Agenda Document Pack - Finance and Corporate Resources Committee - 30/09/2026
South Lanarkshire Council · 30 September 2026
Back to Finance and Corporate Resources Committee — 30 September 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 22 September 2026 Dear Councillor Finance and Corporate Resources Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 30 September 2026 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Mo Razzaq (Chair), Walter Brogan (Depute Chair), Celine Handibode (Depute Chair), Maureen Devlin (ex officio), Alex Allison, Mathew Buchanan, Andy Carmichael, Maureen Chalmers, Andrea Cowan, Mary Donnelly, Grant Ferguson, Gladys Ferguson-Miller, Graeme Horne, Martin Hose, Gavin Keatt, Ross Lambie, Katy Loudon, Hugh Macdonald, Catherine McClymont, Elaine McDougall, Mark McGeever, Kirsten Robb, John Ross, Graham Scott, Kirsty Williams Substitutes Archie Buchanan, Poppy Corbett, Colin Dewar, Ross Gowland, Susan Kerr, Martin Lennon, Richard Lockhart, Richard Nelson, Carol Nugent, Norman Rae, Helen Toner 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Finance and Corporate Resources Committee held on 1 July 2026 submitted for approval as a correct record. (Copy attached) 5 - 16 3 Minutes of Appeals Panel Minutes of the Appeals Panel held on 11 and 25 June 2026 submitted for approval as a correct record. (Copies attached) 17 - 20 Monitoring Item(s) 4 Finance and Corporate Resources - Revenue Budget Monitoring 2026/2027 Report dated 31 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 21 - 32 5 Finance and Corporate Resources – Capital Budget Monitoring 2026/2027 Report dated 2 September 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 33 - 36 6 Finance and Corporate Resources – Workforce Monitoring – 1 May to 31 July 2026 Report dated 25 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 44 7 Council-wide Workforce Monitoring – 1 May to 31 July 2026 Report dated 25 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 45 - 64 8 Early Retirement Voluntary Severance and Switch 2 Report dated 8 September 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 65 - 70 9 Treasury Management Activity - First Quarter Review Report dated 25 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 71 - 78 Item(s) for Decision 10 Prudential Indicators, Treasury Management Activity and Annual Investment Report 2025/2026 Report dated 25 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 79 - 98 11 Revenue Collection and Approval for Write-Offs Report dated 1 September 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 99 - 104 12 Addiction and Substance Misuse Policy Report dated 8 September 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 105 - 126 2
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13 Artificial Intelligence (AI) Policy Report dated 8 September 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 127 - 146 Item(s) for Noting 14 Reserves Strategy Report dated 31 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 147 - 152 15 Common Good Update Report Report dated 31 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 153 - 162 16 Annual Procurement Report 2025/2026 Report dated 8 September 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 163 - 226 17 Review of Procurement Strategy for 2025/2026 Report dated 1 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 227 - 254 18 Money Matters Advice Service Annual Report 2025/2026 Report dated 28 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 255 - 302 19 Scottish Government Consultation – Council Tax High-Value Property Bands (Mansion Tax) Report dated 25 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 303 - 312 20 Employee Development – Progress to Date Report dated 19 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 313 - 320 21 Scottish Government Consultation on the Public Sector Equality Duty Report dated 19 August 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 321 - 342 Urgent Business 22 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Carol Lyon Clerk Telephone: 07385370065 Clerk Email: carol.lyon@southlanarkshire.gov.uk 3
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FINANCE AND CORPORATE RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 1 July 2026 Chair: Councillor Mo Razzaq Councillors Present: Councillor Alex Allison, Councillor Walter Brogan (Depute), Councillor Mathew Buchanan, Councillor Andy Carmichael, Councillor Andrea Cowan, Councillor Grant Ferguson, Councillor Gladys Ferguson-Miller, Councillor Celine Handibode (Depute), Councillor Graeme Horne, Councillor Gavin Keatt, Councillor Susan Kerr (substitute for Councillor Kirsty Williams), Councillor Ross Lambie, Councillor Katy Loudon, Councillor Catherine McClymont, Councillor Graham Scott, Councillor Helen Toner (substitute for Councillor John Ross) Councillors’ Apologies: Councillor Maureen Chalmers, Councillor Maureen Devlin (ex officio), Councillor Mary Donnelly, Councillor Martin Hose, Councillor Hugh Macdonald, Councillor Elaine McDougall, Councillor Mark McGeever, Councillor John Ross, Councillor Kirsty Williams Attending: Chief Executive’s Service T Little, Head of Communications and Strategy Finance and Corporate Resources M Husband, Head of IT Services; S Jessup, Administration Assistant; C Lyon, Administration Officer; M Milne, Head of Personnel Services; L O’Hagan, Head of Finance (Strategy); S Smith McKnight, Revenues and Benefits Manager; I Strachan, Head of Administration and Legal Services Death of Provost Margaret Cooper The Chair referred to the death of Provost Margaret Cooper, an elected member for Council Electoral Ward 5 (Avondale and Stonehouse). As a mark of respect, all present observed a minute’s silence. 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Finance and Corporate Resources Committee held on 6 May 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of Appeals Panel The minutes of the meetings of the Appeals Panel held on 19 March and 2 April 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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4 Minutes of Recruitment Committee The minutes of the meetings of the Recruitment Committee held on 5 and 19 June 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 5 Finance and Corporate Resources – Revenue Budget Monitoring 2025/2026 A report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing the actual expenditure for the period 1 April 2025 to 31 March 2026 against budgeted expenditure for Finance and Corporate Resources. A Service Analysis Statement, which outlined the key highlights by Service for the Resource, was provided at Appendix A to the report. The detailed financial position, with variance explanations by budget category, was provided at appendices B to I to the report. As at 31 March 2026, the actual outturn position was an underspend of £0.578 million after approved transfers to reserves. The total transfers to reserves included £0.300 million approved by the Executive Committee on 4 February 2026 in relation to the Insurance Fund. Additional transfers to reserves were approved by the Executive Committee on 24 June 2026, in relation to Discretionary Housing Payment (DHP) which would be carried forward to 2026/2027 of £0.081 million, and Place Based Funding committed for projects in 2026/2027 of £0.015 million. Virements were proposed to realign budgets and those movements were detailed in the appendices to the report. The Committee decided: (1) that the position as at 31 March 2026 of an underspend of £0.578 million after approved transfers to reserves, as detailed in Appendix A to the report, be noted; and (2) that the proposed budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of 6 May 2026 (Paragraph 4) and Minutes of the Executive Committee of 4 February 2026 (Paragraph 3) and 24 June 2026 (Paragraph 3)] 6 Finance and Corporate Resources - Revenue Budget Monitoring 2026/2027 A report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted comparing the actual expenditure for the period 1 April to 15 May 2026 and providing a forecast for the year to 31 March 2027 for Finance and Corporate Resources. A Service Analysis Statement, which outlined the key highlights by Service for the Resource, was provided at Appendix A to the report. The detailed financial position, with variance explanations by budget category, was provided at Appendix B to the report. As at 15 May 2026, the projected outturn position for the Resource was a breakeven position. 6
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As noted in the 2027/2028 to 2028/2029 Revenue Budget Strategy report considered by the Executive Committee on 24 June 2026, there was a year-end underspend of £0.803 million within Finance and Corporate Resources due to reduced costs of Empty Property Relief. The recurring underspend from 2026/2027 was slightly higher at £1.000 million, due to the anticipated reduction in the number of empty properties supported. £1.000 million had been moved from the Empty Property Relief Underspend budget line. This budget would be considered later in the year as part of the Probable Outturn exercise. This was a recurring underspend and resulted in a permanent benefit to the Council’s Revenue Budget Strategy from 2027/2028. Funding, totalling £0.590 million, had been allocated to Finance and Corporate Resources as part of the 2026/2027 Investments. The funding was for Galas and Festivals (£0.200 million), Third Sector Support (£0.300 million), Citizens’ Advice (£0.040 million) and Community Engagement Team (£0.050 million). This funding was detailed in appendices C to I of the report. Virements were proposed to realign budgets and those movements were detailed in the appendices to the report. The Committee decided: (1) that the forecast to 31 March 2027 of a breakeven position, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of the Executive Committee of 24 June 2026 (Paragraph 9)] 7 Finance and Corporate Resources - Capital Budget Monitoring 2025/2026 A report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted advising of progress on Finance and Corporate Resources’ capital programme for the period 1 April 2025 to 31 March 2026. The budget for 2025/2026 was £0.645 million. Total expenditure to 31 March 2026 was £0.597 million, a difference of £0.048 million in comparison to the programme of £0.645 million. The underspend reflected the timing of spend across the year end. The underspend, along with the funding, would carry forward into next financial year as required. An update on the 2026/2027 programme was detailed in a separate report to this Committee. The Committee decided: that the Finance and Corporate Resources’ capital programme of £0.645 million, and expenditure for the year of £0.597 million, be noted. [Reference: Minutes of 6 May 2026 (Paragraph 5)] 8 Finance and Corporate Resources - Capital Budget Monitoring 2026/2027 A report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted advising of progress on Finance and Corporate Resources’ capital programme for the period 1 April to 15 May 2026. 7
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The capital programme for 2026/2027 was £0.498 million, as approved by the Executive Committee on 24 June 2026. The forecast for the financial year was £0.498 million. The Committee decided: that the Finance and Corporate Resources’ capital programme of £0.498 million, and forecast expenditure of £0.498 million, be noted. [Reference: Minutes of South Lanarkshire Council (Special) of 25 February 2026 (Paragraph 4) and Minutes of the Executive Committee of 24 June 2026 (Paragraph 6)] 9 Finance and Corporate Resources – Workforce Monitoring – 1 March to 30 April 2026 A report dated 27 May 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the following employee information for Finance and Corporate Resources for the period 1 January to 30 April 2026:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews staffing watch as at 14 March 2026 The Committee decided: that the report be noted. [Reference: Minutes of 6 May 2026 (Paragraph 6)] 10 Council-wide Workforce Monitoring – 1 March to 30 April 2026 A report dated 9 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the following Council-wide employee information for the period 1 January to 30 April 2026:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring staffing watch as at 14 March 2026 The Committee decided: that the report be noted. [Reference: Minutes of 6 May 2026 (Paragraph 7)] 11 Finance and Corporate Resource Plan - Quarter 4 Progress Report 2025/2026 A report dated 28 May 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the Finance and Corporate Resource Plan Quarter 4 Progress Report for 2025/2026 for the period 1 April 2025 to 31 March 2026. 8
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The Resource Plan measures were rated using a traffic light system of red, amber or green as well as blue (BRAG) which indicated that an action had been completed. Details were provided on:- progress made in implementing the priority projects identified in the Resource Plan 2025/2026, as detailed in the Quarter 4 Progress Report, attached as Appendix 2 to the report key achievements made by the Resource to date, as detailed in Section 5.3 of the report areas for improvement and associated management actions, as detailed in Section 5.4 of the report measures which had changed from Quarter 2 to Quarter 4, as detailed in Appendix 3 to the report The Committee decided: (1) that the Finance and Corporate Resource Plan Quarter 4 Progress Report 2025/2026, as summarised in paragraph 5.2. and attached as Appendix 2 of the report, be noted; (2) that the key achievements made by the Resource for the year, as detailed in paragraph 5.3. of the report, be noted; (3) that the areas for improvement, as detailed in paragraph 5.4. of the report, be noted; and (4) that the additional scrutiny of changes in measure status between Quarter 2 and Quarter 4, as summarised at paragraph 5.5. and detailed at Appendix 3 of the report, be noted. [Reference: Minutes of 11 June 2025 (Paragraph 7)] 12 Finance and Corporate Resource Plan 2026/2027 A report dated 28 May 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the Finance and Corporate Resource Plan 2026/2027. Details were provided on the Resource Plan for 2026/2027, attached as Appendix 1 to the report, which outlined:- key areas of focus for the year ahead Resource outcomes measures and actions resourcing of the Plan Following approval at individual Resource Committees, the Resource Plans for 2026/2027 would be submitted, as a pack, to the meeting of the Executive Committee for noting. The Resource had established a number of outcomes to support the delivery of the Council Plan, Connect, in 2026/2027. To support those outcomes, the Resource had developed performance measures in an action plan, detailed in Section 4 of the Resource Plan. Key or strategic measures would be included in the Council Plan progress reports 2026/2027, with the remaining measures being monitored and reported at Resource level. In line with the Council’s performance management arrangements, a mid-year progress report on actions identified in the 2026/2027 Resource Plan and an end of year progress report respectively, would be submitted to future meetings of the Committee. Once approved, the Resource Plan would be made available on the Council’s website. 9
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The Committee decided: [ (1) that the Finance and Corporate Resource Plan 2026/2027, attached as Appendix 1 to the report, be approved; (2) that the Resource Plan 2026/2027 be uploaded to the Council’s website; (3) that it be noted that, following Committee approval, all Resource Plans would be submitted to the Executive Committee for noting; and (4) that it be noted that Progress Reports on the Resource Plan 2026/2027 would be submitted, at Quarter 2 and Quarter 4, to future meetings of this Committee. 13 Revenue Collection and Approval for Write-Offs A report dated 5 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on:- collection performance for the financial year 2026/2027 to 31 May 2026 on revenue income which comprised Council Tax, non-domestic rates (NDR), sundry debts and arrears performance in the Non-Domestic Rates Incentivisation Scheme (NDRIS) the write-off of irrecoverable Council Tax, non-domestic rates, Business Improvement District (BID) levy, sundry debt and Housing Rent and associated charges and school meals debt Details were provided on current collection targets. The Council was behind both target and comparable performance from 2025/2026 in respect of Council Tax. In respect of non-domestic rates and sundry debt, the Council was ahead of both target and comparable performance from 2025/2026. In terms of arrears collection targets, the Council was behind both target and comparable performance from 2025/2026 in respect of Council Tax and sundry debt, In respect of non- domestic rates, the Council was ahead of both target and comparable performance from 2025/2026. The Non-Domestic Rates Incentivisation Scheme (NDRIS), formerly known as the Business Rates Incentivisation Scheme (BRIS), was a Scottish Government initiative to incentivise growth of the local business tax base, with a view to increasing NDR income yields. The Scottish Government set annual targets for growth (buoyancy) and councils which achieved their target retained 50% of the additional income generated above the target. The provisional buoyancy target for South Lanarkshire Council in 2026/2027 had been set by the Scottish Government at 0.9%. Performance against the NDRIS target would be reported to this Committee on a quarterly basis. Buoyancy for 2026/2027 Quarter 1, to 30 June 2026, could not be reported at this stage as the relevant data was not yet available and would be reported to this Committee on 30 September 2026. It was proposed that the following debts be written off:- irrecoverable Council Tax accounts from 1993/1994 to 2026/2027 to the value of £163,191.27 relating primarily to prescribed debt, sequestrations and estates of the deceased 10
