framework (LGBF) 2022/2023 Results and Action Plan - Update 1. Purpose of report 1.1. The purpose of this report is to:- provide the Forum with the updated Local Government Benchmarking Framework (LGBF) results for 2022/2023 2. Recommendations 2.1. The Forum is asked to approve the following recommendations:- (1) that the updated results, narrative and actions for 2022/2023 be noted; (2) to note that South Lanarkshire Council’s updated LGBF results and explanatory narratives will be published on the performance pages of the Council’s website; and (3) to note that South Lanarkshire’s LGBF Dashboard will be updated. 3. Background 3.1. The core purpose of the LGBF is to make comparisons on spend/cost, performance and customer satisfaction results over several years and also between similar councils. It comprises a suite of performance indicators, collated under the following service headings:- Children’s Services Corporate Services (ie support services) Adult Social Care Culture and Leisure Services Environmental Services Housing Services Corporate Assets Economic Development Climate Change Financial Sustainability 3.2. These headings represent approximately 70% of local authority spend. 3.3. Publication of the LGBF results is a statutory requirement set out by the Accounts Commission in the Direction to local authorities as required by the Local Government Act 1992. It is seen as a key part of Councils’ commitment to Best Value, public performance reporting (PPR) and continuous improvement. 5 57
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3.4. An initial report on the 2022/2023 LGBF results was reported to the Forum, for noting, on 19 March 2024. As is typical at that point in the reporting schedule, information was not available at that time on a significant number of LGBF measures: 28, or 27% of the total. In order to provide members with the fuller picture that is now available, this update report presents all 2022/2023 LGBF results that are now available (listed by the service headings as at para 3.1.), highlighting those results released since the initial report, and setting out commentary and improvement actions against those indicators. The steps and actions identified in the report will not necessarily show immediate improvements - many are long term plans. 4. Results and Key Messages 4.1. The report attached as Appendix 1 presents all the LGBF indicators with results released to date, indicating whether performance in 2022/2023 has improved (↑) or declined (↓) compared with 2021/2022 results, and if performance is better () or worse (X) than the Scottish average in 2022/2023. It also includes explanatory narrative for the movements in performance between 2021/2022 and 2022/2023. (For your convenience, the updated measures are highlighted, in yellow, in Appendix 1.) 4.2. The table below summarises South Lanarkshire Council’s performance: Table 1 – Summary of performance of LGBF Results (as at 23/09/24) KEY: Number (%) of indicators 2020-21 2021-22 2022-2023 South Lanarkshire performance ↑ improving performance in SLC 36 (38%) 39 (39%) 53 (52%) ↓ declining performance in SLC 36 (38%) 53 (54%) 36 (35%) ↔ No change in performance in SLC 2 (2%) 3 (3%) 4 (4%) --- Results/trends not available 21 (22%) 4 (4%) 9 (9%) Comparison with Scottish average ✓ SLC results better than Scottish average 37 (39%) 50 (51%) 51 (50%) X SLC results worse than Scottish average 37 (39%) 43 (43%) 40 (39%) ↔ SLC results same as Scottish average 0 (0%) 2 (2%) 2 (2%) --- Results not available 21 (22%) 4 (4%) 9 (9%) 2020-2021 results as at May 2022 2021-2022 updates results as at 29 Nov 2023 2022-2023 results updated as at 23 September 2024 Note: three new indicators under the Climate change service heading were recommended for inclusion in the LGBF suite in 2022/2023. • Emissions from Transport per Capita • Emissions from Electricity per Capita • Emissions from Natural Gas per Capita 58
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4.3. Across the 102 indicators in the 2022/2023 suite, South Lanarkshire Council’s performance improved against 53 (52%) indicators, remained the same against 4 (4%) indicators, and declined for 36 (35%) indicators. There are 9 (9%) indicators for which the results or trend information is not yet available for 2022/2023, including the Scottish Household Survey (SHS) satisfaction data and educational attendance/exclusions. 4.4. In terms of South Lanarkshire’s figures relative to the Scottish results, performance was better than the Scottish average for 51 (50%) indicators and was worse than the average for 40 (39%) indicators. There are 9 (9%) indicators for which the 2022- 2023 results are not yet available. 5. Publication of the data 5.1. Following this meeting the updated 2022-2023 LGBF results information for South Lanarkshire Council will be uploaded onto the performance pages on Council’s website. 5.2. In addition South Lanarkshire’s LGBF Dashboard will be updated for the results released since March 2024 and the explanatory narratives provided by Resources. 6. Employee Implications 6.1. There are no employee implications. 7. Financial Implications 7.1. There are no direct financial implications arising from this report. To further the work of the Local Government Improvement Service in relation to the LGBF, each Scottish local authority has committed to make a £2,766 (plus VAT) annual contribution, set and approved for a three year period, namely 2021/2022 to 2023/2024. This is to be met from within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications as a result of this report. 9. Other Implications 9.1. There are no risk or other implications associated with the content of this report. 10. Equality Impact Assessment and Consultation Arrangements 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 taken place with Resources in gathering the information and explanations included within this report and appendices. Paul Manning Chief Executive 24 October 2024 59
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Performance and Review Scrutiny Forum Report: LGBF 2022-2023 Results and Action Plan (19 March 2024) List of Background Papers LGBF results 2022-2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Tom Little, Head of Communications and Strategy Extension: 845 4904 (Tel: 01698 454904) Email: tom.little@southlanarkshire.gov.uk 60
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Children's Services CHN01 Cost per primary school pupil £5,963.00 £6,589.00 £6,977.00 £6,863.00 Our cost per primary school pupil has risen in 2022-23 which is slightly above the Scotland average and in line with the family group median. There has been increased expenditure within the primary sector on staff costs as a result of the national pay settlement; additional support for council investment in teachers and classroom support and Children and young people wellbeing including digital inclusion. These cost results give no indication of the quality of education delivered. SLC's results are linked directly to our position in ensuring our level of spending on education is supporting the delivery of a high quality learning experience and environment for all South Lanarkshire’s pupils at all levels of their education. CHN02 Cost per secondary school pupil £7,538.00 £8,230.00 £8,294.00 £8,482.00 The cost per secondary school pupil in South Lanarkshire has increased slightly is again in line with the family group median but is lower than the Scottish Average. The increase can be attributed to a number of areas including the continuing investment in the secondary school estate schools and costs for our PPP contract commitments; costs associated with teachers’ salaries including pay award as well as council investment in staffing supporting Children and young people wellbeing and digital inclusion and continuation of investment in teachers and classroom support in the secondary sector. In isolation this measure gives no indication of the quality of the education delivered. South Lanarkshire’s results are linked directly to our position in maintaining our level of spending on education relative to other local authorities during a challenging economic period. CHN03 Cost per pre-school education place £8,557.00 £10,595.00 £10,589.00 £11,008.00 The cost per pre-school education place in South Lanarkshire has marginally decreased and is lower than the family group median and below the Scottish average for a few main reasons: the reduction in ranking is as a result of the reduced funding received for 1140 expansion due to population as well as our efficiency programme to move to a peripatetic model of ELC teachers across nursery classes and ELC establishments, 5 61
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress similar to other authorities. Actions to improve will include efficient use of resources through our admission process, maximising pupil to staff ratio whilst continuing to provide parental choice and funding follows the child provision. Comparisons between councils enable an informed debate as to why variations exist and where best practice exists and lessons to be learned. Looked at in isolation this measure gives no indication of the quality of the education delivered. CHN04 Percentage of pupils gaining 5+ awards at level 5 69.0% 71.0% 70.0% 66.0% The slight drop in attainment for this measure compared to 2021/2022 data can be attributed to a return to normal after an ‘alternative certification model (ACM)’ spike. Although data reduced by 1% point, South Lanarkshire Council improved in local authority rankings and quartile. CHN05 Percentage of pupils gaining 5 or more awards at level 6 43.0% 41.0% 40.0% 38.0% The slight drop in attainment for this measure compared to 2021/2022 data can be attributed to a return to normal after an ‘alternative certification model (ACM)’ spike. Although data reduced by 1% point, South Lanarkshire Council improved in local authority rankings and quartile. CHN06 Percentage of pupils from deprived areas gaining 5 or more awards at level 5 46.0% 52.0% 52.0% 50.0% The continued trend in attainment for this measure compared to 2021/2022 data is very positive given a return to normal after an ‘alternative certification model (ACM)’ spike. South Lanarkshire Council improved in local authority rankings and quartile. CHN07 Percentage of pupils from deprived areas gaining 5 or more awards at level 6 22.0% 21.0% 25.0% 22.0% The increase in attainment for this measure compared to 2021/2022 data is very positive given a return to normal after an ‘alternative certification model (ACM)’ spike. South Lanarkshire Council also improved in local authority rankings and quartile. CHN08a The gross cost of "Children Looked After" in residential based services per child per week £3,650.00 £3,860.00 £4,241.50 £4,804.00 Local authorities report their total expenditure on Children and Families Services within the Local Finance Return 3. Overall expenditure on Children and Families Services increased, with South Lanarkshire Council spending around £50.7 million in 2022-23 on these services compared to £44.4 million in 2021-22. Costs for “Children Looked After” in a residential setting have 62
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress increased from £3,869 per child per week in 2021-22 to £4,242 in 2022-23, however, South Lanarkshire Council remains below the Scottish rate of spend per child at £4,804. Although South Lanarkshire continue to maintain a good balance of children being looked after in a community setting (89.5%) compared to those being looked after in a residential setting (10.5%), the demand for external residential placements has increased. The annual looked after return shows a 9.5% increase in the number of children looked after in residential placements when comparing the 31 July 2022 position to 2023. The Council has secured Big Lottery funding of £0.132m through Barnardo’s for 2024/25 and 2025/26. This will allow the provision of housing support, whereby young people leaving care are supported by Barnardo’s to manage their tenancy and develop life skills. The funding secured from Big Lottery will cover the costs for this, with 4 young people, with the most complex needs, who are currently in continuing care placements to be initially piloted. CHN08b The gross cost of "Children Looked After" in a community setting per child per week £277.50 £307.00 £340.96 £422.00 Local authorities report their total expenditure on Children and Families Services within the Local Finance Return 3. Overall expenditure on Children and Families Services increased, with South Lanarkshire Council spending around £50.7 million in 2022-23 on these services compared to £44.4 million in 2021-22. Costs for “Children Looked After” in a community setting have increased from £305 per child per week in 2021-22 to £341 in 2022-23, however, South Lanarkshire Council has maintained a position of lower costs than the Family Group and Scottish average, ranking 8th. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children, with continued support to children and young people within the community. South Lanarkshire continue to maintain a good balance of children being looked after in a community setting (89.5%) compared to 63
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress those being looked after in a residential setting (10.5%). CHN09 Percentage of children being looked after in the community 90.43% 90.40% 89.50% 89.20% South Lanarkshire Council’s position remains above the Scottish average and ranking has improved from 12 to 11, despite a slight decrease of 0.09% in our performance. A draft tender for an Intensive Family Support Service has been scoped at circa £1.2m over a three-year period for a provider to work with identified children in residential care, the aim is to return these young people to their family home or alternative options in the community. This reflects South Lanarkshire’s commitment to shift the way care is delivered to Looked After Children from a residential-based to a community–based model. CHN10 Percentage of Adults satisfied with local schools 75.80% 74.70% 72.00% 73.70% This data is from the Scottish Household Survey which is a community based opinion survey. CHN11 Percentage of pupils entering positive destinations 96.2% 96.2% 96.9% 95.9% South Lanarkshire’s positive destination rate is 96.9%, which is a 0.7% improvement from 2021/22 (96.2%) and reflects the destinations of 3650 school leavers. SLC’s rate is above the national rate (95.9%) and is the sixth highest of the 32 LA’s. 1.5% of leavers were classified as unemployed (seeking) a 0.8% improvement from the previous year. 0.4% of young people were in an unknown destination. CHN12a Overall Average Total Tariff 1,009 1,007 987 915 The tariff score is used by individual schools to assess the progress of learners in SCQF qualifications. The overall tariff level in South Lanarkshire in 2021-22 is above the National level and in line with the Family Median. Qualifications are awarded tariff points based on their Scottish Credit and Qualification Framework (SCQF) level. Average tariff scores are calculated from the latest and best achievement of pupils during the senior phase (S4-S6) across a range of awards included in a national benchmarking tool. This offers a wider measure of achievement to consider alongside the narrower LGBF attainment measures (CHN 4 to CHN7). This measure can be influenced by curricular models and the selection of more appropriate routes to positive destinations for young people. CHN13a % of P1, 4, 7 pupils combined achieving 70.0% 71.0% 73.5% 72.7% In 2022/23, 73.5% of pupils in South Lanarkshire achieved the appropriate attainment level. The performance has improved by 64
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress expected Curriculum for Excellence Level in Literacy 2.2% points between 2021/22 and 2022/23. CHN13b % of P1, 4, 7 pupils combined achieving expected Curriculum for Excellence Level in Numeracy 78.0% 79.0% 81.6% 79.6% In 2022/23, 81.6% of pupils in South Lanarkshire achieved the appropriate attainment level. The performance has improved by 2.5% points between 2021/22 and 2022/23. CHN14a Literacy attainment gap P1,4,7 combined - % point gap between the least deprived and most deprived pupils 24.00% 24.40% 22.30% 20.50% In 2022/23 the primary literacy "Closing the Gap" is 22.3% points. This means the Closing the Gap data has improved by 2.1% points between 2021/22 & 2022/23. Closing the Gap and raising attainment remains a key priority. CHN14b Numeracy attainment gap P1,4,7 combined - % point gap between the least deprived and most deprived pupils 19.00% 18.60% 17.70% 17.00% In 2022/23 the primary numeracy "Closing the Gap" is 17.7% points. This means the Closing the Gap data has improved by 1.1% points between 2021/22 & 2022/23. Closing the Gap and raising attainment remains a key priority. CHN17 % of children meeting developmental milestones 82.29% 80.80% 81.90% 82.10% The percentage of children meeting developmental milestones increased from 80.8% 2021-22 to 81.98% in 2022-23, despite this however South Lanarkshire remain below the Scottish Average of 82.1 %. However, this measure looks to compare the percentage of children with 'no concerns' recorded, and the percentage with 'no concerns' recorded but with some domains incomplete or missing. In South Lanarkshire, 95% of children reviewed had meaningful data recorded in all domains compared to Scottish average position of 91%. CHN18 % of funded early years provision which is graded good/better 89.68% 88.55% 85.70% 90.10% Early Years establishments and school nursery classes are inspected both by Education Scotland around the quality of educational provision using Quality Indicators and separately by the Care Inspectorate. The results for 2022-23 show a slight decline in percentage terms compared with the previous year. CHN19a School attendance rate 91.60% ------ 90.00% 90.20% The school attendance rate fell in 2022/23 in South Lanarkshire as schools continued to recover from the impact of Covid-19. Attendance in South Lanarkshire is in line with both the national 65