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irrecoverable non-domestic rates to the value of £331,194.75 relating primarily to debtors in liquidation, those who had ceased trading or had been sequestrated BID levies totalling £6,022.77 administered by the Council on behalf of Hamilton, Carluke and Lanark BID companies sundry debts to a value of £33,141.70 former tenant rent arrears totalling £281,465.16 (including bulk write-offs for 2026/2027 Q1 for temporary accommodation) school meals debt totalling £9,000 (funded by Scottish Government grant of £224,000) The Committee decided: (1) that the Council’s performance in the collection of revenues be noted; (2) that the current position in respect of the Non-Domestic Rates Incentivisation Scheme be noted; (3) that the write-off of the following irrecoverable debts be approved:- Council Tax debt from 1993/1994 to 2026/2027 to the value of £163,191.27 Non Domestic Rates totalling £331,194.75 BID levies totalling £6,022.77 sundry debts to a value of £33,141.70 house rent and associated charges totalling £281,465.16 school meal debt totalling £9,000 [Reference: Minutes of 6 May 2026 (Paragraph 8)] 14 Additional Community Can Do Fund Allocations A report dated 10 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on additional Communities Can Do Fund allocations. The Community Can Do Fund had been established during the Third Sector Partnership Review in 2025/2026 as a fund that offered a fair, open and transparent mechanism to award medium sized grants to third sector organisations working across South Lanarkshire local communities. Between 1 December 2025 and 11 January 2026, applicants were invited to apply for grants between £1,000 and £20,000 for the 2026/2027 financial year. The total funding available was £200,000. The Fund was heavily oversubscribed and received 92 applications with a value of £1,126,089. After the exclusion of ineligible applications, the value of declined applications was £719,800. This Committee approved 12 applications totalling £200,000 at its meeting on 18 February 2026. The 2026/2027 annual budget allocated £0.300 million per annum of recurring funding for further investment in the third sector for this year and beyond. In line with the Third Sector Partnership Agreement approved by the Executive Committee on 5 November 2025, discussion had taken place with VASLan, as South Lanarkshire’s Third Sector Interface, as to how best to utilise the recurring investment funds. Those discussions had included how VASLan might build on the monies available by attracting match funding organisations, entrepreneurs and benefactors. 11
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Discussions were underway around a South Lanarkshire Third Sector Fund where the Council would work with VASLan to promote the fund, invite and assess applications, and make recommendations for grants, which would be announced and publicised jointly, with payments issued by the Council. Further to discussion and agreement with VASLan, it had been agreed by the Executive Committee on 20 May 2026, that the applications received and scored through the Community Can Do Fund be used to disperse the £0.300 million available from the South Lanarkshire Third Sector Fund for 2026/2027. To ensure a broad spend of the funding available to the third sector in South Lanarkshire, funding would not be offered to applicants already in receipt of Council or community mental health or wellbeing funding for similar provisions and services. An analysis of the next highest scoring applications, excluding those in receipt of alternative or other Council sources of funding for their project, identified a further 26 applications with a value of £0.300 million for approval, as detailed in Appendix 1 of the report. All applications scored 36 or above, which was more than the minimum eligible score of 27.5. The current financial position of the Community Can Do Fund was detailed in Section 6 of the report. The Committee decided: (1) that the decision made by the Executive Committee to allocate additional funding to unsuccessful applications to the Community Can Do Fund be noted; and (2) that the Community Can Do Fund applications detailed in Appendix 1 of the report be approved. [Reference: Minutes of 18 February 2026 (Paragraph 10) and Minutes of the Executive Committee of 20 May 2026 (Paragraph 4)] 15 2026/2027 Information and Communication Technology ICT Asset Management Plan A report dated 10 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted advising on the outcomes of the 2026/2027 Information and Communication Technology (ICT) Asset Management Plan. The ICT Asset Management Plan outlined the priorities and strategies required to develop and support the ICT asset estate which was in place to support the business objectives of the Council whilst ensuring business continuity. The plan highlighted the key actions planned for the year ahead, ensuring that the Council’s ICT Assets were fit for purpose. Details of the key actions were provided in the report and a copy of the proposed 2026/2027 ICT Asset Management Plan was attached as Appendix 1 to the report. The Head of IT Services clarified that, with reference to the last bullet in paragraph 5.3 in relation to the refresh of end user devices, the language in the Plan referred to personal devices whereas it should have referred to Council provided laptops and desktops. The Committee decided: that the ICT Asset Management Plan for 2026/2027 be approved [Reference: Minutes of 11 June 2025 (Paragraph 10)] 12
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16 Marmot Place Programme – Marmot Transformation Team and Future Service Alignment A report dated 5 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the Marmot Transformation Team. South Lanarkshire was 1 of 3 Scottish areas participating in the Collaboration for Health Equality in Scotland (CHES) programme. The Marmot Place pilot was a key element of that work and was intended to reduce inequalities by embedding proportionate universalism across services. As reported to the Executive Committee on 4 March 2026, the Marmot Place pilot had now progressed through the early phases of data analysis and system understanding, and had entered a stage where co-ordinated delivery, learning and evaluation were critical to maximising impact and informing future service design. As pilot activity developed across services and partner organisations, there was a growing requirement for dedicated leadership and co-ordination of the Marmot and wider Council Transformation programme. There was also a need to ensure consistent evaluation of impact and learning across all activity, alongside establishing a clear and structured pathway to translate pilot initiatives into sustainable, mainstream service delivery. It was proposed that a permanent Marmot Transformation Team be established for the duration of the pilot and beyond, with a specific remit to support delivery, learning and future planning, as detailed in Sections 4 and 6 of the report. The Committee decided: (1) that the content of the report be noted; (2) that the establishment of a permanent Marmot Transformation Team and related reporting arrangements, as detailed in Sections 4 and 6 of the report, be approved; and (3) to note the purpose of the Marmot Transformation Team during the pilot phase. [Reference: Minutes of the Executive Committee of 4 March 2026 (Paragraph 8)] 17 Staff Survey Responses 2026 A report dated 11 June 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the outcome of the Employee Survey conducted between 2 February and 13 March 2026. South Lanarkshire Council’s Connect Plan 2022 to 2027 aimed to ensure a safe, healthy environment and respectful treatment for all employees, assessed through an employee survey. Employee surveys were carried out to give staff a structured opportunity to share their views and experiences, and responses helped inform decisions, shape improvement activity and support a positive working environment across the Council. The feedback and insight gathered provided an opportunity to strengthen staff morale, build trust in leadership and support ongoing organisational improvement. By taking forward the feedback, the Council could help improve engagement, retention and overall organisational effectiveness. The 2026 survey ran from 2 February to 13 March 2026, with 2,224 responses received. The survey comprised of 24 questions on a 5 point scale from strongly agree to strongly disagree, along with a free text box to allow further comments from employees. The survey themes were detailed in paragraph 4.3 of the report. 13
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The quantitative responses were summarised at a high level, as detailed in Section 5 of the report, with further detail provided in Appendix 1 to the report. Across the Council, comments showed strong commitment to public service, local team support and pride in delivering services, alongside recurring responses about workload, work conditions, communication, trust in decision-making and consistency in the application of working arrangements. Summaries were provided of the main qualitative themes by Resource in Appendix 2 to the report. Those were intended to support Executive Directors in Resources to develop a local improvement action plan to address feedback identified in their area. Communication to employees would be a key part of the process, ensuring key messages from the survey were communicated and what actions and progress were being made. The communication methods for feedback to employees were detailed in paragraph 7.4 of the report. Following questions from a member on various aspects of the report, the Head of Personnel Services agreed:- to share a copy of the breakdown between staff based in offices and those in schools, nurseries or other places, in relation to the question on the working environment, particularly about people feeling safe and comfortable that information on the action plans being developed by Executive Directors would be reported back to a future meeting of this Committee A member highlighted the disconnect between the previous responses to the questions and the fact that only 45% agreed or strongly agreed that they were proud to work for the Council and only just over half would recommend the Council as an employer. The Head of Personnel Services advised that they had looked at quantitative and qualitative data on the range of responses available, including neutral data, and that those were different answers to different questions. She advised that a better understanding should come through once the further tailored actions and engagement had taken place. The Committee decided: that the report be noted. 18 Notification of Contracts Awarded - 1 October 2025 to 31 March 2026 A report dated 1 May 2026 by the Executive Director (Finance and Corporate Resources) was submitted on contracts awarded by Finance and Corporate Resources during the period 1 October 2025 to 31 March 2026. In terms of Standing Order Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources were required to notify the relevant Committee of contracts awarded. Details of the contracts awarded by Finance and Corporate Resources were provided in the appendix to the report. The Committee decided: that the report be noted. [Reference: Minutes of 19 November 2025 (Paragraph 20)] 19 Urgent Business There were no items of urgent business 14
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Chair’s Closing Remarks The Chair advised that this would be the last meeting that Shona Jessup, Administration Assistant, would be attending prior to her forthcoming retirement. The Chair, on behalf of the members of the Committee, thanked Shona for assistance over the years and wished her well on her retirement. 15
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APPEALS PANEL Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 11 June 2026 Chair: Councillor Celine Handibode Councillors Present: Councillor Margaret Cowie, Councillor Richard Nelson Attending: Finance and Corporate Resources L Cunningham, Administration Officer; G Robertson, Personnel Adviser 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Panel decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Appeal Against Dismissal The Panel considered an appeal (Ref 1/26) by an employee against their dismissal. The appellant was present and represented themself. The Council was represented by a Personnel Adviser. The appellant requested that 3 additional submissions be considered. The Personnel Adviser outlined her objections to the additional submissions being considered. Both sides withdrew. Following discussion, the Panel agreed that the additional submissions would not be considered. Both sides re-entered the meeting and were advised of the position. The Council called a witness. All parties were heard in relation to the appeal and then withdrew from the meeting. The Panel decided: that the grounds of the appeal had not been substantiated and the appeal be not upheld. 3 17
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APPEALS PANEL Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 25 June 2026 Chair: Councillor Celine Handibode Councillors Present: Councillor Ross Gowland, Councillor Poppy Corbett Attending: Finance and Corporate Resources K Archer, Personnel Adviser; L Cunningham, Administration Officer; S Erskine, Personnel Officer 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Panel decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Appeal Against Dismissal The Panel considered an appeal (Ref 2/26) by an employee against termination due to capability. The appellant was present and represented by a trade union representative. The Council was represented by a Personnel Adviser. The Council called a witness and the appellant’s representative called the appellant. All parties were heard in relation to the appeal and then withdrew from the meeting. The Panel decided: that the grounds of the appeal had not been substantiated and the appeal be not upheld. 3 19
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources - Revenue Budget Monitoring 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [p provide information on the actual expenditure measured against the revenue budget for the period 1 April to 7 August 2026 for Finance and Corporate Resources provide a forecast for the year to 31 March 2027 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the projected breakeven position on the 2026/2027 revenue budget for Finance and Corporate Resources’, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements be approved. 3. Background 3.1. This is the second revenue budget monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2026/2027. 3.2. The report details the financial position for Finance and Corporate Resources. Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and Appendix B provides the detailed financial position with variance explanations by budget category. Any variance explanations and proposed budget virements are shown, where relevant, in Appendices C to I. 3.3. This report reflects the actual spend to 7 August 2026 for the Resource budget and the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. As at 7 August 2026, the Resource’s projected outturn for 2026/2027 is a breakeven position. This is outlined in the attached appendices. 5.2. Appendix A is the service analysis statement and will outline the key projected outturn variances by Service for the Resource. 4 21
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5.3. Virements are proposed to realign budgets across budget categories and with other Resources. These movements have been detailed in Appendices C-I, where relevant. 6. 2026/2027 Investments 6.1. Funding has been allocated to Finance and Corporate Resources as part of the 2026/2027 Investments. The Finance and Corporate budget includes £0.590 million for the following areas: Galas and Festivals (£0.200 million), Third Sector Support (£0.300 million), Citizen Advice funding (£0.040 million) and Community Engagement Team (£0.050 million). 6.2. Total Investment funding of £0.590 million and expenditure to 7 August 2026 of £0.443 million are included in the Finance and Corporate Resources budget as outlined in Appendices C to I. Spend will continue to be progressed throughout the year. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 8. Risk and Other Implications 8.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures which could increase the risk of overspend, however these are mitigated by additional funds being added to the budget. 7.2. The risk is managed through four weekly Budget Monitoring meetings at which any variance is analysed. In addition, the new forecasting within FUSION and work with the Resource and finance teams, ensures early warning for corrective action to be taken where appropriate. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and therefore no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 31 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee, 1 July 2026 22
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List of Background Papers Financial Ledger and budget monitoring results to 7 August 2026 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 23