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress level and the Family Group median. Data is collected every 2 years - the next set of results will be available in 2024/25. CHN19b School attendance rate - looked after children 86.01% ------ ------ ------ Data not yet available - published every 2 years CHN20a School exclusion rates (per 1,000 pupils) 12.57 ------ 18.10 16.60 The school exclusion rate per 1000 pupils for session 20/21 was affected by the continued Covid pandemic and lockdowns by reducing the number of openings for overall attendance of the pupil population and therefore reducing the number of openings for school exclusions. The exclusion rate has risen for session 22/23. However reducing exclusions, particularly among care experienced children, remains a priority for this Council and our own statistics show that for session 23/24 there has been a significant reduction in exclusions for this priority group. CHN20b School exclusion rates (per 1,000 looked after children) 81.57 ------ ------ ------ Data not yet available - published every 2 years CHN21 Participation rate for 16-19 year olds 92.79% 92.31% 95.00% 94.30% South Lanarkshire's performance increased to 95% which is 0-7% above the National Average and the Family Group. A partnership plan to increase the participation rate was developed. The action plan included detailed local tracking arrangements including door knocking to establish destinations and offering support where required. These actions have been in place since June 2022 – and has had a positive impact on the 2022-23 LGBF result. A young person is deemed to be participating when they are actively engaged with an organisation for the purpose of learning, training or work – work includes volunteering. This annual participation measure reports on the activity of the wider 16-19 year old cohort, including those at school. CHN22 % of child protection re-registrations within 18 months 6.47% 5.80% 8.50% 5.60% The position has moved here from 5.8% in 2021-22, to 8.5% in 2022-23, with South Lanarkshire having a higher percentage of child protection re-registrations within 18 months than the Scottish average of 5.6%. Re-registrations up to 24 months since last de-registration are 66
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress monitored quarterly within the Child Protection Committee quarterly report, as per the Scottish Government minimum dataset, and the Data and Quality Assurance Sub-group undertake audit activity on re-registration cases. The local CPC dataset shows that number of re-registrations up to 24 months from 2021-22 to 2022-23 are fairly consistent, however, the numbers of children re-registered within 6 months has actually improved in 2022-23, therefore whilst the national indicator demonstrates an overall increase in the number of re-registrations up to 18 months, local analysis suggests re-registrations are happening later than in previous years which would indicate children are not being deregistered prematurely. CHN23 % Looked After Children (LAC) with more than 1 placement in the last year (Aug-July) 13.96% 15.60% 13.90% 17.20% In South Lanarkshire, the number of children who have had more than one placement in the last year has improved from 15.6% in 2021-22 to 13.9% in 2022-23. South Lanarkshire are performing better than the Scottish average position of 17.2% and ranking has improved from 13 to 10. South Lanarkshire strive to be the best corporate parents they can be for those children and young people whose needs are best served by being in care. Placement stability and consideration of the most effective means of securing long term stability for a child is at the forefront of our decision making. CHN24 Percentage of children living in poverty (After Housing Costs) 19.6% 22.8% 23.6% 21.8% In 2022/23 South Lanarkshire has a higher percentage of children living in poverty (after housing costs) compared to the Scottish average. The family group average for this indicator is 25.8% and South Lanarkshire has the lowest percentage within the family group. A Child Poverty Commitment document has been published that outlines the reach of work to mitigate child poverty across South Lanarkshire’s key strategies and workstreams. This approach is underpinned by a suite of indicators that are tracked on an annual basis to determine impact of the work. •Percentage of children (0-15) living in relative poverty (after housing costs) •Percentage of children in low-income families (before 67
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress housing costs) •Percentage of households with children not managing well financially (over the previous 12 months) •Percentage of children living in families that are unable to afford the bare necessities •Percentage of fuel poor households An outcome focussed action plan is in place and managed by child poverty partners which helps to monitor both the range of activity and outcomes achieved. The reporting of activity contained within the plan forms the basis for the annual Local Child Poverty Action Report. The next iteration of the report is due September 2024. Climate Change CLIM01 CO2 Emissions area wide per Capita 4.13 4.54 ------ ------ Data not yet available CLIM02 CO2 Emissions area wide: emissions within scope of Local Authority (LA) per Capita 3.34 3.73 ------ ------ Data not yet available CLIM03 Emissions from Transport per Capita (New) 20.55 18.82 23.69 27.67 This indicator records the annual carbon dioxide emissions from Transport per 1,000 population (in tonnes) with the local authority area. The 2022/23 data shows an increase in transport emissions from the previous year. This can be attributed to the rebound in the amount of travel following the travel restrictions of the Covid pandemic. The figure for South Lanarkshire has fallen by 12.5% since the baseline year of 2017/18 and is below the Scottish average of 27.67 tonnes. CLIM04 Emissions from Electricity per Capita (New) 45.55 43.78 39.70 43.46 This indicator records the annual carbon dioxide emissions from Electricity per 1,000 population (in tonnes) with the local authority area. Emissions from electricity have fallen significantly in recent years largely due to the decarbonisation of the grid. The figure for South Lanarkshire has fallen by 52.1% since the baseline year of 2017/18 and is below the Scottish average of 43.46 tonnes. CLIM05 Emissions from Natural Gas per Capita (New) 75.31 74.14 74.59 57.23 This indicator records the annual carbon dioxide emissions from Natural Gas per 1,000 population (in tonnes) with the local 68
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress authority area. Emissions from gas have fallen in recent years largely due to the decarbonisation of the gas network. The figure for South Lanarkshire has fallen by 2.8% since the baseline year of 2017/18 but is above the Scottish average of 57.23 tonnes. The higher figures for South Lanarkshire can be attributed to some large industrial gas users being located within the area and a high percentage of housing being located on the gas grid. Corporate Asset CORP -ASSET1 Percentage operational buildings that are suitable for their current use 96.41% 94.73% 95.30% 86.10% Continued implementation of the Council’s asset management strategy and plans has resulted in a clear focus in optimising Council buildings to ensure they are suitable. The table indicates 95.3% of properties support delivery of services in terms of suitability, a slight increase from 94.7% in 2022 and reflects the changing nature of the Council’s service requirements. CORP -ASSET2 Percentage internal floor area of operational buildings in satisfactory condition 87.78% 88.12% 88.90% 89.70% Despite the current financial climate and reduced funding to Scottish Local Authorities, the figures show that, through programmes of Prioritised Capital Investment, Schools Lifecycle Investment and Planned Preventative Maintenance, performance remains positive for the majority of categories of property. The limitations placed on budgets will provide challenges to sustained performance going forward. We will continue to challenge the requirement for our assets, retaining only those that support our strategic objectives, in order to establish a core estate. Corporate Services CORP01 Support services as a percentage of total gross expenditure 3.59% 3.87% 3.80% 4.00% There has been a small decrease in the cost of support as a percentage of total budget – this is a combination of an increase in support costs and also an increase in the total budget. These result in an overall minor decrease in the percentage. CORP03 b The percentage of the highest paid 5% employees who are women 55.27% 56.71% 59.60% 58.90% There has been an increase in the proportion of women in the top 5% earners in the Council between 2021-22 and 2022 -23. We continue to work in line with our current policies and processes to ensure that our female employees at that top end (which can shift depending on where the 5% falls), are being progressed appropriately. Our picture is improving year on year and we need to keep a focus on that along with the work that we continue to do in line with our equalities duties. 69
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress CORP03 c The gender pay gap 4.83% 4.00% 3.20% 2.50% We continue to monitor pay and grading to ensure appropriate action to address any inconsistencies. This includes job evaluation exercises which have resulted in improved rates of pay. Actions We will continue to monitor gender and pay gap information and take action as required. We continue to plan and implement actions in partnership with trades union representatives in line with the principles of ‘Delivering a fairer future'. CORP04 The cost per dwelling of collecting Council Tax £6.63 £7.35 £6.38 £6.84 The cost of collecting council tax per dwelling in 2022-23 has decreased compared to 2021-22 due to an increase in income from cases progressing to summary warrant. The cost of collecting council tax will continue to be managed closely through regular monitoring and reporting of expenditure in this area. CORP06 a Sickness absence days per teacher 5.12 7.24 7.40 6.80 The number of days lost due to sickness has increased compared to 2021-22, due to an increase in the number of short-term absences. For Q1 and Q2 the absence rate was the same or lower than the previous year, however there was an increase in the third quarter, which impacted the overall figure for the year. This was attributed to an increase in short term absence during this quarter. Actions: The HR team continue to monitor absences and have had a focus on short term absence. Specific service areas were reminded of the actions required to reduce short term absences through targeted sessions and training. CORP06 b Sickness absence days per employee (non teacher) 10.11 12.98 13.90 13.20 The number of days lost due to sickness has increased compared to 2021-22, due to an increase in the number of short-term absences. For Q1 and Q2 the absence rate was the same or lower than the previous year, however there was an increase in the third quarter, which impacted the overall figure for the year. This was attributed to an increase in short term absence during this quarter. Actions: The HR team continue to monitor absences and have 70
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress had a focus on short term absence. Specific service areas were reminded of the actions required to reduce short term absences through targeted sessions and training. CORP07 Percentage of income due from Council Tax received by the end of the year 95.55% 96.19% 97.00% 96.20% The improved collection rate is largely due to the cost of living payment of £150 applied to council tax accounts for low income households in 2022-23. South Lanarkshire’s performance continues to be better than the Scottish average. Work to maximise council tax income collection will continue in 2023-24, utilising all available recovery methods. CORP08 Percentage of invoices sampled that were paid within 30 days 90.70% 92.94% 91.80% 90.60% Although South Lanarkshire's performance fell slightly in 2022-23 compared with the previous year, the result continues to be better than the Scottish average. Finance staff proactively discuss issues with Resources on a regular basis and work together to improve performance. CORP09 % of Crisis Grant decisions within 1 day 97.75% 99.00% 97.80% 91.80% Crisis Grant application volumes continue to match the unprecedented levels experienced during the Covid pandemic with the council continuing to ensure processing timescales remained within target levels. Although the percentage of decisions made within target was slightly down compared to 2021-22, at 97.8% it was still well above the national benchmark. Actions: The timescales for processing Crisis Grants will continue to be monitored closely through regular reporting, ensuring adequate resources are allocated to process these applications. CORP10 % of Community Care Grant (CCG) Grant Decisions within 15 days 98.25% 97.50% 97.80% 87.30% Although Crisis Grants applications continue to be received at unprecedented levels and are prioritised for processing given the emergency need for financial assistance, the percentage of Community Care Grants decisions made within 15 days remained exceptionally high at 97.8% and slightly above 2021-22 performance. Actions: The timescales for processing Community Care Grants will continue to be monitored closely through regular reporting, ensuring adequate resources are allocated to process these applications. CORP11 The percentage of 110.08% 181.57% 164.80% 130.00% The increased proportion of SWF expenditure in 2022-23 when 71
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Scottish Welfare Fund (SWF) Budget Spent compared to the Scottish Government SWF funding allocation is due to additional discretionary funding allocated by the Council to the SWF from the Local Authority Covid Economic Recovery (LACER) fund. This supplemented the initial SWF budget allocation received from Scottish Government in 2022-23. Actions: The administration of the SWF will continue to be monitored closely and reported on a regular basis to ensure effective financial management of the fund. CORP12 The percentage of Discretionary Housing Payments (DHP) Funding Spend 108.18% 101.94% 104.80% 94.40% South Lanarkshire continues to spend the budget it receives with performance well above the Scottish average. Actions: The administration of DHP funding will continue to be monitored closely and reported on a regular basis to ensure effective financial management of the fund. Culture & Leisure Services C&L01 Cost per attendance at sports facilities £54.05 £6.30 £4.50 £4.89 The cost of attendance has dropped by £1.80 to £4.50 which is below the Scottish average (£4.89). Although still within the third quartile we have moved up one place in the ranking from 18 to 17. More importantly, attendances have increased by 65% on 2021/22. As we work to develop new ways of delivering services and adapt in these challenging times, we anticipate a slower but continued growth. As part of an Asset Review which is currently underway some services may be streamlined which will help keep costs low yet minimise any impact on customers. C&L02 Cost per library visit £6.09 £5.07 £3.62 £2.81 There has been a drop of £1.40 in the cost per library visit, although this remains above the Scottish average and no change to our ranking or quartile. However, library attendances have increased by 49% on the previous year, with virtual attendances now overtaking physical attendance figures, this trend is expected to continue in 2023/24. As part of an Asset Review which is currently underway some services may be streamlined which will help reduce costs further and with the shift to a higher proportion of virtual customers any impact should be minimal. C&L03 Cost of museums per £13.49 £3.75 £2.47 £3.07 At £2.47 per visit, we are 60pence lower than the Scottish 72
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress visit average and this puts us in the second quartile, rising in rank from 10 to 9. Attendances have improved by over 44% on 2021/22 and have exceeded (pre-covid) 2019/20 attendances by 11%. There is a change in customer behaviour with more virtual visitors accessing services online and we anticipate this, and overall attendances, will continue to grow. C&L04 Cost of parks and open spaces per 1,000 population £32,076 £31,458 £31,063 £23,311 The cost of parks and open spaces per 1,000 population in 2022/23 was £31,063. This is an improvement (reduction) from the previous year (£31,458) but remains higher than the Scottish average of £23,311. SLC work to a high output specification on all council land and all maintenance operations including, general open spaces, parks, sports areas, golf courses, bowling greens, care of gardens, back courts and cemeteries, and of which are included within the overall net controllable expenditure. SLC operate with a large fleet of both cut and collect and cut and drop ride-on mowers as well as a large fleet of tractors with batwing mowers to ensure our grass is maintained: in excess of 10 million m2 is cut on 14-18 occasions throughout the summer season. We maintain 6 golf courses which are high maintenance areas requiring specialist skills and machinery to ensure they are of the highest possible standard. Likewise, we have a number of high maintenance bowling greens. We maintain 3000 residents’ gardens on behalf of Housing service via the care of gardens service. We have 55 cemeteries spread throughout South Lanarkshire that are maintained to the highest standard - we appreciate what they represent to the local community. Notably, South Lanarkshire was shortlisted as an APSE Finalist for Parks and Grounds as best and most improved performer in 73
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress 2022. C&L05a Percentage of adults satisfied with libraries 69.23% 67.30% 66.30% 71.00% SLC has dropped 1% on our 21/22 satisfaction rates and 4.7% below the Scottish average, however when taken in the context of the ‘family grouping’ SLC sits 1.8% above the average for library services. It should also be noted that the household survey does not necessarily mean those completing the survey have used our services. SLLC conducted a Customer Satisfaction Survey in 22/23 to assess actual service delivery, nearly 3,000 customers responded (12% of members across services), with very positive feedback saying - service delivery 95%, staff performance 97% and value for money 95%. C&L05b Percentage of adults satisfied with parks and open spaces 79.43% 83.00% 86.70% 87.30% Although the percentage is slightly below the Scottish average, within South Lanarkshire satisfaction has improved from 83% in 2021-22 to 86.7% in 2022-23, this also resulted in an improvement in our ranking from 24 to 19. C&L05c Percentage of adults satisfied with museums and galleries 64.70% 65.70% 66.30% 71.30% SLC saw an improvement of 0.6% in 2021/22 satisfaction rates although we remain 5% below the Scottish average. When taken in the context of the ‘family grouping’ SLC sits 7.4% above the average for museum services. It should also be noted that the household survey does not necessarily mean those completing the survey have used our services. SLLC conducted a Customer Satisfaction Survey in 2022/23 to assess actual service delivery, nearly 3,000 customers responded (12% of members across services), with very positive feedback saying - service delivery 95%, staff performance 97% and value for money 95%. C&L05d Percentage of adults satisfied with leisure facilities 68.27% 68.00% 69.70% 71.00% SLC saw an improvement of 1.7% on 2021/22 satisfaction rates although we remain 1.3% below the Scottish average, however when taken in the context of the ‘family grouping’ SLC sits 7.4% above the average for sport and leisure services. It should also be noted that the household survey does not necessarily mean those completing the survey have used our services. SLLC conducted a Customer Satisfaction Survey in 2022/23 to assess actual service delivery, nearly 3,000 customers responded (12% of members across services), with very positive feedback saying - service delivery 95%, staff performance 97% and value for money 95%. 74
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress Economic Development ECON01 Percentage of unemployed people assisted into work from council funded/operated employability programmes 5.54% 22.04% 12.90% 12.90% The percentage of unemployed people supported into employment by SLC employability programmes has reduced from 22% in 21/22 to 12.9%. This reflects the more buoyant labour market which has enabled higher numbers of unemployed people to find work without support. The figures also reduced due to the ending of the Kickstart and LTU programmes which directly recruited unemployed people into work in 21/22. ECON02 Cost of planning and building services per application £4,334.00 £4,695.00 £5,410.00 £5,538.00 The overall cost of Planning and Building Standards per application increased from £4,695 in 2021/22 to £5,410 in 2022/23 which is below (better than) the Scottish average (£5,538). Total income across the service fell from £4.01m to £3.49m. The period saw a small drop in the number of applications received and significant turnover in staff which meant the service was not fully resourced at any point during 2022/23. Nevertheless, South Lanarkshire’s service costs in this area remain better than the Scottish average. ECON03 Average time per business and industry planning application (weeks) 16.75 Wks 20.59 Wks 22.90 Wks 12.00 Wks The average time for processing business/industrial planning applications in South Lanarkshire increased from 20.59 weeks in 2021/22 to 22.9 weeks in 2022/23. This remains higher (worse than) the Scottish average of 12.0 weeks. Through 2022/23 a number of “legacy” applications were decided which impaired the overall processing times. Clearing this backlog of applications, which were effectively on hold as further information was being sought from applicants, should result in improved performance against this indicator in the future. Additional resources have also been brought into the Planning Service which will positively impact on the processing of planning applications. ECON04 Percentage of procurement spend on local enterprises 17.0% 18.2% 18.1% 29.6% Percentage of spend on local enterprises increased from 17% in 2020/21 to 18.2% in 2021/22 and has broadly maintained that improved level through 2022/23 at 18.1%. It does however remain significantly lower than the Scottish average of 29.6%. Construction is an area of high spend where opportunities to improve local spend has been sought. The impact of high inflation in the construction sector and the challenges across the 75
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress public sector on delivering large scale construction projects has reduced some opportunity at a local level. The perceived complexity of public sector procurement and the required investment in completing tender submissions is deterring some small businesses that might lack sufficient administrative resources. There are a greater proportion of smaller enterprises in South Lanarkshire which increases the challenge in increasing and improving this measure. Supplier engagement and promotion of the free to access support, continues to encourage participation in tendering exercises. ECON05 No of business gateway start-ups per 10,000 population 8.95 15.71 16.20 14.30 The number of business gateway start-ups per 10,000 population has continued to grow from 8.95 in 2020/21 to 15.71 in 2021/22 and 16.20 in 2022/23. This remains higher (better than) the Scottish average of 14.3. Economic Development continue to work with the Lanarkshire Business Gateway to increase business start-up and sustainability. The revised Business gateway management arrangements from March 2024 should further enhance delivery and efficiency for businesses. ECON06 Investment in Economic development and Tourism per 1,000 population £44,293 £74,111 £70,043 £109,349 Investment in Economic Development and Tourism per 1,000 population in South Lanarkshire stabilised in 2022/23 at £70,043. This level of spend is less than the Scottish Average of £109,349. Less expenditure in these services however is not necessarily an indicator of efficiency or value for money, since some authorities as a result of council policy decisions, choose to invest more resources into Economic Development and Tourism. It has been a particularly challenging period for the sector as difficulties around staff recruitment and retention have disproportionately impacted the industry. ECON07 Percentage of people 20.80% 12.50% 10.00% 9.40% The figures that correspond to the year for reporting (Office for 76
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress earning less than the living wage National Statistics, Annual Survey of Hours and Earnings 2022) indicates that 10% of employees in South Lanarkshire currently earn less than the living wage. The percentage of employees earning less than the living wage in South Lanarkshire (10%) continues to run above the Scottish average (9.4%), the benchmark for this measure. The Community Planning Partnership Living Wage group continues to promote the Living Wage across South Lanarkshire. For example, events and communications promoting the Living Wage including participating in the Living Wage week; supporting 15 local employers with their accreditation fees; and celebrating the 100th employer who started paying the Living Wage. ECON08 Percentage of properties receiving superfast broadband 96.20% 97.00% 97.60% 95.50% In 2022/23, 97.60% of properties in South Lanarkshire had access to high-speed broadband and speeds greater than 30 Mbps. This figure continues to rise slowly and remains above the Scottish average of 95.50%. The majority of the 2.40% of properties not yet able to access high speed broadband are located within rural areas. These properties are either included within the Scottish Governments R100 investment Programme and projected to receive full fiber connection by 2026 or are too difficult or expensive to connect to an existing network and are then eligible for Scottish Broadband Voucher Scheme to help find alternative solutions. ECON09 Town vacancy rates 8.80 9.85 14.00 12.00 There has been an increase in town centre vacancy rates and this is due to the high levels of vacancies in Hamilton and East Kilbride Shopping Centers as a result of the challenges that they are facing. However, overall vacancy rates have held up well under the recent pressures. Work being done through the East Kilbride and Hamilton masterplans are expected to improve vacancy rates over the life of the masterplans. ECON10 Immediately available employment land as a % total land allocated 37.47% 12.73% 12.10% 22.80% This figure has reduced slightly against the 2021-22 figure and is significantly lower than the Scottish average, however work is being undertaken to identify and increase the available 77
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress for employment purposes in the local development plan employment land. ECON11 Gross Value Added (GVA) per capita £18,821 £19,400 £20,624 £27,039 The performance for South Lanarkshire shows a modest improvement when compared with the rest of Scotland. This is a positive outcome particularly in light of the challenges faced across a number of our key sectors which faced acute economic challenges at the time. As examples the construction industry was facing unprecedented construction inflation and both the food and drink sector faced challenges recruiting and retaining staff as the impacts of Brexit. This combined with the decline of the key retail areas in our town centres means that the slight improvement in performance shows the strength of other aspects in the economy and the resilience of our business base. ECON12 a Claimant Count as % of Working Age Population 6.3% 4.7% 3.2% 3.2% The SLC clamant count as a percentage of the population has fallen to 3.2 % from 4.7% the previous year. This is the same as the national figure and reflects the tighter employment market during 2022/23 with an increased availability of vacancies as the economy recovered after covid. ECON12 b Claimant Count as % of 16-24 Population 7.83% 5.30% 3.50% 3.60% The claimant count for 16-24 year olds is 3.5% which is lower than the Scottish rate and lower (better) than the result in 2021/22 Environmental Services ENV01a Net cost of waste collection per premise £81.97 £86.51 £83.52 £79.20 The net cost of waste collection per premises in South Lanarkshire reduced to £83.52 in 2022/23. This is slightly higher(worse) than the Scottish average of £79.20 but it is an improvement on the previous year, when the figure was £86.51. The overall ranking position has also improved to 21st from 25th in 2021/22. The higher costs reflect the Council’s continued position to provide a range of services free of charge to residents. Unlike the majority of councils in Scotland, South Lanarkshire offers each household a free bulk uplift each year. The Council also does not charge for garden waste bin collections. Chargeable garden waste uplifts are becoming increasingly more common in Scotland and allow councils who implement a charge to offset 78
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress collection costs. The Council also provides free compostable bags to residents whilst the majority of councils do not. ENV02a Net cost of waste disposal per premise £113.48 £113.57 £100.65 £99.76 The net cost of waste disposal per premises in South Lanarkshire reduced to £100.65 in 2022-23. This is an improvement on the previous two years. The overall ranking position also improved from 20th in 2021/22 to 15th in 2022/23. The net cost of waste disposal per premise is slightly higher than the Scottish average of £99.76 but this reflects the fact that the Council does not send non-recyclable waste to landfill. Costs to thermally treat non-recyclable waste are higher than sending the material to landfill. It does mean though, that the Council has a higher landfill diversion rate than local authorities that are still in the process of procuring a solution to the forthcoming ban on the landfilling of biodegradable municipal waste. ENV03a Net cost of street cleaning per 1,000 population £16,020.00 £17,640.00 £19,632.00 £16,068.00 The costs associated with our street cleaning operations increased to £19,632 in 2022/23. The figure is above the Scottish average of £16,068, and South Lanarkshire ranks in 28th place out of all the local authorities. The higher costs associated with our street cleaning operation are attributed to the high levels of services that we provide: graffiti removal, street cleaning including shifts, fly tipping uplift, fly posting removal, blood spills, hypodermic needle uplift, dead animal uplift and both the large and smaller mechanical sweeping fleet that we utilize. This equipment performs an essential and legislatively required service including the removal of detritus from roads/channels, (COPLAR) Since the Litter Strategy was approved in 2022, work has been ongoing with regards to making changes to reduce the impacts and costs associated with fly tipping and general littering. A new litter action steering group which includes service reps across the Council have been working on a litter action plan to tackle these issues. This will hopefully have an environmental impact and a subsequent decrease in spend across the area. 79
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress ENV03c Street cleanliness score 94.05% 92.10% 92.30% 90.60% South Lanarkshire Council continues to score higher for its street cleansing service than the Scottish average (90.6%), with 92.30% of streets surveyed found to be of an acceptable standard. This is a slight increase from 92.10% in 2021/22. South Lanarkshire Council also scored slightly higher than the Club 3 (local authority benchmarking club) average which is 92.20%. ENV04a Cost of roads per kilometre £20,056.00 £19,295.00 £16,828.00 £12,844.00 Spend per kilometre of road has decreased compared to the previous year (from £19,295 in 2021/22 to £16,828 in 2022/23). This is partly due to less funding being allocated to carriageway resurfacing as we look to balance any available funding across all our key asset groups. The spending figure also varies year upon year dependent on the level of City Deal project spend. In 2022/23, South Lanarkshire has moved from the 7th to the 11th highest investing local authority per kilometre of road. The level of spend in South Lanarkshire remains higher than the Scottish average, reflecting the council’s decision to continue to invest in our road network. It should be noted that the industry is currently encountering significant construction inflation and as a result projects are costing much more than before, and the equivalent scale of works are not presently possible with the same level of investment. ENV04b Percentage of A class roads that should be considered for maintenance treatment 23.90% 23.99% 23.90% 27.40% There has been a marginal improvement in the condition of A Class roads in South Lanarkshire although the condition trend could be described as static. Due to continued high levels of construction inflation projects are costing much more than before, and the equivalent scale of works are not presently possible with the same level of investment. Positively however, the condition of the A Class network in South Lanarkshire remains better than the Scottish average. ENV04c Percentage of B class roads that should be considered for maintenance treatment 26.20% 25.62% 26.10% 31.50% There has been slight regression in the condition of B class roads in South Lanarkshire however their condition remains a substantial 5.4% better than the Scottish average. 80