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 7 August 2026 (No. 5) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Strategy 2,868 2,815 53 1.85% 1,410 Transactions 20,285 20,239 46 0.23% 7,150 Audit 417 406 11 2.64% 184 Information Technology 9,160 9,239 (79) (0.86%) 7,742 Communications and Strategy 3,873 3,746 127 3.28% 1,921 Administration, Legal, Licensing and Registration 5,258 5,317 (59) (1.12%) 1,995 Personnel 7,740 7,839 (99) (1.28%) 3,067 Net Controllable Exp. 49,601 49,601 0 0.00% 23,469 Service Heading Explanation for significant projected outturn variances Strategy The projected underspend reflects staff turnover levels being higher than budgeted within the service, with recruitment ongoing in line with service requirements (Appendix C). Transactions The projected underspend is due to vacant posts within the service with recruitment ongoing in line with service requirements, and an over recovery of income reflecting additional commission received from Scottish Water. These are partially offset by higher than budgeted postage costs for Council Tax billing, benefit notifications and blue badge production. (Appendix D). Audit The projected underspend is due to vacant posts within the service, with recruitment ongoing in line with service requirements (Appendix E). Information Technology The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. (Appendix F). Communications and Strategy The projected underspend is due to vacant posts within the service, with recruitment ongoing in line with service requirements. (Appendix G). Administration, Legal, Licensing and Registration The projected overspend is due to lower than budgeted income anticipated in the financial year. (Appendix H). Personnel The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. (Appendix I). 24
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 7 August 2026 (No. 5) Finance & Corporate Resources Summary Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 40,537 40,362 175 under 0.43% 13,635 Property Costs 3,262 3,262 0 - 0.00% 49 Supplies & Services 8,555 8,694 (139) over (1.62%) 5,633 Transport & Plant 36 28 8 under 22.22% 13 Administration Costs 8,310 8,503 (193) over (2.32%) 2,730 Payments to Other Bodies 4,110 4,146 (36) over (0.88%) 2,287 Payments to Contractors 256 258 (2) over (0.78%) 126 Transfer Payments 67,162 67,162 0 - 0.00% 15,302 Financing Charges 1,422 1,431 (9) over (0.63%) 828 Total Controllable Exp. 133,650 133,846 (196) over (0.15%) 40,603 Total Controllable Inc. (84,049) (84,245) 196 over recovery (0.23%) (17,134) Net Controllable Exp. 49,601 49,601 0 - 0.00% 23,469 Variance Explanations Variance explanations are shown in Appendices C to I as appropriate. Budget Virements Budget Virements are noted in Appendices C to I as appropriate. 25
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Appendix C South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 7 August 2026 (No. 5) Finance – Strategy Services Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual £000 £000 £000 £000 Note Employee Costs 3,675 3,604 71 under 1.93% 1,278 1, a Property Costs 0 0 0 - 0.00% 0 Supplies & Services 15 14 1 under 6.67% 3 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 114 120 (6) over (5.26%) 7 Payments to Other Bodies 665 678 (13) over (1.95%) 116 Payments to Contractors 23 23 0 - 0.00% 16 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 20 20 0 - 0.00% 1 Total Controllable Exp. 4,512 4,459 53 under 1.17% 1,421 Total Controllable Inc. (1,644) (1,644) 0 - 0.00% (11) Net Controllable Exp. 2,868 2,815 53 under 1.85% 1,410 Variance Explanations 1. The projected underspend in Employee Cost is due to vacant posts within the service, with recruitment ongoing in line with service requirements. Budget Virements a. Realignment of Resource turnover budget across Services: Net Effect £0.088m: Employee Costs £0.088m. 26
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Appendix D South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 7 August 2026 (No. 5) Finance – Transactions Services Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 14,616 14,523 93 under 0.64% 4,901 1, a Property Costs 3,120 3,120 0 - 0.00% 19 b Supplies & Services 804 934 (130) over (16.17%) 570 2 Transport & Plant 4 4 0 - 0.00% 0 Administration Costs 1,192 1,364 (172) over (14.43%) 476 3 Payments to Other Bodies 1,504 1,527 (23) over (1.53%) 854 Payments to Contractors 233 233 0 - 0.00% 108 Transfer Payments 67,162 67,162 0 - 0.00% 15,302 c Financing Charges 105 105 0 - 0.00% 2 Total Controllable Exp. 88,740 88,972 (232) over (0.26%) 22,232 Total Controllable Inc. (68,455) (68,733) 278 over recovery (0.41%) (15,082) 4 Net Controllable Exp. 20,285 20,239 46 under 0.23% 7,150 Variance Explanations 1. The projected underspend in Employee Cost is due to vacant posts within the service, with recruitment ongoing in line with service requirements. 2. The anticipated overspend in Supplies and Services relates to higher than budgeted costs of IT systems and licences. 3. The projected overspend in Administration Costs is due to higher than budgeted postage costs for Council Tax billing, benefit notifications, and blue badge production. 4. The projected over recovery of income reflects additional commission received from Scottish Water for the collection of water and sewage income. Budget Virements a. Realignment of Resource turnover budget across Services: Net Effect (£0.120m): Employee Costs (£0.120m). b. Transfer from Reserves for Scottish Welfare Fund: Net Effect £0.410m: Property Costs £0.410m. c. Additional funding for Discretionary Housing Payments: Net Effect £0.922m: Transfer Payments £0.922m. 27
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Appendix E South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 7 August 2026 (No. 5) Audit Services Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 567 556 11 under 1.94% 185 1, a Property Costs 0 0 0 - 0.00% 0 Supplies & Services 6 6 0 - 0.00% 1 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 7 7 0 - 0.00% (2) Payments to Other Bodies 0 0 0 - 0.00% 0 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 4 4 0 - 0.00% 0 Total Controllable Exp. 584 573 11 under 1.88% 184 Total Controllable Inc. (167) (167) 0 - 0.00% 0 Net Controllable Exp. 417 406 11 - 2.64% 184 Variance Explanations 1. The projected underspend in Employee Cost is due to a vacant post within the service. Budget Virements a. Realignment of Resource turnover budget across Services: Net Effect (£0.013m): Employee Costs (£0.013m). 28
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Appendix F South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 7 August 2026 (No. 5) Information Technology Services Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 6,257 6,336 (79) over (1.26%) 2,134 1, a Property Costs 0 0 0 - 0.00% 0 Supplies & Services 6,899 6,899 0 - 0.00% 4,774 Transport & Plant 4 4 0 - 0.00% 1 Administration Costs 1,591 1,591 0 - 0.00% 692 Payments to Other Bodies 0 0 0 - 0.00% 0 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 835 835 0 - 0.00% 734 Total Controllable Exp. 15,586 15,665 (79) over (0.51%) 8,335 Total Controllable Inc. (6,426) (6,426) 0 - 0.00% (593) Net Controllable Exp. 9,160 9,239 (79) over (0.86%) 7,742 Variance Explanations 1. The projected overspend in Employee Costs is due a lower than budgeted level of turnover anticipated during the financial year. Budget Virements a. Realignment of Resource turnover budget across Services: Net Effect (£0.113m): Employee Costs (£0.113m). 29
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Appendix G South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 7 August 2026 (No. 5) Communications and Strategy Services Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 2,838 2,709 129 under 4.55% 844 1, a Property Costs 137 137 0 - 0.00% 29 Supplies & Services 506 506 0 - 0.00% 123 Transport & Plant 6 3 3 under 50.00% 2 Administration Costs 1,102 1,102 0 - 0.00% 234 Payments to Other Bodies 1,578 1,578 0 - 0.00% 1,199 b, c Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 351 356 (5) over (1.42%) 87 Total Controllable Exp. 6,518 6,391 127 under 1.95% 2,518 Total Controllable Inc. (2,645) (2,645) 0 - 0.00% (597) Net Controllable Exp. 3,873 3,746 127 under 3.28% 1,921 Variance Explanations 1. The projected underspend in Employee Costs is due to vacant posts within the service, with recruitment ongoing in line with service requirements. Budget Virements a. Realignment of Resource turnover budget across Services: Net Effect £0.038m: Employee Costs £0.038m. b. Transfer of Galas and Festivals and Third Sector Funding budgets from Administration Services: Net Effect £0.460m: Payments to Other Bodies £0.460m. c. Transfer from Reserves for Can Do Fund: Net Effect £0.200m: Payments to Other Bodies £0.200m. 30
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Appendix H South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 7 August 2026 (No. 5) Administration, Legal, Licensing and Registration Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 4,698 4,688 10 under 0.21% 1,558 a Property Costs 5 5 0 - 0.00% 1 Supplies & Services 154 149 5 under 3.25% 73 Transport & Plant 13 13 0 - 0.00% 10 Administration Costs 3,079 3,092 (13) over (0.42%) 899 Payments to Other Bodies 149 149 0 - 0.00% 47 b Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 71 75 (4) over (5.63%) 2 Total Controllable Exp. 8,169 8,171 (2) over (0.02%) 2,590 Total Controllable Inc. (2,911) (2,854) (57) under recovery 1.96% (595) 1 Net Controllable Exp. 5,258 5,317 (59) over (1.12%) 1,995 Variance Explanations 1. The projected under recovery is due to lower than budgeted income anticipated in the financial year. Budget Virements a. Realignment of Resource turnover budget across Services: Net Effect £0.114m: Employee Costs £0.114m. b. Transfer of Galas and Festivals and Third Sector Funding budgets to Communications and Strategy: Net Effect (£0.460m): Payments to Other Bodies (£0.460m). . 31
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Appendix I South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 7 August 2026 (No. 5) Personnel Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 7,886 7,946 (60) over (0.76%) 2,735 1, a Property Costs 0 0 0 - 0.00% 0 Supplies & Services 171 186 (15) over (8.77%) 89 Transport & Plant 9 4 5 under 55.56% 0 Administration Costs 1,225 1,227 (2) over (0.16%) 424 Payments to Other Bodies 214 214 0 - 0.00% 71 Payments to Contractors 0 2 (2) over 0.00% 2 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 36 36 0 - 0.00% 2 Total Controllable Exp. 9,541 9,615 (74) over (0.78%) 3,323 Total Controllable Inc. (1,801) (1,776) (25) under recovery 1.39% (256) Net Controllable Exp. 7,740 7,839 (99) over (1.28%) 3,067 Variance Explanations 1. The projected overspend in Employee Costs is due to a lower than budgeted level of turnover anticipated during the financial year. Budget Virements a. Realignment of Resource turnover budget across Services: Net Effect £0.006m: Employee Costs £0.006m. 32
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources – Capital Budget Monitoring 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Finance and Corporate Resources for the period 1 April 2026 to 7 August 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Finance and Corporate Resources capital programme of £0.498 million, and forecast expenditure of £0.498 million, be noted. [1recs] 3. Background 3.1. This is the second capital monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2026/2027. Further reports will follow throughout the year. 3.2. The budget of £0.498 million for Finance and Corporate Resources reflects the budget approved by the Executive Committee in June 2026. There has been no change to this budget since the last report to this Committee. 3.3. The report details the financial position for Finance and Corporate Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2026/2027 Budget As detailed in Section 3.2, the revised capital programme for Finance and Corporate Resources for 2026/2027 is £0.498 million. 5.2. 2026/2027 Forecast Appendix A shows a forecast for the financial year of £0.498 million. For information, actual expenditure to 7 August is £0.049 million. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 5 33
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7. Risk and Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 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 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) 2 September 2026 Link(s) to Council Values/Ambitions/Objectives Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee, 1 July 2026 Executive Committee, 24 June 2026 List of Background Papers Financial ledger to 7 August 2026 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 34
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Appendix A South Lanarkshire Council Capital Expenditure 2026/2027 Finance and Corporate Resources Programme For Period 1 April 2026 – 7 August 2026 Finance and Corporate Resources Total Original Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Information Technology Services 498 - - 498 498 - 49 TOTAL 498 - - 498 498 - 49 35
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources – Workforce Monitoring – 1 May to 31 July 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 May to 31 July 2026 relating to Finance and Corporate Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for 1 May to 31 July 2026 relating to Finance and Corporate Resources be noted:- attendance statistics occupational health ikuaccident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews Staffing watch as at 13 June 2026 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Finance and Corporate Resources provides information on the position for 1 May to 31 July 2026. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of July 2026 for Finance and Corporate Resources. The Resource absence figure for July 2026 was 4.2%, this figure has increased by 0.3% when compared to the previous month and is 0.2% lower than the Council-wide figure. Compared to April 2025, the Resource absence figure has increased by 1.2%. The Resource average figure for the financial year for 2026/2027 is 3.9% compared to a Council-wide average figure of 5.3%. 6 37
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health overall, 70 referrals were made this period. This figure remains unchanged when compared with the same period last year. 4.3. Accident/Incident Statistics There were no accidents/incidents recorded and investigated within the Resource during this period. This figure remains unchanged when compared with the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 1 disciplinary hearing was heard by the Resource, which remains the same when compared with the same period last year. No appeals were heard by the Resource which is a decrease of 1 when compared to the same period last year, and no appeals were pending. No Grievance complaints were raised; this figure remains unchanged when compared with the same period last year. 1 Dignity at Work complaint was raised within the Resource during the period, this figure has increased by 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There was a total of 4 leavers this period who were eligible for an exit questionnaire. This figure has decreased by 4 when compared with the same period last year. Three exit questionnaires were completed in this period. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 10 employees in the number of employees in post from 14 March to 13 June 2026. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Risk and Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 38
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10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 25 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Finance and Corporate Resources – 1 July 2026 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Eileen McPake, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Eileen.McPake@southlanarkshire.gov.uk 39
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 2.8 3.0 3.6 April 0.0 0.0 0.0 April 2.8 3.0 3.6 April 5.2 5.7 5.6 May 3.2 2.7 4.0 May 0.0 0.0 0.0 May 3.2 2.7 4.0 May 5.3 5.6 5.9 June 3.2 2.9 3.9 June 0.0 0.0 0.0 June 3.2 2.9 3.9 June 5.2 5.4 5.4 July 3.5 3.0 4.2 July 0.0 0.0 0.0 July 3.5 3.0 4.2 July 4.1 4.3 4.4 August 2.6 4.0 August 0.0 0.0 August 2.6 4.0 August 4.7 4.7 September 3.2 4.0 September 0.0 0.0 September 3.2 4.0 September 6.1 6.1 October 3.2 3.9 October 0.0 0.0 October 3.2 3.9 October 6.0 6.2 November 4.6 4.5 November 0.0 0.0 November 4.6 4.5 November 6.9 7.0 December 4.4 4.7 December 0.0 0.0 December 4.4 4.7 December 7.0 7.5 January 3.7 3.5 January 0.0 0.0 January 3.7 3.5 January 6.7 6.5 February 3.5 4.1 February 0.0 0.0 February 3.5 4.1 February 7.0 6.8 March 3.7 3.9 March 0.0 0.0 March 3.7 3.9 March 6.8 6.7 Annual Average 3.5 3.7 4.0 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.7 4.0 Annual Average 5.9 6.0 6.1 Average Apr - Jul 3.2 2.9 3.9 Average Apr - Jul 0.0 0.0 0.0 Average Apr - Jul 3.2 2.9 3.9 Average Apr - Jul 5.0 5.3 5.3 834 834 15987No of Employees at 31 July 2026 Resource Total No of Employees at 31 July 2026 Appendix 1 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Finance and Corporate Resources No of Employees at 31 July 2026 No of Employees at 31 July 2026 APT&C Council WideManual Workers 40
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May to Jul May to Jul 2025 2026 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 19 21 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 70 70 May to Jul May to Jul 2025 2026 Total Accidents/Incidents 0 0 May to Jul May to Jul 2025 2026 Total Number of Hearings 1 1 Total Number of Appeals 1 0 Time Taken to Convene Hearing - 01 May to 31 July 2026 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 1 0 May to Jul May to Jul 2025 2026 Number of Grievances 0 0 Still in Progress 0 0 May to Jul May to Jul 2025 2026 Number of Incidents 0 1 Still in Process 0 1 ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in Appendix 2 FINANCE AND CORPORATE RESOURCES 21 27 2 4 28 18 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7-day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS 41
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May to Jul May to Jul 2025 2026 Career Advancement 1 1 Child Caring / Caring Responsibilities 1 1 Moving outwith area 1 0 Personal Reasons 2 0 Poor relationship with managers / colleagues 1 0 Other 2 2 Total Number of Leavers Eligible for Exit Interview 8 4 Number of Exit Interviews conducted 2 3 Percentage of interviews conducted 25% 75% ANALYSIS OF REASONS FOR LEAVING Appendix 2a FINANCE AND CORPORATE RESOURCES 42
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As at 13 June 2026 Total Number of Employees F/T P/T F/T P/T 188 21 375 241 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 88.17 341.51 222.00 57.06 23.00 0.00 0.00 0.00 739.74 As at 14 March 2026 Total Number of Employees F/T P/T F/T P/T 187 19 370 239 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 79.92 341.57 222.38 56.06 23.00 0.00 0.00 0.00 730.93 Appendix 3 JOINT STAFFING WATCH RETURN FINANCE AND CORPORATE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 825 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 815 43