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress ENV04d Percentage of C class roads that should be considered for maintenance treatment 37.60% 34.91% 35.60% 32.70% There has been regression in the condition of C class roads in South Lanarkshire and their condition falls below that of the Scottish average. ENV04e Percentage of U (unclassified) roads that should be considered for maintenance treatment 30.50% 29.91% 31.60% 36.40% Unclassified roads make up a sizeable proportion of the road network in South Lanarkshire. In 2022-23 we have noted a regression in their condition however this remains 4.8% better than the Scottish average. ENV05a Cost of Trading Standards, Money Advice & Citizen Advice per 1,000 population £2,911.00 £3,464.00 £2,970.00 £7,060.00 The cost of Trading Standards per 1,000 population in 2022/23 reduced from the 2021/22 level due to difficulties in recruiting Officers. Vacancies were filled in 2023 and it is anticipated costs will return to the level seen in 2021/22 when 2023/24 figures are available. However, South Lanarkshire service costs are still expected to remain well below the Scottish average. Despite costs being below the Scottish average, the service provides a good level of protection for local consumers. ENV05b Cost of environmental health per 1,000 population £12,549.00 £13,280.00 £12,404.00 £15,239.00 The cost of environmental health per 1,000 population decreased slightly in 2022/23, compared to the previous year, due to vacancies and continues to remain well below the Scottish average. Costs are expected to return to previous levels following recruitment during 2023. Despite costs being below the Scottish average, the service provides a good level of public health protection for local communities. ENV06 The percentage of total household waste arising that is recycled 40.48% 40.40% 41.00% 43.30% The percentage of total household waste that is recycled increased (improved) slightly in 2022/23 compared to the previous year but at 41% it is still below the Scottish average of 43.3%. 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 than in 81
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress individual wheeled bins. This has a major impact on the amount of good quality recyclable material collected which negatively affects the Council’s household recycling rate. It is also worth noting that, unlike a number of other councils, South Lanarkshire Council still accepts ‘black bag waste’ in bulk uplifts. This disincentivises residents from sorting their household waste and has a further a detrimental impact on recycling rates. ENV07a Percentage of adults satisfied with refuse collection 81.50% 84.30% 85.30% 78.00% The percentage of adults satisfied with refuse collection is taken from the Scottish Household Survey. The figure of 85.3% is higher than the Scottish average of 78% and an improvement on the previous year. It places South Lanarkshire in the second quartile for performance. ENV07b Percentage of adults satisfied with street cleaning 60.33% 61.70% 61.70% 58.30% Satisfaction rate has remained steady at 61.7%, however the ranking has improved to 16 (from 17) and is higher than the Scottish average. Results from the consultation during the development of the Litter Strategy gave a positive picture of the satisfaction with the Strategy and this is encouraging for moving forward with our future plans and initiatives. Financial Sustainability FINSUS0 1 Total useable reserves as a % of council annual budgeted revenue 18.33% 14.74% 20.87% 24.50% The council has seen an increase in useable reserves as a percentage of Council budget. This reflects an increase in the level of useable reserves (significantly as a result of the new accounting arrangements for Service Concessions) and an increase in the council’s annual expenditure Budget, meaning that arithmetically, the percentage of useable reserves to annual budget increases. The important factor to consider is the purpose and use of reserves, and the fact is that the council is clear on what reserves we have, and the purpose of them. The use of Loans Fund Review and Service Concession Reserves will affect the figures for the next few years as they are used to support the Council's financial strategy. The key factor is that the reserves are sufficient. FINSUS0 Uncommitted General 1.64% 1.50% 1.45% 3.20% The value of the Council’s Uncommitted General Fund balance 82
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress 2 Fund Balance as a % of council annual budgeted net revenue has not changed from 2019/20. 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 does change due to external factors including government grant ringfenced for specific purposes. The Council’s position on Reserves will be included in the Revenue Budget Strategy. FINSUS0 3 Percentage of Financing Costs to Net Revenue Stream- General Fund 5.32% 5.18% 4.47% 5.40% This ratio shows a reduction in the General Fund’s ratio of financing costs to net revenue stream. The overall reduction reflects a reduction in financing costs mainly due to a change in how we account for the Council’s schools PPP project combined with an increase in income (Council Tax, NDR and Non Ring Fenced Government Grants). The position reflects the product of strategic, sustained capital investment in schools and roads over more than twenty years. FINSUS0 4 Percentage of Financing Costs to Net Revenue Stream- Housing Revenue Account 16.31% 16.04% 13.98% 21.30% This ratio shows a reduction in the HRA’s ratio of financing costs to net revenue stream. The overall reduction reflects a reduction in loan charges combined with an increase in income (Rents). The position reflects the product of strategic, sustained capital investment in the Council’s housing stock. FINSUS0 5 Actual outturn as a percentage of budgeted expenditure 100.00% 100.00% 100.00% 98.60% The outturn reflects that the council reported a breakeven position after all transfers to reserves. The SLC position is consistent across years, but movement in other councils' figures may result in a change to our ranking going forward. Housing Services HSN01b Gross rent arrears (all tenants) as at 31 March, as a percentage of rent due for the reporting year 8.26% 8.91% 8.70% 9.60% Resource target achieved and significantly lower than Scottish average. A range of supports measures continue to assist tenants facing financial hardship. Arrears have increased over the last three financial years which reflects the pressure on rent collection due to the overall economic position. The Council will continue to set affordable rents and provide advice. Performance continues to be routinely monitored with a number of improvement actions identified. HSN02 Percentage of rent due in the year that was lost due to voids 0.42% 0.60% 0.60% 1.70% Performance over the past two years has remained consistent and the Resource continues to focus on void management to minimise void rent loss with a number of improvement actions 83
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress identified. Performance in this area has been consistent among the best in Scotland compared to other LAs . In the past three years we have had either the lowest or second lowest void rent loss and well below the Scottish average. HSN03 Percentage of dwellings meeting Scottish Housing Quality Standards 93.50% 78.32% 79.70% 70.90% Performance decreased during 2022/23 due to the inclusion of Fixed Electrical Testing and Tolerable Standards as directed by Scottish Housing Regulator. This has been evident across other Local Authorities with the Scottish average also decreasing. Revised process being implemented to gain access to properties where access has not been achieved. HSN04b Average number of days taken to complete non emergency repairs 13.07 days 11.76 days 11.60 days 9.70 days The improved performance in this area, whilst still above the Scottish average, 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 2023-24 to support the reduction of the average time taken although the council's focus will continue to be on quality rather than speed of service. HSN05 Percentage of council dwellings that are energy efficient 93.88% 98.64% ------ ------ The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2045. In advance of the new national indicators, a review of housing stock is underway to determine the additional energy measures required to achieve energy efficiency and carbon reduction requirements within the council’s housing stock. Social Work Services SW01 Home Care costs per hour for people aged 65 or over £25.50 £30.47 £29.86 £30.45 Home Care costs per hour decreased in 2022-23 compared with 2021-22, which is rated as an improvement. In South Lanarkshire Home Care costs per hour are less than the Scottish average of £30.45 and lower than the Family Group average of £30.36. There was a 12% increase in the costs in South Lanarkshire in 2021-22 from the previous year, reflecting an 84
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress agreement to invest in an additional 4,000 hours in the service in response to the demands of COVID and to support service developments including new technology enabled properties at Blantyre LIFE and the creation of the Home First reablement service. Following this period of intense development, the costs per hour reduced slightly in 2022-23 as recruitment challenges within social care prevented the service recruiting to the remaining 1,564 of additional hours by March 2023. SW02 Self Directed Support (Direct payments and managed personalised budgets) spend on adults 18+ as a percentage of total social work spend on adults 18+ 3.78% 3.98% 6.70% 8.70% Self-Directed Support (Direct payments and managed personalised budgets) spend on adults 18+ as a percentage of total social work spend on adults 18+, in South Lanarkshire has increased by almost 70% from 2021-22 to 2022-23, resulting in South Lanarkshire’s ranking improving significantly from 24 to 13. This indicator highlights only the social work spend allocated via Direct Payments, Personalised Managed Budgets and Individual Service Fund (ISF) - options 1 and 2. It does not recognise local authority managed services - option 3, which provide a legitimate choice for individuals or a default position in the legislation for individuals who do not wish to exercise their right to choose. Drivers behind this improvement include: • A review and update of public facing SDS information to promote all four SDS options. • Establishment of a Commissioning and Quality Assurance Team. • Establishment of an SDS Review Team. • Upskilling of the Care at Home staff to complete the Living the Life you Choose assessment and offer the four SDS options to service users. • Placing self-directed support at the heart of day services following the recent review of the service, to give service users greater choice, flexibility, and control over their care. Whilst improvement has been made during this reporting period, it should be noted that wider pressures - most notably in relation 85
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress to workforce supply and the financial challenges facing social care - will continue to be influential. SW03a Percentage of people aged 65 and over with long-term care needs receiving personal care at home 63.88% 61.89% 61.00% 61.50% South Lanarkshire performance decreased from 61.89% in 2021-22 to 61% in 2022-23 which is similar to the Scottish average position of 61.5%. However, this indicator excludes individuals who are assessed and waiting for a service which currently accounts for approximately 1,500-2,000 hours each week. The introduction of Home First throughout South Lanarkshire is supporting the strategic vision to maximise the independence of service users, improving individual outcomes, and in doing so, reducing the reliance on statutory services. It provides short-term multi-disciplinary reablement and rehabilitation support with a focus on maximising individual choice and control for people at home, or as close to home as possible. The programme was successful in the Integrated Care category in the 2022 Scottish Health Awards which recognises excellence across health and social care services. As well as the introduction of Home First a modernisation programme of the Care at Home service has progressed to respond to service demand and the increasingly complex needs of service users which has included: the establishment of a scheduling and response team; a new electronic scheduling system; transfer of the Out of Hours support function from Emergency Social Work Services to Care at Home; redesign of co-ordination roles to reflect changing responsibilities; enhancing the assessment and care management function; and targeted recruitment campaigns. Response to demand as well as an accelerated programme of installation saw an increase in assistive technology throughout 2022-23. For example, 4,151 telecare items and 3,163 Digital IP Alarms were installed with 24% of hospital discharge referrals supported through the Home First telecare pathway which 86
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress ensured installation within 24 hours of referral being received. SW04b Percentage of adults supported at home who agree that their services and support had an impact in improving or maintaining their quality of life ------ 80.00% ------ ------ Data not yet available SW04c Percentage of adults supported at home who agree that they are supported to live as independently as possible ------ 82.16% ------ ------ Data not yet available SW04d Percentage of adults supported at home who agree that they had a say in how their help, care or support was provided ------ 65.58% ------ ------ Data not yet available SW04e Percentage of carers who feel supported to continue in their caring roles ------ 28.70% ------ ------ Data not yet available SW05 Residential cost per week per resident for people aged 65 or over £659.00 £755.00 £697.00 £684.00 This measure relates to the average net cost to the council. South Lanarkshire had a spend of £697 per week in 2022-23 compared to the Scottish average of £684. Within the LGBF family group costs range from £442 to £992. The performance of each council is influenced by demographics and contributions made by service users. The cost of care also increases year on year with changes to the national care home rate. There are currently variable costs for care homes across Scotland and it is anticipated that the review of the National Care Home Contract (NCHC), which has not been revised since 2013, will standardise some of this. Although it should be noted that 87
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress the NCHC rate will not equate to the net cost per resident, it will impact only on local authority funded residents who are in private and voluntary care homes, whilst others will continue to pay a proportion of their care home fees. SW06 Rate of readmissions to hospital within 28 days per 1,000 discharges 111.82 106.27 98.50 101.70 The rate of readmissions in South Lanarkshire decreased again this year from 106.27 per 1,000 in 2021-22 to 98.50 in 2022-23 and we continue to perform better than the Scottish average. Information on the six areas of the Health and Social Care Delivery Plan are monitored monthly and formally reported on a quarterly basis to the Social Work Committee (alongside the Integration Joint Board). SW07 Percentage of care services graded 'good' or better in Care Inspectorate Inspections 80.10% 76.08% 77.00% 75.00% The proportion of care services graded 'good' or better in Care Inspectorate Inspections decreased nationally from 75.8% in 2021-22 to 75% in 2022-23. However, South Lanarkshire saw an increase from 76.08% in 2021-22 to 77.0% in 2022-23. This performance has resulted in South Lanarkshire's ranking improving significantly from 26 to 17. More regular inspection activity resumed in 2022-23 following the agreed pause in the programme during COVID-19. Fifty-six inspections were completed across all care services in South Lanarkshire during this period with in-house inspections of adult care homes, children’s houses, fostering and adoption services. The council has continued to implement improvement actions from inspections with regular reports to the Social Work Resources Committee and noting within the Chief Social Work Officer Annual Report. The Care Home Providers Forum established during the pandemic has remained in place and includes representation from independent, voluntary, and local authority care homes. Chaired by a Social Work manager, the forum provides the opportunity to share and signpost providers to emerging guidance and reporting requirements, whilst acknowledging pressures across the sector and identifying shared solutions. SW08 Number of days people 544.22 910.36 482.00 432.00 Performance for this indicator has improved significantly from 88
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Local Government Benchmarking Framework Results South Lanarkshire Council LGBF Results 2022/23 Service LGBF Ref Description 2020/21 Results 2021/22 Results 2022/23 Results Result Trend Scotland 2022/23 Scottish Average Comparison with Scotland: better or worse? Comments/Progress spend in hospital when they are ready to be discharged, per 1,000 population (75+) 910.36 days in 2021-22 to 482.00 days in 2022-23. In line with this our ranking shifted from 25 to 22. The initial work undertaken as part of our Discharge without Delay (DWD) programme has now been subsumed within Operation Flow. Hospital staff and other partners work together closely to establish clear timeframes of when someone will go from hospital to community. Early and effective discharge planning puts the patient at the centre of the process, it improves the benefits for those currently in hospital by discharging home at the earliest and safest opportunity and creates capacity for patients who require admission. We continue to embed the Home First approach across the localities. This re-ablement approach optimises independence over a six week period, enabling people to remain in their own homes, or supporting discharge from hospital with the support of health, social care and third sector provision to meet any ongoing needs identified. 89
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 19 November 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Transformational Reviews – Cross-Cutting – Update 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Cross-Cutting Reviews that are part of the Council’s Transformational Change Programme for the year 2025/2026 2. Recommendation(s) 2.1. The Performance and Review Scrutiny Forum is asked to approve the following recommendation(s):- (1) that the update on the Transformational Reviews be noted. [1rec 3. Background 3.1. In June 2024, a report titled 2025/2026 to 2027/2028 Revenue Budget Strategy was presented to the Executive Committee. This report highlighted the need for Transformational Change to manage the significant Budget Gaps facing the Council over the next 3 years. 3.2. The Transformational Change Programme is intended to drive continuous improvement as well as efficiencies and feeds into the Budget Strategy to deliver savings for 2025/2026 to 2027/2028. The foundation of this Transformational Change Programme is a series of Cross-Cutting Reviews. These Cross-Cutting Reviews are not focussed on one Resource but on Council-wide activities. 3.3. An initial paper on the Transformational Change Programme titled, Cross-Cutting Reviews – Update, was presented to the Performance and Review Scrutiny Forum on 27 August 2024. 3.4. This report will provide a further update on the Cross-Cutting Reviews which are part of the Council’s Transformational Change Programme, and this will include any savings proposed for the 2025/2026 Budget Strategy as a result of these reviews (Section 4). 6 91
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4. Transformational Change Programme – Cross Cutting Reviews 4.1. As noted above, the foundation of the Transformational Change Programme is a series of Cross-Cutting Reviews. Each review is taken in turn with a summary of their output. The actual savings proposed to date, for each of the Cross-Cutting Transformational Reviews is included in Appendix 1. The savings identified from the Cross-Cutting Reviews noted in this report were presented to the Executive Committee for consideration as part of the 2025/2026 savings pack with a view to reducing the Budget Gap for that year. 4.2. Charging: This review of Council charges looked at all charges made by the Council and the basis for their charge, including those not recovering their costs. It also considered whether the increase in our charges over recent years has kept in line with the trend in inflation. It was identified that, where an inflationary rise has been applied over the last 5 years, this has not followed actual UK inflation – we have applied increases of around 16.8% whereas inflation across the UK has been closer to 33.6%. 4.3. A proposal has been included in the 2025/2026 savings pack that an inflationary increase of 14.4% is applied across all charges that are not statutory or covered by other reviews, plus 1.5% year on year inflation, to calculate new charges for 2025/2026, generating £0.190m. In addition, a proposed inflationary increase on parking tariffs and season tickets has also been included, generating £0.185m. The total saving proposed for 2025/2026 is therefore £0.375 million (detailed in Appendix 1). 4.4. Procurement: This review focuses on procurement practices across the Council to ensure the maximum level of efficiencies and identify cashable budget savings. This review has identified that savings can be generated through a focus on demand management opportunities (buying less or not at all), alternative product specifications and new routes to market. Ten savings opportunities have been identified for inclusion in the 2025/2026 savings pack, totalling £0.955 million. These are listed in Table 1: Table 1: Procurement Savings 2025/2026 Proposal Savings £ m Parent Council Insurance 0.014 Physiotherapy 0.050 Couch Roll (Blue Roll) 0.024 CCTV 0.070 Diamond Tipped Blades (for Roads Stone Cutting) 0.004 Construction Materials 0.611 Washrooms 0.077 Biomass Maintenance 0.042 Refuse Sacks 0.033 Social Work Contract 0.030 Total 0.955 4.5. This review is ongoing in order to identify further savings opportunities for 2026/2027 and beyond. 92
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4.6. Overtime: This review of overtime practices and spend with a view to reducing expenditure and remove/reduce associated risks. Resources have been working in conjunction with Personnel Services to prepare action plans to meet the outcomes associated with reducing overtime across the Council and, through removing enhanced overtime expenditure and reducing and containing plain time overtime expenditure, savings of £0.364 million can be realised in 2025/2026. 4.7. The detail across Resources is shown in Table 2. Table 2 – Overtime Saving 2025/2026 Resource Proposed Reduction 2025/26 £m Community and Enterprise 0.125 Education 0.000 Finance and Corporate 0.030 Housing and Technical 0.150 Social Work 0.059 Total 0.364 4.8. This review is ongoing and will look to identify further savings opportunities for 2026/2027 and beyond. 4.9. Management Structures: This is a Personnel led review to ensure correct balance between management and the staff they oversee. This review refers to the Organisational Structure Models which were agreed and implemented formally in 2009/2010 and considers how closely aligned the current structures are to the agreed operating models. The review identified service areas where efficiencies can be identified by aligning more closely with the model, while also ensuring consistency across Resources in terms of management workload and responsibility. The 2025/2026 savings pack contains a proposal to increase the spans of control for these services areas and generate savings totalling £1.000 million. 4.10. This review is ongoing in order to identify further savings opportunities for 2026/2027 and beyond. 4.11. Loans Fund: The review considered two areas of Loans Fund Accounting with a view to realising benefits in relation to the payment of debt. As a reconsideration of the previous work on the Loans Fund Review / Additional Voluntary Repayments, opportunities were identified in relation to avoiding additional voluntary debt repayments. In addition, the Council has previously implemented accounting adjustments for Service Concessions which allowed us to reprofile the debt payments of our Public Private Partnership (PPP) arrangements. A new accounting standard has been implemented nationally (IFRS16), which gives us scope to take the Service Concessions approach a step further. This means that we can not only reprofile the PPP debt repayments, but also other elements of the PPP payments such as the asset rental. 93
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4.12. This review has now concluded, and a proposal to use the £6.600 million reduction in loan charges in 2025/2026 to reduce the Budget Gap in that year, was included in the recent paper to the Council’s Executive Committee. Further annual savings are also available, and the full details are included in the Executive Committee report (13 November 2024). 4.13. As well as the initial tranche of reviews above, there are other Cross-Cutting Reviews that will progress into future years, but that will have no financial impact in 2025/2026. These reviews have now commenced and will be developed over the coming months with a view to delivering savings in 2026/2027 and beyond. As noted in the previous report, the progress on each Cross-Cutting Review will be presented to the Performance and Review Scrutiny Forum and any review that has outcomes which require approval, will then be presented to the appropriate Committee. These next reviews are detailed in the following sections. 4.14. Fleet: This review sets out the Fleet principles that Services should consider as part of their ongoing workstreams in order to lower operational expenses and extend the lifespan of vehicles. A Terms of Reference (ToR) was presented in the last update report to the Forum (August 2024). Work is ongoing throughout Autumn / Winter 2024 to consider the number of vehicles used by Resources and rightsizing the Council’s fleet. 4.15. Digital Transformation: A review of the use of technology will impact on all Reviews and will focus on how the Council and its customers interact. Three key areas are being considered: • Business Systems & Processes: projects and improvements to key corporate and line of business applications. • Workforce Productivity: focus on enabling and empowering staff to maximise their effectiveness and digital literacy. • Customer Engagement: clear & consistent Council-wide customer engagement. 4.16. Digital Transformation will cover a range of activities across Resources primarily aimed at supporting Resources to achieve service delivery efficiencies. This will be achieved by undertaking assessment and benchmarking alongside the development of a detailed project plan, followed by the development of standard methods and approaches to transformation which will then be deployed and applied to Services. 4.17. A ToR has been prepared for this review and is attached in Appendix 2 for information. This details the extent of the review and what it intends to achieve. It also includes timescales for delivery. 4.18. Customer Engagement: This review is closely aligned with the Digital Transformation review and will see the development of a Council Customer Engagement Strategy to improve digital engagement, accessibility and create efficiencies. The review will identify opportunities for service improvement, cycle time reduction and cost saving through transformation of customer contact processes in the main customer facing Resources and will consider the introduction of new technologies and processes to deliver efficiency-led, customer services and engagement. 4.19. A ToR has been prepared for this review and is attached in Appendix 3 for information. This details the extent of the review and what it intends to achieve. It also includes timescales for delivery. 94
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4.20. Property: As advised in the previous report, the Review to look at the Council’s use of property will be far reaching, covering all Resources and South Lanarkshire Leisure and Culture, and all areas of Service delivery. The condition, running costs, quality, performance, location, and use of Council assets will all be considered with the challenge being to consider the right portfolio of buildings, creating an affordable, efficient, fit-for-purpose and sustainable core estate that supports the move to net zero, improves service quality, is people centred and is service driven. The cost of achieving the Net Zero targets is significant and there is no additional funding being made available for this at this point in time. 4.21. All buildings will be reviewed for co-location opportunities with a view to being multifunctional, flexible, and adaptable to meet the combined needs of services and service users and promote joint working. This is likely to reduce the number of properties the Council has. An initial paper on this Review was presented to the Performance and Review Scrutiny Forum on 27 August 2024 (South Lanarkshire Council / South Lanarkshire Leisure and Culture – Vision for Future Relationship). This review is ongoing. 4.22. The final 2 Cross-Cutting reviews, which have not yet commenced, are detailed below for information. 4.23. In-house and Procured Services: Consideration will be given to the costs of inhouse service provision compared to the cost of procuring these same services from external marketplace. 4.24. Depot Rationalisation: A review of the use and users of the depots will be carried out to consider optimal use of depots across Resources/Services. 4.25. Alongside the Cross-Cutting Reviews, Resources are considering their own Service areas, and a programme of Reviews has taken place to inform savings for the coming year. The first tranche of reviews has now concluded, and savings proposals have been presented to Members for their consideration in as part of the Budget setting process. 5. Employee Implications 5.1. There are no direct employee implications from this report. 6. Financial Implications 6.1. The financial implications are summarised within the report. 7. Other Implications 7.1. The Transformational Change Programme of reviews will drive improvement and generate efficiency savings for the Budget Strategy across the years 2025/2026 to 2027/2028. The main risk is that these reviews do not deliver efficiency savings as planned however, this risk has been assessed as low given the detailed management of these reviews at a senior level in the Council, as well as the ongoing Elected Member governance at the Performance and Review Scrutiny Forum. 7.2. There are no implications for sustainability in terms of the information contained in this report. 95
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8. Integrated Impact Assessment and Consultation Arrangements 8.1. 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 integrated impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 16 October 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 26 June 2024 Performance and Review Scrutiny Forum, 27 August 2024 List of Background Papers 2025/2026 to 2027/2028 Revenue Budget Strategy Cross-Cutting Reviews – Update (Performance and Review Scrutiny Forum, August 2024) Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O'Hagan, Head of Finance (Strategy) Ext: 2601 (Tel: 01698 452601) lorraine.o'hagan@southlanarkshire.gov.uk 96
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Appendix 1 Reference Service Name and Brief Description of Saving FTE (25/26) Saving 25/26 £m M&O01 All Procurement This proposal sees efficiencies and savings generated through a focus on demand management opportunities (buying less or not at all), alternative product specifications and new routes to market. Opportunities have been identified for inclusion in the 2025/2026 budget strategy. The total savings proposed for 2025/2026 is £0.955 million. - 0.955 M&O02 All Overtime Resources have been working in conjunction with Personnel Services to prepare action plans to meet the outcomes associated with reducing overtime across the Council. Through removing enhanced overtime expenditure and reducing and containing plain time overtime expenditure, savings of £0.364m can be realised in 2025/2026. This is summarised across Resources in the table below: Resource / Service 2025/2026 Saving Community and Enterprise £0.125m Finance and Corporate £0.030m Housing and Technical £0.150m Social Work £0.059m Total £0.364m - 0.364 97
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Reference Service Name and Brief Description of Saving FTE (25/26) Saving 25/26 £m M&O03 All Management Structures This proposal considers spans of control across all Resources in order to review the number of management and supervisory posts. This is to ensure consistency in the balance of managers and front-line staff as well as to identify and remove any anomalies with direct Grade 5 to Grade 5 and Grade 4 to Grade 4 reporting. Services were identified which currently operate with lower spans of control than what is recommended by the Preferred Operating Model. In eight of these service areas, efficiencies can be increased across by aligning more closely with the model, while also ensuring consistency across Resources in terms of management workload and responsibility. Target ratios for these eight service areas have been proposed which would see an increase to spans of control, generated by a reduction of management and supervisory roles, creating savings totalling £1.000m in 2025/2026. It is anticipated that this will affect 16.85 FTE. 16.85 1.000 COR01 All Council Charges The cross-cutting review of Council charges has looked at all charges made by the Council and the basis for their charge, specifically those not recovering their costs. It has also, considered whether the increase in our charges over recent years has kept in line with the trend in inflation. This exercise identified that where an inflationary rise has been applied over the last 5 years this has not followed actual UK inflation. In general, we have applied around 16.8% whereas inflation across the UK has been closer to 33.6%. To bring us in line approximately 14.4% would be required to be applied in a single year. It is therefore proposed to apply an inflationary increase of 14.4% across all charges that are not statutory or covered by other reviews plus 1.5% year on year inflation to calculate new charges for 2025/2026. This would generate £0.190m of additional income. In addition, it is proposed to apply an inflationary increase across parking tariffs from 80p to £1 for the lower charge and rising by an equivalent percentage increase across longer stay parking tariffs and season tickets. This would generate £0.185m of additional income. The total savings proposed for 2025/2026 is therefore £0.375 million. - 0.375 98