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Council-wide Workforce Monitoring – 1 May to 31 July 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information relating to the Council for the period 1 May to 31 July 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for the period 1 May to 31 July 2026 relating to the Council be noted:- attendance statistics occupational health accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring staffing watch as at 13 June 2026 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to the Committee. This report for the Council provides information on the position for the period 1 May to 31 July 2026. 4. Attendance Statistics 4.1. Information on absence statistics for the Council and each Resource, as analysed for July 2026, is provided in Appendices 1 to 8. Points to note are:- The Council’s absence rate for July 2026, shown in Appendix 1, is 4.4% which represents an a decrease of 1.0% when compared to the previous month and an increase of 0.1% when compared to July 2025. When compared to July 2025, the APT&C absence rate has decreased by 0.1%, the teachers’ figure has remained the same and the manual workers’ figure has increased by 0.3%. The Council average figure for the financial year for 2026/2027 is 5.3%. 7 45
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In comparison to July 2025 (Appendix 8):- psychological and musculoskeletal conditions are the top 2 reasons for absence total days lost due to psychological conditions have increased by 396 days total days lost due to musculoskeletal conditions have increased by 210 days Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 5. Occupational Health 5.1. Information on Occupational Health for the period 1 May to 31 July 2026 is provided in Appendix 9. there were 489 employees referred for a medical examination, which is an increase of 38 when compared to the same period last year. Both musculoskeletal and psychological conditions continue to be the main reason for medical referrals a total of 490 employees attended physiotherapy treatment, showing an increase of 29 when compared to the same period last year. Of the 490 employees referred, 70% remained at work whilst undertaking treatment A total of 422 employees were referred to the Employee Support Officer, an increase of 21 when compared with the same period last year. Of the referrals made this period, 89% related to personal reasons 106 employees were referred to the PAM Assist counselling service, an increase of 34 when compared with the same period last year. All the referrals made this period were made directly by employees. Personal reasons accounted for 19% of the referrals made, 17% were for work related reasons and 64% was for other reasons 8 employees were referred for Cognitive Behavioural Therapy, a decrease of 3 when compared to the same period last year 6. Accidents/Incidents 6.1. The accident/incident report for 1 May to 31 July 2026 is contained in Appendix 10. the number of accidents/incidents recorded was 394, all 394 have been investigated 4 specified injuries were recorded 64 were minor accidents/incidents no accidents resulted in an absence lasting over 3 days 1 accident resulted in an absence lasting over 7 days 7. Discipline, Grievance, Dignity at Work Hearings and Mediation Referrals 7.1. Information on Disciplinary, Grievance Hearings, Dignity at Work and Mediation Referrals for 1 May to 31 July 2026 is contained in Appendices 11, 12a and 12b. 46
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During the period:- a total of 69 disciplinary hearings were held across Resources within the Council, this figure has increased by 17 when compared to the same period last year action was taken in 64 cases and 5 appeals were submitted to be heard within the Resource. Three were not upheld and 2 were pending, as at 31 July 2026 2 Appeals were submitted to be heard by the Appeals panel our target is to convene disciplinary hearings within 6 weeks, 61% of hearings met this target 9 grievances were submitted, 3 of which were resolved and 6 are currently being investigated 8 Dignity at Work complaints were raised, all of which are currently being investigated 0 referrals for mediation were submitted 8. Analysis of Leavers and Exit Questionnaires 8.1. Information on the number of leavers and exit questionnaires for the period 1 May to 31 July 2026 is contained in Appendix 13. Exit questionnaires are sent to employees who leave voluntarily. This does not include planned retirements. Labour Turnover Using figures for 1 May to 31 July 2026 the Council’s turnover figure is 0.7%. Based on the figure at July 2026, the annual labour turnover figure for the financial year 2026/2027 for the Council is 2.7%. 8.2. Analysis of Leavers and Exit Questionnaires:- there were 105 leavers eligible to complete an exit questionnaire, this represents a decrease of 3 when compared with the same period last year a total of 35 exit questionnaires were completed which is an increase of 7 when compared with same period last year 9. Recruitment Monitoring 9.1. Information on Recruitment Monitoring for 1 May to 31 July 2026 is contained within Appendix 14. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:- overall, 10,233 applications were received and all candidates completed the Equal Opportunities Monitoring Form of those applicants who declared themselves as disabled (861), 519 were shortleeted for interview and 53 were appointed of those applicants of a black/ethnic minority background (1363), 447 were shortleeted for interview and 17 were appointed Of those applicants who are ex-armed forces (154), 72 were shortleeted for interview and 10 were appointed 10. Staffing Watch 10.1 There has been an increase of 195 in the number of employees in post from 14 March to 13 June 2026. Details of the staffing watch are contained in Appendix 15. 47
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11. Employee Implications 11.1. There are no implications for employees arising from the information presented in this report. 12. Financial Implications 12.1. All financial implications are accommodated within existing budgets. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no climate change, sustainability or environmental implications arising from the information presented in this report. 14. Risk and Other Implications 14.1. There are no implications for risk in terms of the information contained within this report. 15. Integrated Impact Assessment and Consultation Requirements 15.1. 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. 15.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 25 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Finance and Corporate Resources Committee – 1 July 2026 List of Background Papers Monitoring information provided by Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 48
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2024 / 2025 2025 / 2026 2026 / 2027 2024/ 2025 2025 / 2026 2026 / 2027 2024/ 2025 2025 / 2026 2026 / 2027 2024/ 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 5.2 6.0 5.5 April 2.9 3.5 3.2 April 7.3 7.3 7.8 April 5.2 5.7 5.6 May 5.4 5.6 5.9 May 3.0 3.8 3.5 May 7.1 7.4 8.1 May 5.3 5.6 5.9 June 5.3 5.6 5.3 June 2.8 2.9 2.8 June 7.2 7.5 7.8 June 5.2 5.4 5.4 July 4.3 4.6 4.5 July 1.0 1.4 1.4 July 6.3 6.5 6.8 July 4.1 4.3 4.4 August 4.6 5.0 August 1.9 1.7 August 7.5 7.0 August 4.7 4.7 September 6.2 5.9 September 3.5 4.1 September 8.3 8.3 September 6.1 6.1 October 6.3 6.0 October 3.8 4.2 October 7.7 8.4 October 6.0 6.2 November 7.0 6.8 November 5.0 5.3 November 8.4 8.8 November 6.9 7.0 December 7.1 7.3 December 5.4 5.6 December 8.5 9.5 December 7.0 7.5 January 6.8 6.2 January 4.9 5.0 January 8.3 8.4 January 6.7 6.5 February 7.0 6.4 February 4.9 5.1 February 9.0 9.1 February 7.0 6.8 March 7.0 6.6 March 4.5 4.8 March 8.4 8.7 March 6.8 6.7 Annual Average 6.0 6.0 6.0 Annual Average 3.6 4.0 3.9 Annual Average 7.8 8.1 8.2 Annual Average 5.9 6.0 6.1 Average Apr - Jul 5.1 5.5 5.3 Average Apr - Jul 2.4 2.9 2.7 Average Apr - Jul 7.0 7.2 7.6 Average Apr - Jul 5.0 5.3 5.3 7453 3927 4607 15987 Appendix 1 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Council Wide APT&C Teachers No of Employees at 31 July 2026 No of Employees at 31 July 2026 Manual Workers Council Wide No of Employees at 31 July 2026 No of Employees at 31 July 2026 49
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2024 / 2025 2025 / 2026 2026/ 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 3.5 3.5 5.0 April 6.8 7.2 7.8 April 6.3 6.6 7.3 April 5.2 5.7 5.6 May 2.6 2.6 5.4 May 6.3 7.4 8.0 May 5.9 6.6 7.6 May 5.3 5.6 5.9 June 3.6 3.6 4.7 June 6.4 7.4 7.3 June 6.0 6.8 6.9 June 5.2 5.4 5.4 July 3.6 3.6 5.8 July 4.5 5.9 5.9 July 4.4 5.5 5.9 July 4.1 4.3 4.4 August 2.5 2.5 August 6.2 6.7 August 5.7 6.1 August 4.7 4.7 September 3.5 3.5 September 7.5 8.2 September 6.9 7.4 September 6.1 6.1 October 3.3 3.3 October 7.2 8.2 October 6.7 7.4 October 6.0 6.2 November 3.3 3.3 November 8.3 8.6 November 7.6 7.7 November 6.9 7.0 December 4.6 4.6 December 8.1 9.1 December 7.4 8.4 December 7.0 7.5 January 4.1 4.1 January 7.8 8.0 January 7.2 7.4 January 6.7 6.5 February 3.6 3.6 February 8.7 9.0 February 7.9 8.1 February 7.0 6.8 March 4.8 4.8 March 8.2 8.6 March 7.4 8.0 March 6.8 6.7 Annual Average 3.6 3.6 4.2 Annual Average 7.2 7.9 8.0 Annual Average 6.6 7.2 7.4 Annual Average 5.9 6.0 6.1 Average Apr - Jul 3.3 3.3 5.2 Average Apr - Jul 6.0 7.0 7.3 Average Apr - Jul 5.7 6.4 6.9 Average Apr - Jul 5.0 5.3 5.3 615 3021 3636 15987 Appendix 2 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total No of Employees at 31 July 2026 No of Employees at 31 July 2026 No of Employees at 31 July 2026 No of Employees at 31 July 2026 50
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 5.4 6.8 5.7 April 2.9 3.5 3.2 April 4.0 4.9 4.3 April 5.2 5.7 5.6 May 6.0 6.6 6.7 May 3.0 3.8 3.5 May 4.4 5.0 4.9 May 5.3 5.6 5.9 June 5.5 6.3 5.4 June 2.8 2.9 2.8 June 4.1 4.4 3.9 June 5.2 5.4 5.4 July 3.2 3.8 3.1 July 1.0 1.4 1.4 July 2.0 2.4 2.2 July 4.1 4.3 4.4 August 3.9 4.4 August 1.9 1.7 August 2.8 2.8 August 4.7 4.7 September 6.6 5.8 September 3.5 4.1 September 4.9 4.8 September 6.1 6.1 October 6.5 6.6 October 3.8 4.2 October 5.0 5.2 October 6.0 6.2 November 7.8 8.2 November 5.0 5.3 November 6.2 6.6 November 6.9 7.0 December 8.6 8.5 December 5.4 5.6 December 6.8 6.9 December 7.0 7.5 January 8.0 7.2 January 4.9 5.0 January 6.3 5.9 January 6.7 6.5 February 8.4 7.5 February 4.9 5.1 February 6.5 6.1 February 7.0 6.8 March 8.3 7.8 March 4.5 4.8 March 6.2 6.1 March 6.8 6.7 Annual Average 6.5 6.6 6.4 Annual Average 3.6 4.0 3.9 Annual Average 4.9 5.1 5.0 Annual Average 5.9 6.0 6.1 Average Apr - Jul 5.0 5.9 5.2 Average Apr - Jul 2.4 2.9 2.7 Average Apr - Jul 3.6 4.2 3.8 Average Apr - Jul 5.0 5.3 5.3 3282 3927 7208 15987No of Employees at 31 July 2026 No of Employees at 31 July 2026 No of Employees at 31 July 2026 No of Employees at 31 July 2026 Appendix 3 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Education Resources Council WideAPT&C Teachers Resource Total 51
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 2.8 3.0 3.6 April 0.0 0.0 0.0 April 2.8 3.0 3.6 April 5.2 5.7 5.6 May 3.2 2.7 4.0 May 0.0 0.0 0.0 May 3.2 2.7 4.0 May 5.3 5.6 5.9 June 3.2 2.9 3.9 June 0.0 0.0 0.0 June 3.2 2.9 3.9 June 5.2 5.4 5.4 July 3.5 3.0 4.2 July 0.0 0.0 0.0 July 3.5 3.0 4.2 July 4.1 4.3 4.4 August 2.6 4.0 August 0.0 0.0 August 2.6 4.0 August 4.7 4.7 September 3.2 4.0 September 0.0 0.0 September 3.2 4.0 September 6.1 6.1 October 3.2 3.9 October 0.0 0.0 October 3.2 3.9 October 6.0 6.2 November 4.6 4.5 November 0.0 0.0 November 4.6 4.5 November 6.9 7.0 December 4.4 4.7 December 0.0 0.0 December 4.4 4.7 December 7.0 7.5 January 3.7 3.5 January 0.0 0.0 January 3.7 3.5 January 6.7 6.5 February 3.5 4.1 February 0.0 0.0 February 3.5 4.1 February 7.0 6.8 March 3.7 3.9 March 0.0 0.0 March 3.7 3.9 March 6.8 6.7 Annual Average 3.5 3.7 4.0 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.7 4.0 Annual Average 5.9 6.0 6.1 Average Apr - Jul 3.2 2.9 3.9 Average Apr - Jul 0.0 0.0 0.0 Average Apr - Jul 3.2 2.9 3.9 Average Apr - Jul 5.0 5.3 5.3 834 834 15987No of Employees at 31 July 2026 Resource Total No of Employees at 31 July 2026 Appendix 4 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Finance and Corporate Resources No of Employees at 31 July 2026 No of Employees at 31 July 2026 APT&C Council WideManual Workers 52
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 5.3 5.6 5.7 April 7.2 4.8 5.5 April 6.1 5.3 5.7 April 5.2 5.7 5.6 May 5.2 4.5 5.3 May 8.1 5.7 5.2 May 6.4 5.0 5.3 May 5.3 5.6 5.9 June 5.7 5.1 5.5 June 8.4 6.0 5.6 June 6.8 5.5 5.5 June 5.2 5.4 5.4 July 5.3 5.2 5.4 July 8.6 6.4 5.5 July 6.7 5.7 5.5 July 4.1 4.3 4.4 August 5.5 5.4 August 8.8 6.0 August 6.9 5.7 August 4.7 4.7 September 7.5 5.9 September 7.4 6.7 September 7.5 6.2 September 6.1 6.1 October 7.3 5.7 October 6.0 7.1 October 6.8 6.3 October 6.0 6.2 November 6.8 6.9 November 6.2 7.8 November 6.5 7.2 November 6.9 7.0 December 6.4 6.6 December 5.8 8.9 December 6.2 7.5 December 7.0 7.5 January 7.0 5.2 January 6.2 5.9 January 6.7 5.5 January 6.7 6.5 February 7.0 6.1 February 7.1 5.8 February 7.0 6.0 February 7.0 6.8 March 6.8 5.6 March 5.9 5.5 March 6.4 5.6 March 6.8 6.7 Annual Average 6.3 5.7 5.8 Annual Average 7.1 6.4 6.3 Annual Average 6.7 6.0 6.0 Annual Average 5.9 6.0 6.1 Average Apr - Jul 5.4 5.1 5.5 Average Apr - Jul 8.1 5.7 5.5 Average Apr - Jul 6.5 5.4 5.5 Average Apr - Jul 5.0 5.3 5.3 890 579 1469 15987No of Employees at 31 July 2026No of Employees at 31 July 2026 No of Employees at 31 July 2026 No of Employees at 31 July 2026 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 APT&C Manual Workers Council Wide 53
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 6.5 7.0 6.1 April 8.8 9.4 9.4 April 7.3 7.8 7.1 April 5.2 5.7 5.6 May 5.8 6.6 5.7 May 9.5 8.6 10.2 May 7.0 7.2 7.2 May 5.3 5.6 5.9 June 6.0 6.6 6.1 June 9.2 8.7 11.1 June 7.0 7.3 7.7 June 5.2 5.4 5.4 July 6.5 6.8 6.4 July 11.2 9.0 11.2 July 8.0 7.5 8.0 July 4.1 4.3 4.4 August 6.9 7.1 August 11.4 8.7 August 8.4 7.7 August 4.7 4.7 September 7.2 7.7 September 12.0 10.0 September 8.8 8.5 September 6.1 6.1 October 7.5 7.0 October 11.0 10.1 October 8.6 8.0 October 6.0 6.2 November 8.1 6.6 November 10.0 10.1 November 8.7 7.8 November 6.9 7.0 December 7.0 7.6 December 11.6 11.2 December 8.5 8.8 December 7.0 7.5 January 6.7 7.0 January 11.3 11.4 January 8.2 8.4 January 6.7 6.5 February 7.0 6.6 February 11.6 11.9 February 8.5 8.3 February 7.0 6.8 March 7.5 6.9 March 10.7 11.1 March 8.6 8.3 March 6.8 6.7 Annual Average 6.9 7.0 6.7 Annual Average 10.7 10.0 10.5 Annual Average 8.1 8.0 8.0 Annual Average 5.9 6.0 6.1 Average Apr - Jul 6.2 6.8 6.1 Average Apr - Jul 9.7 8.9 10.5 Average Apr - Jul 7.3 7.5 7.5 Average Apr - Jul 5.0 5.3 5.3 1833 1007 2840 15987No of Employees at 31 July 2026 No of Employees at 31 July 2026 No of Employees at 31 July 2026 No of Employees at 31 July 2026 Appendix 6 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Social Work Resources APT&C Council WideResource TotalManual Workers 54
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Appendix 7 Absence by long and short term From: 1 May 2026 to 31 July 2026 Community and Enterprise 5987 2.0 5.6 7.6 1.7 5.2 6.9 1.0 4.9 5.9 Education 7208 1.8 3.1 4.9 1.1 2.8 3.9 0.2 2.0 2.2 Finance and Corporate 834 1.4 2.6 4.0 1.2 2.7 3.9 0.7 3.5 4.2 Housing & Technical 1469 1.6 3.7 5.3 1.6 3.9 5.5 1.6 3.8 5.4 Social Work 2840 2.1 5.1 7.2 2.1 5.6 7.7 2.0 6.0 8.0 Council Overall for May to July 2026 15987 4.0 1.9 5.9 1.5 3.9 5.4 0.8 3.6 4.4 Resource No of employees Total Long Term % Total Short Term % Resource Total Absence % May 2026 June 2026 Total Short Term % Total Long Term % Resource Total Absence % July 2026 Total Short Term % Total Long Term % Resource Total Absence % 55
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From : 1 July to 31 July 2026 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1536 33 674 21 1 0 429 27 947 24 3587 26 Psychological 1643 36 1087 34 371 54 566 35 1600 41 5267 38 Stomach, Bowel, Blood, Metabolic Disorders 313 7 294 9 137 20 206 13 289 7 1239 8 Respiratory 255 6 164 5 14 2 114 7 201 5 748 5 Other Classification 878 19 956 30 158 23 285 9 864 22 3141 22 Total Days Lost By Resource 4625 3175 681 1600 3901 13982 Total Work Days Available From : 1 July 2025 to 31 July 2025 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1318 32 774 22 38 8 454 2 793 21 3377 25 Psychological 1217 30 1310 37 241 50 631 15 1472 39 4871 36 Stomach, Bowel, Blood, Metabolic Disorders 317 8 358 10 47 10 143 3 420 11 1285 10 Respiratory 226 5 189 5 40 8 126 2 325 9 906 7 Other Classification 1032 25 875 25 113 24 257 7 728 19 3005 22 Total Days Lost By Resource 4110 3506 479 1611 3738 13444 Total Work Days Available 49603 Education Resources Percentage Housing and Technical Resources Education Resources Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason Percentage Finance and Corporate 29338 49069 Appendix 8 Attendance Monitoring Absence Classification Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason Finance and Corporate Housing and Technical Resources 145361 78085 144864 16337 74510 814 28351 56
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Appendix 9 Teachers Others 140 38 57 27 78 149 125 32 64 21 61 148 May - Jul 2025 May - Jul 2026 May - Jul 2025 May - Jul 2026 120 141 76 96 50 47 138 147 75 88 19 21 28 18 54 42 57 59 114 116 131 137 401 422 461 490 Reason May - Jul 2025 May - Jul 2026 Work Stress 10 18 Addicition 0 1 May - Jul 2025 May - Jul 2026 Personal 4 20 0 0 Anxiety/Depression 53 63 3 5 Bereavement 5 4 0 0 Total 72 106 0 0 2 1 6 2 11 8 No of Employees Referred To Employee Support Officer Total Finance and Corporate Social Work Housing and Technical Total Social Work Not Disclosed Resource Education Community and Enterprise Finance and Corporate Education Housing and Technical Social Work Total Analysis of Counselling Referrals by Cause No of Employees Referred For Cognitive Behavioural Therapy Resource Community and Enterprise Finance and Corporate Housing and Technical Education (Teachers) Education (Others) Resource Community and Enterprise Total (May - Jul 2026) 489 Total (May - Jul 2025) 451 No of Employees Referred For Physiotherapy Occupational Health Reports From: 1 May - 31 July 2026 comparison with 1 May - 31 July 2025 Medical Referrals Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Totals 57
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2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 Specified Injury 3 1 2 2 0 0 0 0 3 0 8 3 Specified Injury (Violence) 0 0 1 1 0 0 0 0 1 0 2 1 Total Specified Injury* 3 1 3 3 0 0 0 0 4 0 10 4 Over 7 Day 1 0 0 0 0 0 0 0 1 0 2 0 Over 7 Day (Violence) 0 0 0 1 0 0 0 0 1 0 1 1 Total Over 7 Day** 1 0 0 1 0 0 0 0 2 0 3 1 Over 3 Day 0 0 0 0 0 0 0 0 0 0 0 0 Over 3 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3 Day** 0 0 0 0 0 0 0 0 0 0 0 0 Minor Injury 22 25 14 9 0 0 3 7 17 23 56 64 Near Miss 10 7 4 12 0 0 0 2 8 13 22 34 Violence (Physical) 12 14 233 215 0 0 0 0 12 16 257 245 Violence (Verbal) 3 3 28 27 0 0 3 5 8 11 42 46 Total Minor*** 47 49 279 263 0 0 6 14 45 63 377 389 Total Finalised 51 50 282 267 0 0 6 14 51 63 390 394 Accident 0 0 0 0 0 0 0 0 0 0 0 0 Incident 0 0 0 0 0 0 0 0 0 0 0 0 Violence (Physical) 0 0 0 0 0 0 0 0 0 0 0 0 Violence (Verbal) 0 0 0 0 0 0 0 0 0 0 0 0 Near Miss 0 0 0 0 0 0 0 0 0 0 0 0 Total to be investigated**** 0 0 0 0 0 0 0 0 0 0 0 0 Total Events/Month 51 50 282 267 0 0 6 14 51 63 390 394 **Over 3 Day /Over 7 Day absence relates to events outwith the specified injury category that resulted in an absence or inability to do normal work for more than 3/7 days (not including day of injury) ***A minor injury is an injury not covered by Over 7 day, Over 3 day or Specified ****In process relates to records not yet investigated/defined by managers *Specified Injury is any fracture (other than fingers/toes), amputation, loss or sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE Appendix 10 Analysis of Accidents / Incidents From: 1 May 2026 - 31 July 2026 comparison with 1 May 2025 - 31 July 2025 Accidents by Month of Occurrence Community and Enterprise Education Finance and Corporate Housing & Tech Social Work TOTAL 58
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APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 3 33 N/A 36 0 3 N/A 3 3 30 N/A 33 9 12 15 58% 36.58 Education 3 N/A 4 8 0 N/A 0 0 3 1 4 8 2 3 3 63% 8.63 Finance and Corporate 1 0 N/A 1 0 0 N/A 0 1 0 N/A 1 0 1 0 100% 0 Housing and Technical 9 4 N/A 13 1 0 N/A 1 8 4 N/A 12 6 5 2 85% 13 Social Work 0 11 N/A 11 0 1 N/A 1 0 10 N/A 10 1 3 7 36% 11.36 Total (May - Jul 2026) 16 48 4 69 1 4 0 5 15 45 4 64 18 24 27 61% 69 Total (May - Jul 2025) 9 39 4 52 1 2 0 3 8 37 4 49 19 17 16 69% APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (May - Jul 2026) 1 4 0 5 0 0 0 0 0 0 0 0 0 3 0 3 2 Total (May - Jul 2025) 1 0 0 1 0 0 0 0 0 0 0 0 1 0 0 1 0 *Resources nil responses are not included in figures Appeal's Panel From: 1 May - 31 July 2026 Appeal's Panel Total 00 0 2 2 0 4-6 Upheld in Part Not Upheld Upheld Upheld in Part Not Upheld Total Withdrawn Appeals pending to date Resource No of Appeals Outcome of Appeals Appeals Pending APT&C Manual/ Craft Teachers Total Upheld Appendix 11 Record of Disciplinary Hearings From: 1 May - 31 July 2026 comparison with 1 May - 31 July 2025 Resource No of Disciplinary Hearings Outcome of Disciplinary Hearings No of weeks to convene Disciplinary Hearing % Held within 6 Weeks APT&C Manual/ Craft 6+Teachers Total No Action Action Taken 3 59
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Appendix 12a Record of Grievances From: 1 May - 31 July 2026 comparison with 1 May - 31 July 2025 Grievances No of Grievances No Resolved at Stage 1 No Resolved at Stage 2 No Resolved at Stage 3 Still in Process Community and Enterprise 0 0 0 0 0 Education 4 0 3 0 1 Finance and Corporate 0 0 0 0 0 Housing and Technical 3 0 0 0 3 Social Work 2 0 0 0 2 Total (May - Jul 2026) 9 0 3 0 6 Total (May - Jul 2025) 6 0 4 2 0 Dignity at Work From: 1 May - 31 July 2026 comparison with 1 May - 31 July 2025 Dignity at Work No of Incidents No Resolved at Informal Stage No Resolved at Formal Stage No of Appeals Appeals in Process Still in Process Community and Enterprise 1 0 0 0 0 1 Education 5 0 0 0 0 5 Finance and Corporate 1 0 0 0 0 1 Housing and Technical 0 0 0 0 0 0 Social Work 1 0 0 0 0 1 Total (May - Jul 2026) 8 0 0 0 0 8 Total (May - Jul 2025) 5 1 4 0 0 0 60
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Appendix 12b Referrals for Workplace Mediation Workplace Mediation May-26 Jun-26 Jul-26 No of Referrals 0 0 0 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 0 0 Workplace Mediation May-25 Jun-25 Jul-25 No of Referrals 1 1 2 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 0 1 *successful/unsuccessful case outcomes may be shown outwith the month they were referred. As at 31 July 2026 61
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Appendix 13 From: 1 May - 31 July 2026 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 5 13 1 6 7 32 30 Child Caring / Caring Responsibilities 0 4 1 1 5 11 10 Disatisfaction with terms and conditions 1 0 0 0 1 2 2 Further Education 0 1 0 0 0 1 1 Moving outwith area 1 0 0 0 3 4 4 Personal Reasons 5 7 0 2 7 21 20 Other 9 6 2 6 11 34 32 Total no. of leavers per Resource eligible for an exit questionnaire 21 31 4 15 34 105 Number of exit questionnaires completed 1 15 3 5 11 35 % of leavers 5 48 75 33 32 33 From: 1 July - 31 July 2025 Total no. of leavers per Resource eligible for an exit questionnaire 25 33 7 11 32 108 Number of exit questionnaires completed 5 11 1 2 9 28 % of leavers 20 33 14 18 28 26 * Note these totals include temporary employees Analysis of leavers and exit questionnaires 62
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Applied Interviewed Appointed % breakdown of applications received % breakdown of candidates interviewed % breakdown of applicants interviewed (based on total applications received) % breakdown of appointments (based on total appointments made) *Working age population in South Lanarkshire % **South Lanarkshire Council workforce % 10233 4813 616 Male 48.3 25.74 3565 1613 223 35% 34% 16% 36% Female 51.7 74.26 6668 3200 393 65% 66% 31% 64% Disabled 17 1.35 861 519 53 8% 11% 5% 9% Not disabled 83 95.63 9372 4294 563 92% 89% 42% 91% Disability not disclosed NA 3.02 0 0 0 0% 0% 0% 0% Under 50 57.1 57.12 8061 3786 496 79% 79% 37% 81% Over 50 42.9 42.88 1429 747 114 14% 16% 7% 19% Minority Ethnic 5 2.48 743 280 6 7% 6% 3% 1% BME (subset of ME) 3 1.25 1919 690 50 19% 14% 7% 8% White Scottish and White Other British 92 67.14 1363 447 17 13% 9% 4% 3% ***Ethnicity not disclosed/provided NA 30.38 8068 3994 546 79% 83% 39% 89% 246 129 20 2% 3% 1% 3% 154 72 10 2% 1% 1% 2% ***30% of employees did not disclose their ethnicity ** Includes Black, Asian, and Mixed ethnic backgrounds Applied Interviewed Appointed % of Applicants interviewed % of Applicants appointed % of Interviewees appointed 4844 2207 284 46% 6% 13% 1839 924 81 50% 4% 9% 3005 1214 200 40% 7% 16% 370 200 20 54% 5% 10% 3902 1739 221 45% 6% 13% 741 398 57 54% 8% 14% 886 293 25 33% 3% 9% 1954 922 88 47% 5% 10% 2569 1123 180 44% 7% 16% 32 15 1 47% 3% 7% Appendix 14 Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age From : 1 May - 31 July 2026 Total Number of applications received: 10233 Total Number of Equal Opportunities Monitoring forms received: 10233 Total Number of posts filled: 355 Total Number of appointments: 615 Total No of applicants age not disclosed Gender / Disability / Ethnicity / Age Comparison demographic information Total EO Forms Received Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants not disabled Total No of applicants disability not disclosed Total No of applicants aged under 50 Total No of applicants aged over 50 Total No of Minority Ethnic applicants* Total No of BAME applicants** Total No of White applicants*** * source - 2022 census Total no of applicants ethnicity not disclosed **source - Mainstreaming Equalities Report 2025 Total No of Ex-armed forces applicants *Includes, Asian, Black, Mixed and White Irish, Polish, Gypsy/Traveller, Roma, Showman/Showwoman, other white and other ethnic backgrounds. *** Includes White Scottish and White Other British From : 1 May - 31 July 2025 Total Number of applications received: 4858 Total No of Disabled Applicants Total Number of Equal Opportunities Monitoring forms received: 4844 Total Number of posts filled: 184 Total Number of appointments: 290 Gender / Disability / Age Total EO Forms Received Total No of Male Applicants Total No of Female Applicants *includes Mixed, Asian, Black, White (Irish, Polish, Gypsy/Traveller, Roma, Showman/Showwoman, ** includes White Scottish and White Other British Total No of applicants aged under 50 Total No of applicants aged over 50 Total No of BME applicants Total No of Minority Ethnic applicants* Total No of White applicants** Total No of Veteran applicants 63
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Appendix 15 Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3531 1303 366 254 1608 2458.07 4.00 1693.26 412.05 280.53 50.63 15.60 0.00 2.00 0.00 Education - Others 3229 91 83 559 2496 2269.15 6.00 1084.31 991.25 131.01 47.00 9.00 0.00 0.58 0.00 Education - Teachers 4097 673 122 2102 1200 3513.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3513.40 Finance & Corporate Resources 825 188 21 375 241 739.74 8.00 88.17 341.51 222.00 57.06 23.00 0.00 0.00 0.00 Housing & Technical 1430 805 112 361 152 1326.53 3.00 203.36 713.35 364.04 32.09 9.00 0.00 1.69 0.00 Social Work Resources 2771 182 237 951 1401 2370.82 3.00 320.16 1447.35 471.38 95.33 31.60 0.00 2.00 0.00 9164.31 (excluding Teachers) Total All Staff 15883 3242 941 4602 7098 12677.71 24.00 3389.26 3905.51 1468.96 282.11 88.20 0.00 6.27 3513.40 Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3376 1235 341 254 1546 2361.13 4.00 1601.75 416.42 268.73 51.63 16.60 0.00 2.00 0.00 Education - Others 3195 95 85 545 2470 2237.93 6.00 1054.83 990.77 127.95 47.80 10.00 0.00 0.58 0.00 Education - Teachers 4116 672 127 2110 1207 3519.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3519.30 Finance & Corporate Resources 815 187 19 370 239 730.93 8.00 79.92 341.57 222.38 56.06 23.00 0.00 0.00 0.00 Housing & Technical 1414 791 111 361 151 1311.88 3.00 204.17 698.81 363.72 30.49 10.00 0.00 1.69 0.00 Social Work Resources 2772 184 235 953 1400 2373.57 3.00 316.00 1447.12 477.52 96.33 32.60 0.00 1.00 0.00 9015.44 (excluding Teachers) Total All Staff 15688 3164 918 4593 7013 12534.74 24.00 3256.67 3894.69 1460.30 282.31 92.20 0.00 5.27 3519.30 Quarterly Joint Staffing Watch Return : Number Employed On 13 June 2026 Analysis by Resource Full-Time EquivalentTotal Number of Employees Male Female Salary Band Total Number of Employees Full-Time Equivalent Male Female Quarterly Joint Staffing Watch Return : Number Employed On 14 March 2026 Analysis by Resource Salary Band 64
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Early Retirement, Voluntary Severance and Switch 2 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise on activity related to early retirement (including ill health and flexible retirement), voluntary severance, re-employment of early retirees and re- deployment via Switch 2, during the period 1 October 2025 to 31 March 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted. [1recs] 3. Background 3.1. The Council monitors activity relating to early retirement and redeployment. This includes reporting the number of early retirements, voluntary severance, ill health and flexible retirement applications awarded within the period and any associated employer costs. It also reports on the number of employees who have been matched to suitable, alternative roles within the period via the Switch 2 policy as a result of service reviews that have taken place across the Council. 3.2. The report covers activity from 1 October 2025 to 31 March 2026, compares this with the same period last year, and summarises annual trends in respect of early retirement, voluntary severance and Switch 2 approvals. 4. Early Retirements (Efficiency of the Service/Voluntary Redundancy) and Voluntary Severance 4.1. During the period, no early retirement or voluntary severance cases were considered. This represents no change compared to the same 6-month period last year. 4.2. Personnel Services monitors and approves re-employment requests linked to early retirement and voluntary severance; no requests were received during the 6-month period, and this represents no change is the same position compared to last year. 5. Early Retirements – Ill Health 5.1. The Local Government Pension Scheme (LGPS) regulations allow for 2 tiers of ill health retirement if a member’s ill-health or infirmity of mind or body renders them permanently incapable of discharging efficiently the duties of their current employment. Tier 1 relates to members with no reasonable prospect of obtaining gainful employment before their state pension age. Tier 2 relates to members with a reasonable prospect of obtaining gainful employment before their state pension age. 8 65
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5.2. The Scottish Teachers Pension Scheme (STPS) similarly has 2 levels of ill health retirement: total incapacity benefits and partial incapacity benefits. Total incapacity benefit relates to members who are permanently unable to teach and assessed as having their ability to carry out any work impaired by more than 90% and this is likely to be permanent in the future. Partial incapacity benefit relates to members who are permanently unable to teach but able to undertake other employment. 5.3. During the period, 35 ill health retirement applications were made, and 20 of these requests were granted as detailed below. Early retirement on the grounds of ill health does not incur an employer cost. Resource Ill health retirements Community and Enterprise 6 Education 4 Housing and Technical 5 Social Work 5 Total 20 5.4. The number of ill health retirement awards dropped by 13 when compared to the same period last year based on a reduction in the number of applications meeting the criteria. 6. Flexible Retirement 6.1. Both the local government and teachers’ pension scheme regulations allow employees to access their pension benefits whilst continuing to work in a reduced capacity with their employer’s consent. 6.2. The Council reviewed its flexible retirement arrangements in 2025 following the introduction of revised strain on the fund calculations by Strathclyde Pension Fund. These changes significantly increased the number of flexible retirement applications that would incur an employer cost. Following the review, a revised flexible retirement policy was approved by the Finance and Corporate Resources Committee on 18 February 2026 which allows requests that result in an employer cost to be considered. 6.3. During the period, 72 flexible retirement applications were made, and 17 of the requests were approved as summarised below. Of the total number of requests received, 55 were declined as they did not meet the Council’s policy criteria in place at the time. Employees whose initial applications were declined under the previous policy criteria, were given the opportunity to amend their requests based on the policy change. As a result, the number of flexible retirement applications is expected to increase over the next 6-month period. Resource Flexible Retirements (local government employees) Phased Retirements/ Winding Down (teachers) Community and Enterprise 6 Education/ Finance and Corporate/ Housing and Technical 5 1 Social Work 5 Total 17 *The average age of flexible retirees was 61 years. This is 1 year less than the same 6-month period last year. 66
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6.4. The number of flexible retirement awards decreased by 24 when compared to the same period last year, for the reasons outlined above. However based on the implementation of the amended policy an increase in flexible retirement awards has been noted during the period April to September 2026. 7. Switch 2 7.1. If an employee is displaced from their role as a result of a service review, they will be redeployed to a suitable, alternative role in line with the Switch 2 policy. This process is co-ordinated centrally by Personnel Services. 7.2. During the period, 9 employees and 11 modern apprentices were redeployed to suitable alternative posts within the Council as follows:- Resource Employees Modern Apprentices Total Community and Enterprise 2 0 2 Housing and Technical 1 7 8 Social Work 6 4 10 Total 9 11 20 7.3. Of the employees matched during the period, 8 were placed in permanent roles, and 12 employees into fixed term roles; suitable permanent posts will continue to be identified for the employees currently placed in fixed term roles. 7.4. The number of switch 2 matches decreased by 16 when compared to the same period last year, and this is due to a reduced number of employees being displaced across the Council. 8. Annual trend analysis 8.1. Annual trend information is provided in Appendix 1. This shows a general reduction in the number of employees being awarded early retirement or redeployed compared to the previous financial year, April 2024 to March 2025, as follows:- no early retirement or voluntary severance awards were made, and this represents no change forty-eight employees were awarded ill health retirement. This is a decrease of 12 and can be attributed to a drop in the number of employees meeting the ill health criteria, as laid out in the pension scheme regulations seventy-two employees were awarded flexible retirement. This is a decrease of 40 and can be attributed to the number of applications which did not meet the policy criteria in place when the request was made. It is anticipated that the number of applications will increase in future periods following the implementation of the revised flexible retirement policy criteria forty-seven employees were redeployed via Switch 2, and this represents a decrease of 64; this is due to a reduction in the number of employees who were displaced from their role resulting from a service review 9. Employee Implications 9.1. Where ill health retirement has not been granted, the capability process aligned to the Maximising Attendance policy may be appropriate. 67