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APPENDIX 2 Transformational Review – Terms of Reference 1. Review Title Digital Transformation 2. Background Digital Transformation in local government has been happening for some time but with the current financial and service demand challenges a step change is now needed to avoid putting services at risk. Digital Transformation covers a broad spectrum of activity, and a coordinated programme is required to ensure resources are suitably deployed to priority projects across Resources to deliver maximum efficiency returns. Changes to individual business processes can deliver efficiency and financial savings but only at small incremental levels while opportunities for larger scale change, at team, service or resource level provide more significant benefits, both tangible and intangible but at more risk. There are three themes that are potential programme areas for Digital Transformation. • Business Systems & Processes: projects and improvements to key corporate and line of business applications. • Workforce Productivity: focus on enabling and empowering staff to maximise their effectiveness and digital literacy. • Customer Engagement: clear & consistent Council-wide customer experience. These will be underpinned by common methods, approaches and skills. 3. Identified Issues The issue of public sector financial pressures is a significant challenge facing SLC, and digital transformation can play a crucial role in addressing this. The increasing costs of services have created a financial strain on local authorities. Identifying and addressing inefficiencies in service delivery can help to reduce costs and improve value for money. This could include streamlining manual processes and automating tasks to reduce administrative burden and improve efficiency The Council is data rich but information poor, so increasing the quality and maturity of our data and the data literacy of our staff is critical. There is a need to mitigate the impacts on staff and citizens of efficiencies to maintain service levels. Ensuring that digital services are accessible to all residents, including those with disabilities or limited digital literacy. There is a need to have a clear vision that sets out the end state of the transformation activity. 4. Identified Outcome(s) Development of a clear vision for digital at South Lanarkshire Council. Across the key three themes, the outcomes include: 99
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Business Systems & Processes • Links to other line of business systems with goal of very efficient internal systems all integrated appropriately • Process improvement using standard methods • Upgrades & opportunities for automation • Use of Enterprise architecture to ensure we are getting the best out of our systems • Clear ‘owner’ of each system and consistent approach to system exploitation • Standard operating procedures (SOPs) for each process Workforce Productivity • Getting the most out of standard Office tools • New ways of working • Embedding & enhancing use of Microsoft 365 - new tools to create, communicate, collaborate, store, plan, automate, analyse & report • Technologies to support the frontline • Increase organisational readiness for new business capabilities • Staff digital empowerment Customer Engagement (led by Customer Service Transformational Review) • Clear, organisation-wide Customer Engagement Strategy • New website & supporting systems as foundation for improved customer experiences across the Council • Links to other line of business systems that the customer uses • Replacement of legacy forms / processes and introducing common elements to improve customer experience • Process improvement using standard methods • Prioritised workplan based on customer need • New technologies to improve the customer journey, based on customer preference • Better use of customer data Alignment with the Digital Council of the Future operating model being developed by SOLACE and Improvement Service, supported by the Local Government Digital Office. Demonstration of best value and alignment with Audit Scotland report on ‘Transformation in councils’ Data analytics and automation will be used to identify inefficiencies and optimise service delivery. 5. Scope of Review The project will include: • Development of a detailed project plan • Assessment of Digital Maturity using Digital Office self- assessment tool to underpin development of prioritised workplan. • Development of a Digital Council Vision or Visions. This vision would be central to a concerted focus on Digital Transformation. • Project reviews and lessons learned will be held within a reasonable timeframe following go-live of major system upgrades, with a focus on moving to the next stage of exploiting the new systems and leveraging the investment in them. • Development, training and deployment of enabling tools and methods. • Development of Data group to assess data quality and maturity and develop an approach to moving those forwards. • Support other cross-cutting and service-specific reviews bringing tools and skills to bear to assist with achieving efficiencies and/or mitigating impacts. • Develop a skills framework to support staff development, Learning & Development and recruitment. 100
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• Engage with other Councils, Digital Office and Improvement Service to collaborate on transformation opportunities, including Artificial Intelligence and other innovative technologies. • Identify and development common approaches and tools for workforce productivity, with a key focus on Microsoft 365. • Adoption and promotion of the Scottish Approach to Service Design The project will not include: • Customer Engagement as this is covered separately in a specific Customer Services Transformational Review. 6. Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 7. Trade Union, Personnel Team, and Management Engagement Trade Unions should be engaged, and it is proposed that representatives are invited to join the appropriate governance group of the project. Personnel, specifically Learning & Development will require to be engaged to support skills gaps and wider business change. As this project is cross-Resource, relevant Resource management representation are invited to join the appropriate governance group of the project. 8. Key aims of/outcomes from project Service/operational Introduction of new technologies and processes to enable and deliver efficiencies across the Council. Employee To ensure staff have the necessary skills and capacity across the relevant Council services to support service change To ensure staff have awareness of their digital and data literacy To reduce digital exclusion of staff To improve staff effectiveness and utilisation Focus staff on value activities Other To improve the digital engagement with the citizen in line with Customer Engagement Strategy To reduce digital exclusion in the authority area 9. Key milestones • Terms of Reference to CMT – 29 October 24 • Interim report to CMT – 10 December 24 • Detailed initial Action Plan available – 31 January 25 • Final report to CMT – 4 February 25 10. Monitoring and reporting arrangements • Regular meetings scheduled with Sponsor • Project Review Board structure with cross-Resource and Trade Union representation • Project Steering Group structure with cross-Resource Trade Union representation • Interim and final report to CMT. • 11. CMT Sponsor / Lead Officer Sponsor: Jackie Taylor, Executive Director, Finance and Corporate Lead Officer: Murray Husband, Head of IT Services, Finance and Corporate 101
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12. Project resourcing • Core project team consisting of Project Manager Lead, Project Officer(s), subject matter experts on Service Design, Data Analysis, Business Analysis and Business Change in addition to technology specific expertise • Resource/Service representatives relevant to the activities • Trade Union representative(s) at the relevant level (PSG/PRB) • External support and advisory from Digital Transformation consultancy • Assistance as required from Local Government Digital Office and Improvement Service 102
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APPENDIX 3 Transformational Review – Terms of Reference 1. Review Title Customer Engagement Transformational Review 2. Identified Issues Progress has been made in offering customers greater use of online forms and this has reduced the volume of calls being handled by Customer Services and provided cost reductions. This progress requires to be built upon through the introduction of new technologies to meet customers’ needs. Customer services functions are located at two locations because of the historical requirement for server support for the 24-hour control centre. There is scope to increase the automation of processes to support customer requests. Most customer calls come through the Customer Services Centre, where there are challenges in resourcing significant surges in demand that are becoming more common because of an increase in the number and severity of severe weather events. The councils existing CRM system has limited functionality. Integrated online forms offer self-service and provide an efficient way of processing customer requests but their use is restricted by the many operational systems with different configurations. The approach to assessing customer experience is varied across the council, with specialist customer contact services within Resources. Customer Services includes responsibility for the Community Alarm service, a service that provides vital care support for Social Work service users and works closely with the Responder Service and the Technology Team, both outwith Finance and Corporate Resources. There is no single customer contact or engagement approach so the customer will experience differing levels of contact over differing mediums. There is a greater divergence in approaches to customer contact across council services. The website is a key digital channel for the Council but is outdated and contains much aged or duplicate information which can be confusing for the customer. The council has a variety of customer facing systems across the Resources Customer contact channels and methods are not consistent to the customer and there is no consistent way across services to engage with customers over different channels. The telephony system lacks development and at times has struggled to cope with significant peaks in demand. Services will typically design a customer process with the service operations the primary focus. 3. Identified Outcome(s) • Develop a Council Customer Engagement strategy • Identify opportunities for service improvement, cycle time reduction and cost saving through transformation of customer contact processes in the main customer facing Resources. • Appraisal of the strategic positioning of customer services within the Council and proposal for most efficient operating model. • Investigate alternate technology to bring customer contact into a single Council customer engagement platform to improve 103
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consistency of customer engagement and reduce duplicate Council touch points by customers. • Ensure the needs of all stakeholders are met including those who are economically/digitally or otherwise disadvantaged. • Assessment of the telephony infrastructure and any required investment. 4. Scope of Review The project will include: • Scoping customer services functions, systems and processes across the council and evaluation of the different delivery models • An assessment of the maturity of the model in terms of use of technology and degree of channel shift achieved. • Assessment of the digital maturity of key customer facing service processes • Review the capabilities and limitations of customer facing ICT systems including Customer Relationship (CRM) and website. • Review of customer services website content • Identify opportunities to streamline both internal and external processes using the Scottish Approach to Service Design • Evaluation of performance information • Benchmarking with other LAs/wider customer service provision including participation in the new Scottish local authority Customer Services group • Completion of a SWOT analysis to support future developments • Identification of ways to utilise data more effectively in customer interactions by working with the Data Quality Group • Appraisal of transformational opportunities from: o Unified communications o Live chat o Customer self-service o Automation/workflow o Chatbots and artificial intelligence o Management reporting/analytics • Identify the significant systems of record (e.g., Housing and Council Tax) and understand how a corporate platform could interact with these systems to deliver consistent customer facing processes • Identification and ranking of opportunities – develop a “pipeline” also recognising existing priorities and commitments for customer self-service, SMS, telephony automation and back-office integration • Development of a business case for service change • Quantification of potential savings • Integrated impact assessment 5. Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 6. Trade Union, Personnel Team, and Management Engagement Representatives from TU, Personnel and Management will be part of the project team. 104
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7. Key aims of/outcomes from project Service/operational Introduction of new technologies and processes to deliver customer services that deliver efficiencies. Employee To ensure staff have the necessary skills and capacity across the relevant Council services to support service change. Ensure the most effective staffing structure is in place. Other Provision of a Customer Engagement strategy for the Council and to improve the digital engagement with the citizen while ensuring service are accessible. 8. Key milestones • Agreement of Terms of Reference with the Corporate Management Team (29 October 2024) • Preparation of project plan (29 November 2024) • Appointment of consultancy support (31 December 2024) • Reporting to CMT (throughout the review) 9. Monitoring and reporting arrangements • Reporting to CMT Efficiencies • Project Review Board and Project Steering Group 10. CMT Sponsor / Lead Officer Jackie Taylor, Executive Director (Finance and Corporate Resources) Craig Fergusson, Head of Finance (Transactions) Murray Husband, Head of IT 11. Project resourcing • Project team • Trade Union representation • External support • Assistance as required from Local Government Digital Office 105
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 19 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Review of Routes to Work South 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] set out the Terms of Reference for the review of Routes to Work South [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report and Terms of Reference, attached at Appendix 1, be noted. [1recs] 3. Background 3.1. Routes to Work South (RTWS) is a South Lanarkshire based company limited by guarantee and a registered charity that delivers a range of employability programmes on behalf of South Lanarkshire Council. RTWS was established in 2001 and operates as an Arms-Length External Organisation (ALEO) of the Council, delivering services through Teckal arrangements. 3.2. At the date of its incorporation, RTWS had three public sector members: the Council (SLC), Scottish Enterprise Lanarkshire (SEL) and the Department for Works and Pensions (DWP). Given changes to the legal structure of Scottish Enterprise, and a review of participation in local bodies by DWP, in 2011 SEL and DWP resigned as members of RTWS. This was reported to Enterprise Resources Committee on 14 September 2011 and a decision taken that the Council would remain as sole member. The directors of RTWS agreed that the company would continue to work with the Council, on the basis that the objectives of the company would broadly match those of the authority. The independence of the company was protected through its Board structure with four out of ten Board places reserved for the Council. 3.3. The RTWS’s Articles of Association (“the Articles”) limit the Council’s liability for the company’s debts to £1.00. The role of members is set out in the Articles of Association of RTWS. The members do not own the company but control the company through their choice of directors, and through those directors’ decision-making at General Meetings. The assets of RTWS such as equipment, contracts or property holdings are owned by the company and not by the Council. The Council has no liabilities other than the £1.00 limit for any debt. 7 107