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9.2. The early release of employees is managed by Personnel Services. To this end, the approval process for flexible retirement takes account of whether the residual vacant hours will be filled, in order to ensure that service delivery is not adversely impacted by the loss of vital skills and experience. 9.3. Where employees have been displaced from their role due to a service review, redeployment to a suitable alternative post will be considered via the Switch 2 process. 10. Financial Implications 10.1. No early exit packages relating to early retirement or voluntary severance were granted within the period therefore no associated costs were incurred. 10.2. During the period, 3 flexible retirement applications where approved in line with the revised policy criteria, incurring total costs of £2,262. The costs were accommodated from within existing budgets. 11. Climate Change, Sustainability and Environmental Implications 11.1 There are no climate change, sustainability or environmental implications. 12. Risk and Other Implications 12.1. Employees have the right to invoke the internal dispute resolution process if their application for retirement has not been granted. Stage 1 appeals are considered by the Council and cases which are not upheld can be submitted to the Scottish Public Pensions Agency at stage 2 and the Pensions Ombudsman as the final stage. 13. Equality Impact Assessment and Consultation Requirements 13.1 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. 13.2. All releases have been made in line with agreed policies and procedures. Trades unions were consulted on the revised flexible retirement policy ahead of implementation. Jackie Taylor Executive Director (Finance and Corporate Resources) 8 September 2026 Link(s) to Council Values/Priorities/Outcomes Excellent Employer Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee 19 November 2025 Finance and Corporate Resources Committee 18 February 2026 List of Background Papers None 68
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Danielle Lang, HR Business Manager (Operations) Ext: 4132 (Tel: 01698 454132) E-mail: Danielle.Lang@southlanarkshire.gov.uk 69
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Annual Trend Analysis Appendix 1 Number of awards Apr 21 to Mar 22 Apr 22 to Mar 23 Apr 23 to Mar 24 Apr 24 to Mar 25 Apr 25 to Mar 26 Early Retirement - Voluntary Severance 0 0 0 0 0 Early Retirement - ill Health 46 69 66 60 48 Flexible Retirement 126 128 156 112 72 Switch 2 90 28 30 111 47 Annual Period 70
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Treasury Management Activity – 2026/2027 First Quarter Review 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide a first quarter review of Treasury Management Activity for 2026/2027 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of this report be noted. [1recs] 3. Background 3.1 In order to provide members with information on the Council’s Treasury Management activities, a quarterly report is presented to this Committee. This report covers the period 1 April 2026 to 30 June 2026. 4. Market Performance 4.1. At the time of writing the base rate was 3.75% and the Bank of England Asset Purchase Programme (commonly referred to as its policy of quantitative easing) was £522bn. The Council’s Treasury Management Advisers are forecasting that the base rate is likely to remain at 3.75% for the remainder of the financial year before a cut to 3.50% in the second quarter of 2027/2028. 5. Debt Management and Borrowing Strategy 5.1. The Council began the year with debt of £1,012.109m with fixed rate loans from the Public Works Loans Board (PWLB) making up 84.24% of the debt. 5.2. Table 1 shows the movement in borrowing from 1 April 2026 to 30 June 2026. Short term borrowing reflects borrowing which will mature in the coming year, or where the debt can be recalled in the coming year. Table 1 – Movement in Borrowing to 30 June 2026 Borrowing Balance at 1/4/2026 £m New Borrowing £m Debt Maturing £m Debt Repaid £m Balance at 30/6/2026 £m Inc/(Dec) in Borrowing £m Short Term 221.615 76.000 (110.923) 0.00 186.692 (34.923) Long Term 790.494 0.000 0.00 0.00 790.494 0.000 TOTAL 1,012.109 76.000 (110.923) 0.00 977.186 (34.923) 9 71
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5.3. In 2012/2013, HM Treasury introduced a “certainty rate” to enable eligible local authorities to access cheaper PWLB funding, with a 20-basis point (0.20%) reduction on the standard rate. South Lanarkshire Council has access to this reduced rate. 5.4. The council has an expected borrowing requirement of £483.934 million for 2026/2027 including £278.860 million carried over from 2025/2026. It is expected that only £268.000 million of borrowing will actually need to be taken in 2026/2027. This figure does not include borrowing that will be both taken and repaid within the current financial year. 5.5. The Executive Director (Finance and Corporate Resources), under delegated powers, will continue to take the most appropriate form of borrowing depending on the prevailing interest rates at the time, taking into consideration the differential between investment earnings and debt costs that remains high. 5.6. No long-term borrowing has been taken so far in the current financial year. Instead, cash balances have been used to fund capital spend. Borrowing to replace these balances will be required going forward. 5.7. Short-term borrowing of £76.000 million has been taken during 2026/2027 for cashflow purposes. This borrowing has been taken from other public bodies such as local authorities, police/fire boards, and local government pension funds. This figure includes borrowing that has been both taken and repaid within the current financial year. 6. Investment Activity 6.1. On a daily basis, the Treasury Management section within Finance and Corporate Resources manages the Council’s cash balances. These balances can result from day-to-day cash flow situations where income has been received before expenditure has taken place, and from the balances held in earmarked reserves for use at a later date. It is the responsibility of the section to manage these funds. The primary consideration when making deposits is the security of funds. Secondary to this, consideration is given to ensuring we have access to funds when necessary, and that these funds are working as well as they can for the Council. 6.2. The Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy Report for 2026/2027 was approved by South Lanarkshire Council on 25 February 2026. This included details of permitted investments for the Council. 6.3. Prior to depositing funds with any bank or building society, checks are made with the Council’s treasury adviser that the institution is considered safe and that any deposit conforms to their recommended time duration as determined by their Rating Methodology. This methodology uses credit ratings, rating watches and outlooks and credit default swap (CDS) prices to establish a suggested time duration for deposits. 6.4. Deposits made in the period 1 April 2026 to 30 June 2026 totalled £689.581 million. This is the cumulative deposits placed over this period. This is broken down per sector and institution in Table 2. 76.50% of these deposits were made with the UK Government through the Debt Management Office (DMO) deposit facility. 72
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6.5. In order to manage their cash flow over the short term, local authorities, as part of normal treasury management activity, will place money on deposit with other local authorities. Deposits placed with other local authorities account for 22.77% of deposits. The remaining 0.73% was placed in instant access call accounts with Bank of Scotland. Table 2 – Investment Activity 1 April 2026 to 30 June 2026 Counterparty Deposit Totals (£m) % of Total Deposits Average Interest Rate Deposits in UK Government Debt Management Account Deposit Facility 527.540 76.50% 3.71% Total Deposits in UK Government 527.540 76.50% 3.71% Deposits in UK Local Authorities 157.000 22.77% 4.20% Deposits in UK Banks and Building Societies: Bank of Scotland 5.041 0.73% 3.51% Total Deposits in UK Banks and Building Societies 5.041 0.73% 3.51% Total Deposits 01/04/2025 to 30/06/2026 689.581 100.00% 3.82% 6.6. The average interest rates achieved from the deposits are also shown in Table 2. 6.7. Actual deposits as at 30 June 2026 totalled £106.394 million. 7. Management of Risk 7.1. It is recognised that no Treasury Management activity is without risk and practices are put in place in order to limit risk. As noted in section 6.2, the Treasury Management Strategy was approved in February 2026 and set a framework for Treasury Management activities in 2026/2027. It also set limits on debt and investments in order to mitigate risks. 7.2. The Annual Investment Strategy for 2026/2027, also approved in February 2026, included details on how risk would be managed for all permitted investments. This included criteria for placing deposits with the Debt Management Office (DMO), UK Local Authorities, Banks and Building Societies and Money Market Funds. 7.3. Part of the criteria for counterparties is meeting minimum credit ratings with the three main rating agencies. A credit rating evaluates the credit worthiness of an organisation. It is an evaluation made by a credit rating agency of the organisation’s ability to pay back the debt and the likelihood of default. 7.4. Tables 3 to 5 show a breakdown of deposits with details of the credit ratings of banks and building societies used from 1 April 2026 to 30 June 2026. Deposits with the DMO are with the UK Government and so have a rating equivalent to the UK’s sovereign rating. Deposits with local authorities are considered to be of very high credit quality. 73
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Table 3 – Fitch Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO / UK Government (AA-) 527.540m 76.50% Deposits with Local Authorities 157.000m 22.77% AA F1+ 0.024m 0.00% AA- F1+ 5.017m 0.73% Total 689.581m 100.00% Table 4 – Moody’s Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO / UK Government (Aa3) 527.540m 76.50% Deposits with Local Authorities 157.000m 22.77% A1 P-1 5.041m 0.73% Total 689.581m 100.00% Table 5 – Standard and Poor’s Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO / UK Government (AA) 527.540m 76.50% Deposits with Local Authorities 157.000m 22.77% A+ A-1 5.041m 0.73% Total 689.581m 100.00% 7.5. The tables above show that 99.27% of deposits were made with counterparties of very high credit quality (DMO / UK Government and other local authorities). The remaining 0.73% were deposits in instant access accounts with Bank of Scotland. 7.6. The graph at Appendix 1 shows the duration of deposits made from 1 April 2026 to 30 June 2026. The graph shows that, since 1 April 2026, all deposits have been made for 1 year or less. The maximum maturity period of 124 days was for a deposit of £5.000m to a local authority. 8. Next Quarter Investment Plans 8.1. The current investment framework will be continued in the next quarter. Deposits will continue to be placed with the institutions where their ratings are consistent with the Council’s approved criteria. Deposits will also continue to be placed with the DMO and UK local authorities. 8.2. Treasury Bills will be used when they return a higher yield than deposits in the DMO for the same, very low risk. 8.3. We will continue to work with our Treasury Management Advisers to ensure we gain all information available on counterparties before any deposits are made. 74
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9. Treasury Management Indicators 9.1. The purpose of these indicators is to contain the activity of the treasury function within certain limits, thereby managing risk and reducing the impact of an adverse movement in interest rates. However, if these are set to restrictive limits, they will impair the opportunities to reduce costs/improve performance. The indicators are detailed in sections 9.2 to 9.5. 9.2. Limits for External Debt: The operational and authorised limits for external debt for 2026/2027 were set in the Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy 2026/2027 approved by South Lanarkshire Council on 25 February 2026. These are shown in Table 6, along with a column showing the difference between the actual debt level and the limits (headroom). Table 6 – Limits for External Debt Estimate as per 2026/27 Strategy Minimum Headroom to Limits in period Headroom as at 30/06/2026 £m £m £m Operational Limit for external debt 1,440.000 396.410 465.814 Authorised Limit for external debt 1,460.000 416.410 485.814 9.3. The indicator shows that we have not breached the operational and authorised limits to 30 June 2026. There has been a minimum level of headroom of £416.410 million between actual and authorised level for external debt in the period to 30 June 2026. 9.4. Limits on Maturity Structure: By setting limits on the maturity structure of borrowing, the exposure to large concentrations of debt needing to be replaced at the same time in the future at currently unknown rates can be limited. This effectively places a limit on exposure to longer term interest rate movement. This is shown in Table 7. Table 7 – Limits on Maturity Structure Maturity Structure of Borrowing Upper Limit Lower Limit Maximum for period to 30/06/26 Actuals as at 30/06/26 Under 12 months 60% 0% 24.25% 18.85% 12 months and 24 months 60% 0% 7.20% 7.20% 24 months and 5 years 60% 0% 25.10% 25.10% 5 years and 10 years 60% 0% 11.04% 11.04% 10 years and 20 years 60% 0% 2.83% 2.83% 20 years and 30 years 70% 0% 28.60% 28.60% 30 years and 40 years 80% 0% 6.38% 6.38% 40 years and 50 years 90% 0% 0.00% 0.00% 50 years and above 100% 0% 0.00% 0.00% 9.5. The indicator shows that the upper limits for all maturity profiles have not been breached to 30 June 2026. 75
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10. Employee Implications 10.1. There are no employee implications. 11. Financial Implications 11.1. The current rate of interest receivable has increased over recent months. Any deposit interest received offsets Loan Charges made to the Council’s Revenue budget. 11.2. The costs of borrowing for capital expenditure have been built into the long-term Revenue Budget Strategy. 12. Climate Change, Sustainability and Environmental Implications 12.1. There are no implications for climate change or sustainability in terms of the information contained in this report. 12.2. There is also no requirement to carry out an environmental impact assessment in terms of the information contained within this report. 13. Risk and Other Implications 13.1. Section 7 of this report provides details of how investment risk is managed. 14. Equality Impact Assessment and Consultation Requirements 14.1. 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. 14.2. There is no requirement to carry out any consultation in terms of the information provided in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 25 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy 2026/2027, South Lanarkshire Council, 25 February 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Head of Finance Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 76
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0.000 10.000 20.000 30.000 40.000 50.000 60.000 70.000 80.000 90.000 100.000 110.000 120.000 130.000 140.000 Call 1 2 3 4 5 6 7 8 9 10 11 12 14 15 17 18 21 25 32 46 58 60 61 63 67 81 83 92 94 124 £m Term (Days) Maturity of Deposits 1st April 2026 - 30th June 2026 Appendix 1 77
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Prudential Indicators, Treasury Management Activity and Annual Investment Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of the Treasury Management Activity and Prudential Code Indicators for 2025/2026 allow the Committee to scrutinise the proposed Annual Investment Report for 2025/2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Treasury Management Activity Report for 2025/2026 (section 4 and Appendix 1), be noted; (2) that the 2025/2026 Treasury Management and Prudential Code Indicators (section 5 and Appendix 2), be noted; (3) that the Treasury Management Activity Report (Appendix 1) and the Treasury Management and Prudential Indicators (Appendix 2) be referred to the Executive Committee for noting; (4) that the 2025/2026 Annual Investment Report (Appendix 3) be endorsed; and (5) that the 2025/2026 Annual Investment Report (Appendix 3) be referred to the Executive Committee prior to submission to the Council for formal approval in line with The Local Government Investments (Scotland) Regulations 2010. 3. Background 3.1. The Chartered Institute of Public Finance and Accountancy (CIPFA) Code of Practice for Treasury Management requires councils to prepare an annual report on their Treasury Management Activities. The report covering the Council’s Treasury Management Activity during 2025/2026 is summarised in Section 4 of the report and provided in detail in Appendix 1. 3.2. The Council’s capital programme is partly funded by planned borrowing. The CIPFA Prudential Code provides a framework to assist the management of the financial implications of borrowing and helps to demonstrate that the borrowing is both affordable and prudent. The Code requires councils to prepare a series of financial indicators that demonstrate affordability, prudence and sustainability with regard to capital financing decisions. 10 79