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3.4. The responsibility for the day to day running of the company lies with the directors. The Articles provide for a maximum of ten directors, four from the Council and six co- opted directors. The Council appoints its directors and these directors as a group appoint the other directors. To retain their charitable status RTWS cannot have the Council with the majority of the director positions. There are currently six directors in position including 3 from the Council, Councillor Catherine McClymont and Councillor John Anderson and also Douglas Hashagen, Employability Manager. The remainder of the board is made up of 3 South Lanarkshire residents. 3.5. RTWS’ main office is CTEC in Cambuslang which is rented from the Council for a nominal fee. Services are also provided through RTWS offices in Lanark and at the EK Work and Training Hub in the Plaza, East Kilbride which is part funded by the Council. 3.6. RTWS had a staff team of 51 as of 1 April 2024. 4. Funding and Contractual Arrangements 4.1. As an ALEO, RTWS activity is delivered under a Teckal contract which is negotiated on an annual basis. A ‘Teckal’ contract is a legal exemption to the public procurement rules where a public authority does not have to tender a public contract and the contract can be awarded directly by the Council to a separate legal entity, subject to certain requirements being met. . 4.2. The requirements to justify the use of the ‘Teckal’ exemption are:- the Council exercises control over RTWS similar to that it exercises over its own departments; RTWS carry out over 80% of their activities for the Council; and there is no private sector ownership in RTWS. 4.3. The Council funding which supports the contract includes a blend of UK Government Shared Prosperity Funds (UKSPF) and Scottish Government No-one Left Behind (NOLB) and SSE Sustainable Development Fund with a total value of £2,330,657 for 2024/2025. 5. Programme Delivery 5.1. RTWS delivers a range of programmes on behalf of the Council. These include: Gateway to Employment: Keyworker based adult employability programme targeting unemployed and economically inactive people experiencing barriers to employment. Participants are supported by a keyworker and can access a range of training and learning opportunities and health related interventions. Making it Work Employability support programme targeted at eligible parents to support them into sustainable employment. Rise Rise is delivered is part of the Aspire programmes and provides employability and personal development focused groupwork to young people at risk of becoming unemployed when they leave school. Reach Youth employability training programme focused on young people aged 16-19 108
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5.2. During 2023/2024, RTWS engaged with over 1,300 participants, with 580 people progressing to employment. 6. Rationale for Review 6.1. A review of employability services took place in 2022/2023 and resulted in the transfer of the employability service to Community and Enterprise Resources. The review has reduced duplication, achieved savings and ensured the service is flexible and responsive to the changing funding climate. However, elements of duplication remain between the Council and RTWS and a wider review of RTWS will provide opportunities to further explore opportunities to reduce duplication and achieve best value. 6.2. Since RTWS was established and then reviewed in 2011, the funding and policy context has changed significantly, and a review will be worthwhile to establish if the model is fit for purpose. Specific changes include: All Scottish Government employability funding is now delivered through the No- one Left Behind approach that routes funding through Local Employability Partnerships (LEPs). This has reduced RTWS’ access to non-Council employability funds and the LEP / Council now funds almost 100% of RTWS activity. Until 2023, RTWS’ teckal contract was delivered as part of the Council’s European Social Fund (ESF) employability pipeline programme which provided funding over a 6-year period. Current delivery is supported by SG NOLB which is funded through annual grants and UKSPF which is currently in place to March 2025. 6.3. The South Lanarkshire Local Employability Partnership’s (SLLEP) Annual Investment Plan embeds the Scottish Government’s ‘Scottish Approach to Employability’ across all local employability provision. This approach is a significant change from previous delivery models, including those delivered by RTWS, which were often based on payment-by-results and did not provide the same level of flexibility. A review of RTWS will provide an opportunity to review delivery models and ensure they meet the needs of participants in-line with current policies. 7. Review Options 7.1. The review will consider the following options for future service delivery: 1. Retain the status quo 2. Withdrawn Council membership of RTWS and deliver all services in-house 3. Withdraw Council membership of RTWS and competitively tender current services 4. Withdraw Council membership of RTWS and deliver a blend of in-house and procured services 5. Maintain Council membership of RTWS and current Teckal arrangements and review programme delivery to reduce duplication between RTWS and the Council 8. Employee Implications 8.1. The review will consider the employee implications of all options. 9. Financial Implications 9.1. RTWS’ Council funded services are delivered through temporary external funding (SPF, NOLB and SSE Sustainable Development Fund) with a total value of £2,330,657 in 2024/25. 109
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9.2 Current funding arrangements are in place until March 2024. It is likely that NOLB grant funding will continue in 2025/26 at a similar level to 2024/25. The UK Government budget in October 2024 included a reduction in SPF of around 40% nationally. It is not clear at this stage how this will impact on local authority budgets however it is likely there will be a reduction. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within this report. 11. Other Implications 11.1. The are no other implications arising from this report 12. Integrated Impact Assessment and Consultation Requirements 12.1. An Integrated Impact Assessment and consultation process will be undertaken as part of this review. David Booth Executive Director (Community and Enterprise Resources) 23 October 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Fair, open and sustainable Priorities We need to put people first and reduce inequality Outcomes Inspiring learners, transforming learning, strengthening partnerships Thriving business, fair jobs and vibrant town centres Previous References None List of Background Papers None Contact for Further Information If you would further information, please contact:- Douglas Hashagen – Employability Manager Tel; 0141 584 2915 Email; douglas.hashagen@southlanarkshire.gov.uk 110
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Appendix 1 Terms of Reference 1 Review Title Routes to Work South Review 2 Identified Issues Routes to Work South (RTWS) is a South Lanarkshire based company limited by guarantee and a registered charity that delivers a range of employability programmes on behalf of South Lanarkshire Council. RTWS was established in 2001 and operates as an Arms- Length External Organisation (ALEO) of the Council, delivering services through Teckal arrangements. Current arrangements have been in place since 2011 and recent developments have prompted a review to establish whether best value can be achieved by funding / delivering employability services through alternative arrangements. These developments include: - A review of employability identified areas of duplication which have been partially addressed by the establishment of a single team within Community and Enterprise Resources with associated savings, however potential elements of duplication remain particularly between the Council and RTWS. - Changes in employability funding which mean RTWS can no longer access the same range of funding from non-SLC sources and the Council effectively funds 100% of RTWS’s income. - Changes in employability funding mean the council now relies on annual grants which are typically received after the start of the financial year leading to delays in the award of RTWS’ Teckal contract. RTWS’ teckal contract is funded by the council through external sources (Scottish Government No-one Left Behind and UK Shared Prosperity Fund) Identified Outcome(s) The review will present a preferred option for future delivery of employability services from the following: • Retain the status quo • Withdrawn Council membership of RTWS and deliver all services in-house • Withdraw Council membership of RTWS and competitively tender current services • Withdraw Council membership of RTWS and deliver a blend of in-house and procured services • Maintain Council membership of RTWS and current Teckal arrangements and review programme delivery to reduce duplication between RTWS and the Council 3 Scope of Review The review will consider: - RTWS’s performance - The extent of duplication between RTWS and Council services - The lived experience of employability participants - The views of local employability partners - The financial costs / benefits of the options identified above - The employee implications of the options identified above 111
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4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work ☒ ☒ 5 Financial overview (£m) to be completed by finance where appropriate CER EDR FCR HTR SWR Employee costs Property costs Supplies and services Transport charges Admin costs Payments to other Bodies £2.331m Payments to Contractors Finance charges Total expenditure £2.331m Fees and charges Other income Total income £2.331m Net expenditure 6 Key aims of/outcomes from project Service/operational Reduction of duplication in service delivery Employee Consideration of TUPE implications Other 7 Key milestones Review to be completed by 18 February 2025. 8 Monitoring and reporting arrangements CMT Efficiency Performance and Review Scrutiny Forum 9 CMT Sponsor / Lead Officer David Booth 10 Project resourcing Employee time 112
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 19 November 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Agile Working Guidance 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Performance Review and Scrutiny Forum with an overview of the proposals for reviewing agile working arrangements across the Council [1purpose] 2. Recommendation(s) 2.1. The Performance and Review Scrutiny Forum is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted; and (2) that the Agile Working Terms of Reference, attached at Appendix 1, be noted. [1recs] 3. Background 3.1. The Covid-19 pandemic was instrumental in changing how the Council delivers its services, and since 2020 there has been a significant shift to digital and a gradual and planned reintroduction of service delivery which, over the last four years, has resulted in a range of flexible and agile working arrangements in place across the Council. 3.2. When re-introducing services, Resources were encouraged to make full use of any advances in technology and new ways of working that would ensure service delivery for customers was not negatively impacted, for example, when attending meetings virtually, agile working, and for a range of other flexible working arrangements. These arrangements would be subject to ongoing review. 3.3. The move to more flexible working arrangements has also resulted in a change in employees working patterns. Therefore, as the current arrangement have been in place for 3 years, it’s appropriate to review the agile working arrangements in place across the Council. 4. Review Process 4.1. A term of reference is attached at Appendix 1 for the work to develop guidance in relation to agile working. A key consideration has to be that Service users and customers continue to have full access to Council personnel and services despite any agile working arrangements. 8 113
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4.2. It is important to ensure there is clarity on the standard of service that we are providing to our communities. Alongside this review of agile working is a review of Corporate Standards (which is the topic of another paper to this meeting). 4.3. To support a review of agile working, benchmarking will take place to gather information on the arrangements in place in other local authorities and we will carry out a survey to ascertain an accurate position on current arrangements in place across the Council. 5. Employee Implications 5.1. Agile working has been in place since 2021 and there are benefits which have resulted from working this way that balances home and office-based working. 5.2. Whilst maximising the benefits of agile working, the Council must balance the benefits to employees and the workforce with ensuring that the Council meets the needs of customers and the community accessing Council services. 6. Financial Implications 6.1. There are no financial considerations contained within this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There may be implications relating to climate change, sustainability and the environment arising from this report if there is an increase in employees travelling more to work from Council buildings or reducing use of heating and lighting use at home. A further assessment is required to establish this. 8. Other Implications 8.1. Agile working arrangements have been in place for some time and there is confidence that the current office space and IT equipment meets current needs. This will continue to be monitored to ensure there is support to work in an agile way going forward. 8.2. The balance of home and office working needs to ensure there is no risk to access to services or service provision for customers and service users in South Lanarkshire. 9. Integrated Impact Assessment and Consultation Requirements 9.1. An integrated impact assessment is not required in relation to this report, this will be further assessed as the review progresses. 9.2. Trade unions will be consulted as part of the review. Jackie Taylor Executive Director (Finance and Corporate Resources) 15 October 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent 114
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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:- Michelle Milne Ext: 4330 (Tel: 01698 454330) E-mail: michelle.milne@southlanarkshire.gov.uk@southlanarkshire.gov.uk 115
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Appendix 1 Agile Working – Terms of Reference 1. Review Title Agile Working Guidance 2. Background The Council has gone through a period of change over the last decade, as customers and service users have moved from in-person interactions to telephone, online and self-service. Coming out of the pandemic there were service introduction meetings from September 2022 which looked at workforce planning from a covid recovery perspective. This introduced the Service re- introduction toolkit. Revised workforce plans were also approved at Resource committees in September 2022 and the Council wide workforce plan was reported to the Council Executive Committee in November 2022. When re-introducing services, Resources were encouraged to make full use of any advances in technology and new ways of working that would improve service delivery for service users and customers – all stakeholders and employees could benefit from new ways of working. This was with the aim of developing a fully engaged, healthier workforce. This has resulted in a range of flexible and agile working arrangements being agreed, as per the service reintroduction toolkit, including the ability to work from home, however there is no policy to guide employees and managers, which has resulted in inconsistencies in the operational application of these agreements. Some employees will have changed working hours and working patterns within in their contracts, however, no contract states that working from home as a condition. A key consideration during this process of reintroducing services was ensuring that service users and customers would have has full access to council personnel and services, as these activities happened at the same time as there was easing of restrictions. Plans would be subject to regular review to ensure that they remain fit for purpose, and they would be further adapted as necessary to suit the future needs of the Council and its stakeholders. It is essential that the Council ensures access to services for customers and the community. No contracts of employment were changed and office locations as per contracts remain the same. Linked to this review , it is important to ensure there is clarity on the standard of service that we are providing to our communities. Alongside this review of Agile Working is a review of Corporate Standards 3. Identified Issues This approach is due for review since it was implemented in 2021. There has also been some movement in use of building space. Inconsistencies have been identified in the approaches taken by management. Without a defined policy, employees may be uncertain around the basis and parameters for Agile Working therefore guidance on Agile Working and clearly defined workstyles that consider services, roles, and grades should be created to ensure Council needs are being met and that approaches are consistent across similar work areas or buildings, where it is appropriate to do so. 116