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3.3. Estimates of these indicators are reported to the Finance and Corporate Resources Committee at the start of each year, with selected indicators then reported on an actual basis at the end of the year. The year end indicators for 2025/2026 are noted in Section 5 of the report and detailed in Appendix 2. 3.4. The Local Government Investments (Scotland) Regulations 2010 require local authorities to prepare an Annual Investment Strategy before the start of the financial year and an Annual Investment Report after the financial year end. Both documents are required to be approved by full Council. 3.5. The Annual Investment Report for 2025/2026 is summarised in Section 6 of this report with the detail in Appendix 3. 3.6. The Annual Investment Strategy for 2025/2026, approved in February 2025, recognised that any investment activity carries an element of risk. Appendix 4 details the investments that the Council were permitted to use in 2025/2026, the associated risks and the controls and limits that were put in place to mitigate these risks. 3.7. The figures contained within this report are taken or calculated from South Lanarkshire Council’s Annual Accounts for 2025/2026. 4. Treasury Management Activity 2025/2026 4.1. Appendix 1 details the Treasury Management Activity for 2025/2026. 4.2. The Council ended the year with borrowing of £1,012.109m with fixed rate loans from the Public Works Loans Board (PWLB) making up 84.24% of the debt. Fixed rate loans help to build in certainty to the calculation of future loan charges which forms a significant element of the Council’s long term Revenue Budget Strategy. 4.3. The Council’s pooled interest rate for 2025/2026 was 3.08% (4.22% in 2024/2025), with an expenses rate of 0.08%. The overall cost of borrowing will increase as debt levels increase to fund the capital programme. The financial impact of this planned borrowing for capital expenditure has been built into the long-term Revenue Budget Strategy. 4.4. Total deposits at the end of the year totalled £60.043m with the level varying throughout the year due to the timing of expenditure and receipts. 4.5. During 2025/2026, the Council placed £2,099.246m of deposits on a cumulative basis. All deposits made by the Council were in line with approved lending limits and credit rating criteria. The level of investment return was £4.444m. 5. Treasury Management and Prudential Code Indicators – 2025/2026 5.1. The Council is required by the Prudential Code to report the actual prudential indicators after the closure of the financial year. Appendix 2 details the indicators for 2025/2026. 5.2. The General Fund Capital Expenditure for 2025/2026 was £48.784m which is £18.928m less than estimated in the Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy report presented to South Lanarkshire Council in February 2026. The details of this have been reported to the Executive Committee over recent months, with a final position being reported on 24 June 2026. 80
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5.3. The Housing Revenue Account Capital Expenditure in 2025/2026 was £85.782m which is £1.958m less than the estimate reported to South Lanarkshire Council in February 2026. The details of this have been reported to the Executive Committee over recent months, with a final position being reported on 24 June 2026. 5.4. The Council’s gross borrowing position for 2025/2026 was £1,338.118m. This consists of external borrowing of £1,012.109m and the Public Private Partnership (PPP) Finance Lease Liability of £326.009m. Gross borrowing is less than the capital financing requirement of £1,616.982m due to the fact that no long-term borrowing was taken during 2025/2026. 5.5. The Council used its significant cash balances available in lieu of the remainder of its borrowing requirement for the year. Borrowing before cash was required would incur a cost of carry as the interest rates achievable on deposits continue to be less than the interest rates on borrowing. 5.6. By not taking any long-term borrowing during 2025/2026, interest costs for 2025/2026 were reduced and savings from this used to support the Revenue Budget Strategy going forward. 5.7. The Capital Financing Requirement for the General Fund is £7.784m lower than forecast and for HRA is £5.300m lower than forecast. For both General Fund and HRA this is mainly due to a reduction in borrowing required to fund their capital programmes. 5.8. One indicator covers borrowing and sets limits on the level of borrowing that the Council can have: The Operational Limit for External Debt is the expected borrowing position, but it can vary due to changes in the cash flow and temporary breaches are acceptable. In contrast, the Authorised Limit for External Debt represents the maximum level of debt the Council can afford and should not be breached. The Council remained within both the Operational and Authorised Limit for External Debt during 2025/2026. 6. Annual Investment Report – 2025/2026 6.1. The Council is required by The Local Government Investments (Scotland) Regulations 2010 to prepare an Annual Investment Report after the financial year end. The Annual Investment Report for financial year 2025/2026 is detailed in Appendix 3 and summarised below. 6.2. During 2025/2026, the Council placed £2,099.246m of deposits on a cumulative basis. All deposits made by the Council were in line with approved lending limits and credit rating criteria. £2,072.980m (98.72%) of deposits were made with counterparties of very high credit quality (UK Government – Debt Management Account Deposit Facility (DMADF), and other local authorities). The remaining £26.966m (1.28%) was deposited in an instant access call account with Bank of Scotland. 6.3. In order to manage liquidity risk the Council held an average of £9.515m in bank accounts with instant access. 6.4. No borrowing in advance was taken during 2025/2026. 7. Employee Implications 7.1. None 81
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8. Financial Implications 8.1. The financial impact from treasury activity and borrowing for capital expenditure has been built into the long-term Revenue Budget Strategy. 8.2. In 2025/2026 the amounts charged to the General Fund in relation to debt (loan charges) totalled £36.013m. HRA loan charges totalled £13.992m. These costs were met from within approved Revenue Budgets. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change or sustainability in terms of the information contained in this report. 9.2. There is also no requirement to carry out an environmental impact assessment in terms of the information contained within this report. 10. Risk and Other Implications 10.1. South Lanarkshire Council recognises that any Treasury Management Activity will carry an element of risk. It is important that risk is identified and controls put in place to limit those risks. 10.2. The Council has complied with all of the relevant statutory and regulatory requirements which limit the levels of risk associated with its treasury management activities. In particular, its adoption and implementation of both the Prudential Code and the CIPFA Treasury Management Code of Practice means both that its capital expenditure is prudent, affordable and sustainable, and its treasury practices demonstrate a low-risk approach. 10.3. The CIPFA Treasury Management Code of Practice adopted by the Council, places Credit and Counterparty risk at the forefront of treasury risks. 10.4. South Lanarkshire Council recognises that any investment activity will carry an element of risk. It is important that risk is identified and controls put in place to limit and manage those risks. 10.5. Appendix 4 to this report details the investments that the Council was permitted to use in 2025/2026, the associated risks and the controls and limits that were put in place to mitigate these risks. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is no requirement to undertake any consultation in relation to the content of the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 25 August 2026 82
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Link(s) to Council Values/Priorities/Outcomes Value: Accountable, effective, efficient and transparent Previous References Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy 2025/2026, South Lanarkshire Council, 26 February 2025 Treasury Management Activity – 2025/2026 Third Quarter Review, Finance and Corporate Resources Committee, 18 February 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Head of Finance (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 83
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Appendix 1 Treasury Management Activity Report 2025/2026 1. Background 1.1. The Annual Treasury Management Activity Report is a requirement of the Council’s reporting procedures and covers 2025/2026. The report also includes the Treasury Management Indicators for 2025/2026 in accordance with the requirements of the CIPFA Code of Practice for Treasury Management in the Public Sector and actual Prudential Indicators for 2025/2026 in accordance with the requirements of the Prudential Code. 2. Introduction 2.1. The Council’s treasury management activities are regulated by a variety of professional codes and statutes and guidance. 2.2. The Local Government in Scotland Act 2003 (the Act), which provides the powers to borrow and invest as well as providing controls and limits on this activity: ▪ The Act permits the Scottish Ministers to set limits either on the Council or nationally on all local authorities restricting the amount of borrowing which may be undertaken (although no restrictions were made in 2009/2010). ▪ Statutory Instrument (SSI) 29 2004, requires the Council to undertake any borrowing activity with regard to the CIPFA Prudential Code for Capital Finance in Local Authorities, and therefore to operate the overall treasury function with regard to the CIPFA Code of Practice for Treasury Management in the Public Services. ▪ This Council has adopted the CIPFA Code of Practice for Treasury Management in the Public Sector and operates its treasury management service in compliance with this Code and the above requirements. These require that the prime objective of treasury management activity is the effective management of risk, and that its borrowing activities are undertaken in a prudent, affordable and sustainable basis. 2.3. The CIPFA Code of Practice requires reports to be made on its treasury management policies, practices and activities, including, as a minimum, an annual strategy and plan in advance of the year, a mid-year review and an annual report after its close. 2.4. This report will cover: ▪ A summary of the strategy agreed for 2025/2026, ▪ The Council’s treasury position at 31 March 2026, ▪ Economic Background for 2025/2026, ▪ Actual Performance During 2025/2026, ▪ Risk Management, and ▪ Treasury Management and Prudential Indicators (see Appendix 2). 3. The Strategy Agreed for 2025/2026 3.1. At the time of determining the strategy for 2025/2026, economic and interest rate forecasting remained difficult with many external influences weighing on the UK. 3.2. Public Works Loans Board (PWLB) rates and gilt yields were expected to remain volatile as markets reacted to emerging economic data, with the overall long-term trend being for them to decrease slightly during 2025/2026. 84
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3.3. The differential between investment earnings and debt costs was expected to remain high throughout 2025/2026. This “cost of carrying” would have to be considered if borrowing was taken before our cash flow required funds as returns on deposits were expected to remain lower than the rate paid on borrowing. 3.4. The borrowing strategy adopted was to monitor interest rates, undertake planned borrowing at the best time, while investigating opportunities where possible to improve the management of our existing loan portfolio. 3.5. The main consideration when investing surplus funds was to be the security of the transaction. Liquidity would then be considered, and investments would only be made for prudent time periods. Only after considering security and liquidity would the yield to be gained from the investment be considered. 3.6. The Executive Director of Finance and Corporate Resources would apply appropriate restrictions to the Council’s counterparty list to ensure the security of deposits. 4. Treasury Position at 31 March 2026 4.1. The Council began the year with debt of £1,030.762m of which 94.32% was fixed rate loans from the PWLB. By 31 March 2026, debt had decreased to £1,012.109m with fixed rate loans from the Public Works Loans Board (PWLB) making up 84.24% of the debt. 4.2. Table 1 below shows the movement in borrowing to 31 March 2026. Table 1 – Movement in Borrowing from 1 April 2025 to 31 March 2026. Balance as at 01/04/2025 £m New Borrowing £m Debt Maturing £m Debt Repaid £m Balance as at 31/03/2026 £m Increase/ Decrease in Borrowing £m Short Term Borrowing 170.153 336.500 (355.153) 0.00 151.500 (18.653) Long Term Borrowing 860.609 0.000 0.00 0.00 860.609 0.000 TOTAL BORROWING 1,030.762 336.500 (355.153) 0.00 1,012.109 (18.653) 4.3. The Treasury Position at the 31 March 2026 compared with the previous year is shown in Table 2. 85
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Table 2 – Treasury Position as at 31 March 2026 31 March 2026 31 March 2025 Principal Average Rate Principal Average Rate Fixed PWLB £852.609m 3.93% £972.262m 3.78% Total Fixed Rate Debt £852.609m 3.93% £972.262m 3.78% Market £8.000m 5.09% £8.500m 5.46% Temporary Borrowing £151.500m 4.68% £50.000m 5.38% Total Variable Rate Debt £159.500m 4.70% £58.500m 5.39% Total Debt £1,012.109m 4.05% £1,030.762m 3.87% Total Deposits £60.043m 6.06% £23.582m 5.38% 4.4. The gross debt position decreased by £18.653m from 31 March 2025, accounted for by repayments of PWLB (£119.653m) and repayments of market loans (£0.500m) offset by a net increase in temporary borrowing taken for cashflow purposes (£101.500m). 4.5. The Council’s pooled cost of borrowing is measured on an equated debt basis which takes account of how the Council’s capital expenditure was funded throughout the year. The pooled interest cost together with the expenses rate for 2025/2026 and the previous two years is shown in Table 3. Table 3 – Pooled Cost of Borrowing Year Loans Fund Pooled Rate Loans Fund Expenses Rate 2025/26 3.08% 0.08% 2024/25 4.22% 0.06% 2023/24 4.12% 0.07% 5. Economic Background for 2025/2026 5.1. The base rate began the year at 4.50%, and following a series of decreases by the Bank of England ended the year at 3.75%. 5.2. Gilt yields and PWLB rates were volatile throughout 2025/2026. The average PWLB rates at the start of 2025/2026 was 5.68%. This increased to a peak of 6.18% in March 2026 before falling back to 6.03% by the 31 March 2026. 5.3. Details of significant interest rates during 2025/2026 are shown in Table 4. Table 4 – Significant Interest Rates Borrowing Rates Bank Base Rate 1 Year PWLB 5 Year PWLB 10 Year PWLB 20 Year PWLB 30 Year PWLB 40 Year PWLB 50 Year PWLB High 4.50% 5.28% 5.47% 5.88% 6.37% 6.45% 6.38% 6.24% Average 4.04% 4.52% 4.82% 5.38% 5.98% 6.08% 6.01% 5.82% Low 3.75% 4.25% 4.56% 5.13% 5.71% 5.80% 5.71% 5.46% 86
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6. Actual Performance during 2025/2026 6.1. Capital expenditure for the year was £134.566m. During 2025/2026 no long-term borrowing was taken. 6.2. The Council had a borrowing requirement of £615.373m for 2025/2026, including £237.667m carried over from previous years. 6.3. The report to South Lanarkshire Council on Service Concessions in January 2023 introduced a strategy that recognised the level of reserves and cash balances held by the council to reduce the need to borrow for this funding requirement. After taking these into account, the Council had an expected borrowing requirement of £482.064m for 2025/26. 6.4. During 2025/2026, the Council placed £2,099.246m of deposits on a cumulative basis. All deposits made by the Council were in line with approved lending limits and credit rating criteria. The level of investment return was £4.444m. Further details on deposits are included in the annual investment report within this Committee paper. 7. Risk Management 7.1. The Council has complied with all of the relevant statutory and regulatory requirements which limit the levels of risk associated with its treasury management activities. In particular, its adoption and implementation of both the Prudential Code and the CIPFA Treasury Management Code of Practice mean both that its capital expenditure is prudent, affordable and sustainable, and that its treasury practices demonstrate a low risk approach. 7.2. Investment Risk The main consideration when investing surplus funds is the security of the transaction. Through adoption on the CIPFA Code of Practice and through the Council’s Annual Investment Strategy, the Council mitigates risks associated with all our permitted investments. 7.3. Interest Rate Risk The Council’s capital programme is funded in part by borrowing. Consideration has always been given to the optimum time to borrow funds to ensure cash flow is maintained, that any risks of increasing borrowing interest rates are minimised and that takes into account the level of cash balances available to the Council. 8. Treasury Management and Prudential Indicators 8.1. The Treasury Management and Prudential Indicators are detailed in Appendix 2 to this report. 87