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It is important to ensure that access to services is not affected by any working arrangements in place Therefore a major driver in the requirement to conduct this review is to ensure the service provided to our communities and visitors is not negatively impacted by agile and/or flexible working arrangements. In addition, the Workforce Innovation - how councils are responding to workforce challenges Best Value thematic work in South Lanarkshire Council 2023-24 Report presented to the Risk and Audit Scrutiny Committee on 25 June 2024 referenced that the Council will undertake an exercise in this area. 4. Identified Outcome(s) To gather information on current agile working arrangements in place and consider Agile working within South Lanarkshire Council . To ensure working arrangements within the Council are based on service need. To introduce a transparent, fair, and consistent approach to the operation of any flexible and agile working arrangements for any posts identified as suitable for agile and/or flexible working. Consider how any agile or flexible working arrangement is managed to ensure consistency across the Council. . Consider the impact of any Agile working arrangement on the need for Property and Equipment (such as IT) Benefits for the Council of Agile Working Guidance (not exhaustive) Ensure needs of Council and stakeholders are met. Improved attraction and retention of staff. Clarity on impact on estate costs and carbon impact Ensure access to customers and the community. Ensure corporate standards are being adhered to in all standards internally and externally. Provide consistency for managers and employees in the application of any flexible or agile working arrangement . Benefits for employees of an Agile Working Policy (not exhaustive) Provide consistency for managers and employees in the application of any flexible or agile working arrangement Work life balance 5. Scope of Review • There will be a review and verification exercise carried out of current agile working arrangements. • A template has been created to gather information on agile arrangements. • To create guidance standardising arrangements for agile working • To consult with the Trade Unions on proposals for standardising arrangements • To work with Buildings and IT to ensure adequate provision of locations and equipment for any changes to current arrangements. • To implement the standardised arrangements 117
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6. Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 7. Trade Union, Personnel Team, and Management Engagement Engagement is required with Trades Union Colleagues (providing TU and Employee representation) the Personnel Team and representatives from management in each Resource Elected Members JTUC, JNCC HR Managers Executive Directors and Heads of Service 8. Key aims of/outcomes from project Service/operational To consider a transparent, fair, and consistent approach to the agreement and operation of flexible and agile working arrangements for any posts identified as suitable for agile and/or flexible working. Employee To ensure employees are provided with clear and consistent working arrangements. Other Introducing Agile Working Guidance that will bring South Lanarkshire Council in line with other local authorities and provide the organisation and employees with the benefits detailed in section 2. 9. Key milestones • 29 August – Initial report to CMT • 30 August – 12 September, Review and Verification Exercise • 24 October – Draft Agile Working Guidance Developed and Interim report to CMT with update and recommendations • 5 November – Planned JTUC meeting • 5 November – 17 December – Trade Union Consultation • December 2024/ January 2025 – Final Report to CMT • Performance Review and Scrutiny Forum – 19 November 2024 • Executive Committee for approval 10. Monitoring and reporting arrangements • Regular meetings with key stakeholders including Trade Unions • Support for managers provided. • Final report to CMT. 11. CMT Sponsor / Lead Officer Michelle Milne, Head of Personnel Jackie Taylor, Executive Director Finance and Corporate Resources 12. Project resourcing The project will require support from – • Resources • Personnel Services • IT • Asset Management Approved by: Executive Director ……………………………………………… Chief Executive ……………………………………………… Date: ……………………………………………… 118
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 19 November 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Corporate Standards 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Performance Review and Scrutiny Forum with an overview of the Council’s Corporate Standards and proposals to update the standards and supporting documentation [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the review process and Terms of Reference are noted. 3. Background 3.1. The current Corporate Standards were published in 2012 and are designed to be the minimum standards expected to ensure a base level of consistency across the Council. The standards cover the areas of Council identity, conduct, communication, and customer care. 3.2. Since 2012, there have been changes in how the Council operates and delivers it services. In addition, there has been the normal turnover of employees since the pandemic in 2020, where employees commenced employment during a time of change. This has led to some inconsistencies in practice related to the application of corporate standards in call handling, responses to enquiries and in email communications. 3.3. It is important in terms of access to services and quality and standards for both internal users and external service users and customers, to ensure that access to services is not impacted as a result of any changes. Therefore, a review of the Corporate Standards is required. 3.4 A Terms of Reference has been prepared and is available at Appendix 1. 4. Considerations 4.1. The Covid-19 pandemic was instrumental in changing how the Council delivers its services, and a gradual and planned reintroduction of service delivery has taken place since recovery plans were launched in July 2021. 9 119
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4.2. When re-introducing services, Resources were encouraged to make full use of any advances in technology and new ways of working that would ensure service delivery for customers was not negatively impacted, for example, when attending meetings virtually, agile working, and for a range of other flexible working arrangements. 4.3. The move to more flexible working arrangements has also resulted in a change in employees working patterns, it is therefore essential that the Corporate Standards are reviewed and updated to reflect any changes. Also, that all employees and managers are aware of and adhere to the standards to ensure efficient and effective service delivery is maintained with no negative impact on customers and service users. 5. Review Process 5.1. The Corporate Standards will be reviewed and updated in two stages. 5.1.1. Stage 1: communications have been issued to employees and managers on keys areas of the standards including the following: - • telephone communications standards • email format and email signature standards • use of the ‘Out of Office Assistant’ standards • the requirement for services to review contact information on the external and internal websites for accuracy and that managers consider replacing individual employees email addresses with shared mailbox contacts, and individual employees phone numbers with telephone call groups, where available and appropriate 5.1.2. Stage 2: a full review of the Corporate Standards Handbook and supporting documentation will take place. It is planned this review will take place over the rest of the calendar year with proposals for any amendments being made as appropriate, in the first quarter of 2025. 6. Employee Implications 6.1. There are no employee implications arising from this report. 7. Financial Implications 7.1. There are no financial considerations contained within this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications associated with this report. 9. Other Implications 9.1. There is a risk of damage to the Council’s reputation if employees and services are not easily contactable or there is inconsistency and a lack of adherence with the Council’s Corporate Standards, which can have adverse effect on the public perception of the Council. 10. Integrated Impact Assessment and Consultation Requirements 10.1. There is no requirement to carry out an integrated impact assessment in relation to the proposals within this report. 120
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10.2. Consultation will take place with Trade Unions as required during the process of reviewing the standards, through the JTUC (Joint Trades Union Council), JNCC (Joint Negotiating and Consultative Committee) and JCCs (Joint Consultative Committees). Jackie Taylor Executive Director (Finance and Corporate Resources) 15 October 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent 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:- Michelle Milne, Head of Personnel Services Ext: 4330 (Tel: 01698 454330) E-mail: michelle.milne@southlanarkshire.gov.uk@southlanarkshire.gov. 121
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Appendix 1 Corporate Standards Review – Terms of Reference 1 Review Title Corporate Standards 2 Background The current Corporate Standards were published in 2012 and were designed to be the minimum standards expected to ensure a base level of consistency across the Council. The standards cover the areas of Council identity, communication, conduct and customer care. Since publication of the Corporate Standards, there have been changes in how the Council operates, particularly as it has become more agile after 2020, the current standards require a review to ensure the standards are reflective of current Council practices, that employees and managers know what is expected of them, and to ensure there is consistency across the Council. There has been a greater scope for agile working through the use of the Service Re-introduction toolkit in July 2021. This has led to inconsistencies in practice related to the application of corporate standards in call handling, responses to enquiries and in email communications. It is important in terms of access to services and quality and standards to ensure that access to services is not impacted as a result. 2 Identified Issues The current policy is 12 years old. There have been concerns and complaints from service users, the public, internally from colleagues and service areas and from elected members about their ability to speak to or deal with staff directly on matters. Inconsistencies have been identified in the approaches taken by employees and management, to service provision and related communications. The standards covering the areas of Council identity, communication, conduct and customer care are not being applied as per the current policy and do not represent the modern practices that have developed since 2012. It is essential to ensure that access to and support in receiving services is not affected by any working arrangements in place. Identified Outcome(s) To review the Corporate Standards in 2 stages: Stage 1 • Initial progress will be made in reminding employees and managers of the four areas of work in stage 1. 122
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Stage 2 • The full Corporate Standards and all associated documents will be reviewed and updated. This work will take place alongside the approach of developing an Agile Working Guidance. The primary purpose of reviewing the Corporate Standards and introducing Agile Working Guidance is to ensure working arrangements within the Council are based on service need and to ensure there is a consistent approach being applied by all employees and managers in the approach to meeting Corporate Standards. Benefits for the Council (not exhaustive) Ensure needs of Council and stakeholders are met. Ensure access for customers and the community. Ensure corporate standards are being adhered to in all standards internally and externally. Provide consistency for managers in the application of corporate standards. Benefits for employees (not exhaustive) Clearer guidance aligned to current working practices that are clear and consistent for employees to follow and match the current changed ways of working. This piece of work also relates to the work that is commencing on Agile Working and the recent Audit by Audit Scotland on Workforce Innovation - how councils are responding to workforce challenges Best Value thematic work in South Lanarkshire Council 2023-24 Report presented to the Risk and Audit Scrutiny Committee on 25 June 2024, as part of this Audit, it is referenced that the Council will undertake an exercise on work patterns to understand what proportion of its workforce is in each category. Updating the Corporate Standards will ensure that as well as the working arrangements of the workforce being more understood and refined to more meet service need, the Corporate Standards will support this in a better way. 3 Scope of Review To review the Corporate Standards in 2 stages: • Initial progress will be made in reminding employees and managers of the four areas of work in stage 1. • The full Corporate Standards and all associated documents will be reviewed and updated. 123
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Stage 1 - it is proposed that in September, guidance is issued to employees on key areas of corporate standards, namely: (1) update and communicate the ‘Out of Office Assistant’ Corporate Standards contained in the current employee guidance as detailed. This aspect of the standards is very important in terms of service provision and access to services for customers and services users of South Lanarkshire Council. (2) services to carry out a review of their content on the external South Lanarkshire Council website and the intranet to check the accuracy of contact details and to ensure these reflect the contact arrangements in place and ensure access to services and service provision is not affected by any working arrangements in place. Managers should also consider replacing individual employees email addresses with shared mailbox contacts, and individual employees phone numbers with telephone call groups, where available and appropriate. It is essential that a manned email box, and phone number is provided on external websites and on internal contact details. Arrangements should be put in place to ensure that if an officer is not contactable, then an alternative contact is easily identified and available (3) remind and reinforce the current email and email signature standards. (4) remind and reinforce the current telephone communication standards which are: All telephones must be answered within 5 rings / 10 seconds. Reminders will be communicated through a personnel circular, management bulletin and cascaded by Heads of Service, with managers encouraged to conduct checks of their own teams’ email signatures. Stage 2 would involve a full review of the Corporate Standards Handbook and supporting documentation that will run parallel to the work taking place at stage 1. It is planned that this will be carried out over the rest of this calendar year with an updated document brought back to CMT before the end of December. Managers will be asked to conduct checks of their own teams’ arrangements. 124
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4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 5. Trade Union, Personnel Team, and Management Engagement Engagement is required with Trades Union Colleagues (providing TU and Employee representation) the Personnel Team and representatives from management in each Resource. Elected Members JTUC, JNCC HR Managers Executive Directors and Heads of Service Finance and Corporate Communications Team Finance and Corporate IT Team 6 Key aims of/outcomes from project Service/operational To introduce an updated Corporate Standards Policy. Employee To ensure employees are provided with clear and consistent guidance on corporate standards. Other Updating the Corporate Standards will bring the Policy up to date. 7 Key milestones • 29 August 2024– Initial report to CMT • September / October 2024, Actions detailed at Stage 1 are implemented • September to December 2024 – Review of the Corporate Standards Policy • October and November 2024 – Trade Union Consultation • December 2024 – Update to CMT on progress and draft revised Policy • Performance Review and Scrutiny Forum – 19 November 2024 8 Monitoring and reporting arrangements • Regular meetings with key stakeholders including Trade Unions • Support for managers provided. • Final report to CMT. 9 CMT Sponsor / Lead Officer Michelle Milne, Head of Personnel Jackie Taylor, Executive Director Finance and Corporate Resources 10 Project resourcing The project will require support from – • Personnel Services • IT • Corporate Communications Approved by: Executive Director ……………………………………………… Chief Executive ……………………………………………… Date: 125
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