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Appendix 2 Treasury Management and Prudential Indicators 2025/2026 1. Treasury Management Indicators 2025/2026 1.1. The Treasury Management Code includes Treasury Management Indicators which are to be reported alongside the Treasury Strategy. 1.2. The purpose of these is to contain the activity of the treasury function within certain limits, thereby managing risk and reducing the impact of an adverse movement in interest rates. The indicators are detailed below. 2. Maturity Structure of Borrowing 2.1. By setting limits on the maturity structure of borrowing, the exposure to large concentrations of fixed rate debt needing to be replaced at the same time in the future at currently unknown rates can be limited. This effectively places a limit on exposure to longer term interest rate movement. Maturity Structure of Borrowing Upper Limit Lower Limit Maximum for period to 31/03/26 Actuals as at 31/03/26 Under 12 months 30% 0% 23.04% 0.00% 12 months and 24 months 40% 0% 21.90% 21.90% 24 months and 5 years 50% 0% 23.31% 21.09% 5 years and 10 years 60% 0% 22.21% 20.09% 10 years and 20 years 60% 0% 3.59% 3.25% 20 years and 30 years 70% 0% 26.37% 23.86% 30 years and 40 years 80% 0% 10.84% 9.81% 40 years and 50 years 90% 0% 0.00% 0.00% 50 years and above 90% 0% 0.00% 0.00% 3. Total Principal Sums Invested for Greater Than 364 days 3.1. The investment regulations introduced by the Scottish Government allowed the Council to invest for periods in excess of 364 days. The Treasury Management Code requires local authorities to set an upper limit for each forward financial year period for investments longer than 364 days. The purpose is to contain the exposure to the possibility of loss that might arise as a result of having to seek early repayment of principal sums invested. 3.2. South Lanarkshire Council set a limit restricting investments for periods in excess of 364 days to no more than £10m and for no more than 5 years. 3.3. No investment was made during 2025/2026 for a period in excess of 364 days. 88
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4. Statutory Repayment of Loans Fund Advances 4.1. The Scottish Government introduced The Local Authority (Capital Financing and Accounting) Scotland Regulations 2016 with effect from 1 April 2016. These regulations require the statutory loans fund to be administered in accordance with the 2016 Regulations, proper accounting practice and prudent financial management. 4.2. The Council’s capital programmes are partly funded by planned borrowing which is advanced from the Council’s Loans Fund. Repayment of these advances is made each year and forms part of the Council’s revenue expenditure. Borrowing to fund the capital programmes therefore creates a liability to repay those advances from future years’ budgets. The Council is required to report on the commitment to repay loans fund advances. 4.3. The General Fund had an opening balance of £864.800m advances from the Loans Fund. During 2025/2026 new advances of £10.288m were made to part fund the Capital Programme, while repayments of £8.590m were made from the Council’s revenue expenditure. This left a closing balance of £866.498m to be repaid over the next 50 years. 4.4. The HRA had an opening balance of £323.666m advances from the Loans Fund. During 2025/2026 new advances of £15.762m were made to part fund the HRA Capital Programme, while repayments of £4.405m were made from the HRA. This left a closing balance of £335.023m to be repaid over the next 40 years. 4.5. The tables below show the repayment profile of the outstanding loans fund advances for both General Fund and HRA as at 31 March 2026. The tables do not include any planned borrowing that may be taken in future years to fund the ongoing capital programmes. General Fund Opening Balance New Advances Repayments Closing Balance 2025/26 864.800 10.288 (8.590) 866.498 2026/27 866.498 0.000 (7.741) 858.757 2027/28 – 2030/31 858.757 0.000 (30.804) 827.953 2031/32 – 2035/36 827.953 0.000 (48.752) 779.201 2036/37 – 2040/41 779.201 0.000 (87.845) 691.356 2041/42 – 2045/46 691.356 0.000 (112.115) 579.241 2046/47 – 2050/51 579.241 0.000 (143.091) 436.150 2051/52 – 2055/56 436.150 0.000 (177.103) 259.047 2056/57 – 2060/61 259.047 0.000 (157.077) 101.970 2061/62 – 2065/66 101.970 0.000 (74.094) 27.876 2066/67 – 2070/71 27.876 0.000 (20.724) 7.152 2071/72 – 2075/76 7.152 0.000 (7.152) 0.000 89
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Housing Revenue Account Opening Balance New Advances Repayments Closing Balance 2025/26 323.666 15.762 (4.405) 335.023 2026/27 335.023 0.000 (9.672) 325.351 2027/28 – 2030/31 325.351 0.000 (41.888) 283.463 2031/32 – 2035/36 283.463 0.000 (54.845) 228.618 2036/37 – 2040/41 228.618 0.000 (45.249) 183.369 2041/42 – 2045/46 183.369 0.000 (46.498) 136.871 2046/47 – 2050/51 136.871 0.000 (51.710) 85.161 2051/52 – 2055/56 85.161 0.000 (39.877) 45.284 2056/57 – 2060/61 45.284 0.000 (31.823) 13.461 2061/62 – 2065/66 13.461 0.000 (13.461) 0.000 4.6. The Council’s strategy for managing debt includes the early repayment of some loans within the Loans Fund. These repayments result in reduced principal and interest payments in future years and are necessary to keep loan charges affordable. 5. Prudential Code Indicators 2025/2026 5.1. The Prudential Code enables Councils to take responsibility for deciding an affordable level of borrowing to fund capital expenditure. This moves away from the previous regime through which central government gave Councils consent to borrow defined amounts for capital expenditure. 5.2. To meet the objectives of the Code, the Council is required to report a number of indicators, use those to demonstrate the affordability and sustainability of our capital plans and to show that good treasury management practice is adhered to. 90
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6. Capital Expenditure and Borrowing Requirement indicators 6.1. Capital Expenditure 6.1.1 This indicator shows the actual capital expenditure for 2025/2026. The 2025/2026 estimate is also shown. Estimate £m Actual £m Over / (Under) £m General Fund Capital Expenditure 67.712 48.784 (18.928) Funded by: Borrowing 19.037 10.288 (8.749) Capital receipts and grants 45.687 37.454 (8.233) Revenue contributions 2.988 1.042 (1.946) Total Funding 67.712 48.784 (18.928) HRA Capital Expenditure 87.740 85.782 (1.958) Funded by: Borrowing 21.061 15.762 (5.299) Capital receipts and grants 31.046 44.205 13.159 Revenue contributions 35.633 25.815 (9.818) Total Funding 87.740 85.782 (1.958) 6.1.2. The General Fund Capital Expenditure for 2025/2026 was £48.784m which is £18.928m less than estimated in the Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy report presented to South Lanarkshire Council in February 2026. The details of this have been reported to the Executive Committee over recent months, with a final position being reported on 24 June 2026. 6.1.3. The Housing Revenue Account Capital Expenditure in 2025/2026 was £85.782m which is £1.958m less than the estimate reported to South Lanarkshire Council in February 2026. The details of this have been reported to the Executive Committee over recent months, with a final position being reported on 24 June 2026. 6.2. Councils Borrowing Requirement (the Capital Financing Requirement) 6.2.1. The Council’s Capital Financing Requirement (CFR) is the total outstanding capital expenditure which has not yet been paid for from either revenue or capital resources. It is essentially a measure of the Council’s requirement to borrow for past and present capital expenditure and is comparable to the actual borrowing taken and finance lease liability. 6.2.2. The Council is required to pay off an element of the accumulated balance of borrowing every year through a charge to the revenue account. 6.2.3. Over the medium-term borrowing should only be for a capital purpose. Gross borrowing should not, except in the short term, exceed the CFR for 2025/2026 plus any additional capital financing requirement over 2026/2027 and the following two financial years. The table below demonstrates that the Council has complied with this requirement 91
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6.2.4. The Capital Financing Requirement for the General Fund is £7.784m lower than forecast and for HRA is £5.300m lower than forecast. For both General Fund and HRA this is mainly due to a reduction in borrowing required to fund their capital programmes 31 March 2026 Estimate £ m 31 March 2026 Actual £ m Over / (Under) £m General Fund Capital Financing Requirement 1,289.730 1,281.946 (7.784) HRA Capital Financing Requirement 340.336 335.036 (5.300) Total Capital Financing Requirement 1,630.066 1,616.982 (13.084) Treasury Position as at 31 March 2026 Borrowing 1,033.108 1,012.109 (20.999) PPP Finance Lease Liability 324.109 326.009 1.900 Gross Debt 1,357.217 1,338.118 (19.099) 6.2.5. The Council’s gross borrowing position for 2025/2026 was £1,338.118. This consists of external borrowing of £1,012.109m and the PPP Finance Lease Liability of £326.099m. Gross borrowing is less than the capital financing requirement of £1,616.982m due to the fact that no long-term borrowing was taken during 2025/2026. 6.2.6. The Council used the significant cash balances it had available in lieu of the remainder of its borrowing requirement. Borrowing before cash was required would incur a cost of carry as the interest rates achievable on deposits continue to be less than the interest rates on borrowing. 6.2.7. By not taking any long-term borrowing during 2025/2026, interest costs for 2025/2026 were reduced and savings from this used to support the Revenue Budget Strategy going forward. 6.3. Limits to Borrowing Activity 6.3.1. The Operational Boundary for external debt is based on the expected maximum external debt that could be faced in the course of the year. It is set to accommodate the borrowing requirements and also includes sufficient scope to allow for changes to the capital programme throughout the year. This limit may be breached during the year, and this will be reported in the Prudential report presented to Committee after year end. 6.3.2. The Authorised Limit for External Debt represents a limit beyond which external debt is prohibited. It represents the level of external debt which could be afforded in the very short-term, but is not sustainable in the longer term without consideration to revenue budgets. This limit would not be breached without the Finance and Corporate Resources Committee being advised. 92
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2025/2026 £ m Operational Limit for External Debt 1,340.000 Authorised Limit for External Debt 1,360.000 Maximum Borrowing Position During the Period 1,118.262 Operational Limit for Other Liabilities (PPP/Finance Lease) 335.000 Authorised Limit for Other Liabilities (PPP/Finance Lease) 335.000 Maximum PPP/Finance Lease Liability 326.009 6.3.3. The table demonstrates that during 2025/2026, the Council maintained its borrowing within the Authorised Limits and Operational Boundaries for External Debt. 7. Affordability Indicators 7.1. Ratio of Financing Costs to Net Revenue Stream 7.1.1. This indicator focuses on the extent to which the Council’s net revenue budget is used for servicing debt. This is shown for both General Fund and HRA. 2025/26 Estimate £ m 2025/26 Actual £ m General Fund Ratio of Financing Costs to Net Revenue Stream (expressed as %) 4.86% 4.70% HRA General Fund Ratio of Financing Costs to Net Revenue Stream (expressed as %) 10.81% 11.42% 7.1.2. For the General Fund, the ratio is lower than forecast. This is mainly due to statutory charges for the repayment of leases and the PPP liability being lower than forecast. 7.1.3. For the HRA, the ratio is higher than forecast due to income being lower than forecast. 93
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Appendix 3 Annual Investment Report 1. Permitted Investments 1.1. During 2025/2026 South Lanarkshire Council only used the following permitted investments ▪ Deposits with the Debt Management Account Deposit Facility ▪ Deposits with UK Local Authorities ▪ Deposits with Banks and Building Societies 1.2. Deposits made in the period 1 April 2025 to 31 March 2026 totalled £2,099.946m. This is broken down per sector and institution in the table below. 88.30% of these deposits were made in the UK Government through the Debt Management Account Deposit Facility (DMADF). Counterparty Deposit Totals (£m) % of Total Deposits Average Interest Rate Deposits in UK Government Debt Management Account Deposit Facility 1,854.280 88.30% 4.01% Total Deposits in UK Government 1,854.280 88.30% 4.01% Deposits in UK Local Authorities 218.700 10.42% 4.71% Deposits in UK Banks and Building Societies Bank of Scotland 26.966 1.28% 3.93% Total Deposits in UK Banks 26.966 1.28% 3.93% Total Deposits 01/04/2025 to 31/03/2026 2,099.946 100.00% 4.08% 1.3. The average interest rates achieved from the deposits are shown in the table above. 1.4. Actual deposits as at 31 March 2026 totalled £60.043m. 2. Risk Management 2.1. The following minimum Long Term Rating thresholds were set in the strategy for all deposits with banks and building societies, including Certificate of Deposits. The maximum deposit is also noted. Rating Agency Long Term Rating Maximum Deposit £m Fitch A- 20 Moody’s A3 20 Standard and Poors A- 20 94
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2.2. Prior to depositing funds with any bank or building society, checks are made with the Council’s treasury adviser, MUFG, that the institution is considered safe and that any deposit conforms to their recommended time duration as determined by their Rating Methodology. This methodology uses credit ratings, rating watches and outlooks and credit default swap (CDS) prices to establish a suggested time duration for deposits. 2.3. The tables below show a breakdown of deposits with details of the credit ratings of banks and building societies used from 1 April 2025 to 31 March 2026. Deposits with the DMADF are with the UK Government and so have a very high credit rating. Deposits with local authorities are considered to be of very high credit quality despite most local authorities not having formal credit ratings. Fitch Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO/UK Government (AA-) 1,854.280m 88.30% Deposits with Local Authorities 218.700m 10.42% AA- F1 26.966m 1.28% Total 2,099.946m 100.00% Moody’s Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO/UK Government (Aa3) 1,854.280m 88.30% Deposits with Local Authorities 218.700m 10.42% A1 P-1 26.966m 1.28% Total 2,099.946m 100.00% Standard and Poor’s Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO/UK Government (AA) 1,854.280m 88.30% Deposits with Local Authorities 218.700m 10.42% A+ A-1 26.966m 1.28% Total 2,099.946m 100.00% 2.4. The tables show that 98.72% of deposits were made with counterparties of very high credit quality (UK Government - DMADF and other local authorities). All deposits made by the Council were in line with approved lending limits and credit rating criteria. 2.5. In order to manage liquidity risk the Council held an average of £9.515m in bank accounts with instant access. 2.6. No deposits were placed for periods in excess of 364 days. 3. Borrowing in Advance 3.1. No borrowing in advance was taken during 2025/2026. 95
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Appendix 4 Permitted Investments - 2025/2026 Investment Treasury Risks Mitigating Controls Limits Deposits with the Debt Management Account Deposit Facility This is a deposit with the UK Government and so credit risk is very low. Liquidity risk has to be considered as deposits can only be broken with the agreement of the counterparty and penalties may apply. There is no market risk as the principal sum invested is not affected by market prices. There are no mitigating controls required. There is no maximum monetary limit. A maximum term of deposit of six months as set by the Debt Management Office. Deposits with UK Local Authorities and other bodies defined as local authorities in the Local Government Scotland Act 2003 (And Equivalent English Act) These are considered to be quasi UK Government investment and as such credit risk is very low. Liquidity risk has to be considered as deposits can only be broken with the agreement of the counterparty and penalties may apply. There is no market risk as the principal sum invested is not affected by market prices. There are no mitigating controls required. The maximum deposit with any local authority will be £20m for deposits less than one year. Deposits in excess of one year will be subject to a maximum term of deposit of three years and be limited to £10m. Deposits with Banks and Building Societies These tend to be low risk but credit risk will be higher than deposits placed with the DMO or UK local authorities. Liquidity risk has to be considered as deposits can only be broken with the agreement of the counterparty and penalties may apply. The counterparty selection criteria restricts lending only to high quality counterparties, measured initially by credit ratings from Fitch, Moody’s and Standard and Poors. Additional indicators of creditworthiness will also be considered prior to placing any deposits. The maximum deposit with any bank or building society will be £20m. A maximum term of deposit of 364 days. 96
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Investment Treasury Risks Mitigating Controls Limits There is no market risk as the principal sum invested is not affected by market prices. Liquidity risk can be controlled by the use of instant access call accounts. Certificates of Deposit with Banks and Building Societies These are short to medium term dated marketable securities issued by financial institutions. These tend to be low risk investments but credit risk will be higher than deposits placed with the DMO or UK local authorities. Liquidity risk is lower than placing a deposit with a Bank or Building Society as these can be sold on the market. There is a risk of capital loss arising from selling ahead of maturity. The counterparty selection criteria restricts lending only to high quality counterparties, measured initially by credit ratings from Fitch, Moody’s and Standard and Poor’s. Additional indicators of creditworthiness will also be considered prior to using this type of instrument. Market risk would be mitigated by holding the instrument to maturity. The maximum investment with any bank or building society will be £20m. A maximum period of investment of 364 days. UK Government Gilts and Treasury Bills These are marketable securities issued by the UK Government and as such credit risk is very low. Liquidity risk is very low as there is a huge market for Gilts and Treasury Bills There is a risk of capital loss arising from selling ahead of maturity. There are no mitigating controls required for credit risk as the investment is with the UK Government. Market risk would be mitigated by holding the instrument to maturity. There is no maximum limit to investments in UK Gilts or Treasury Bills for maturities less than one year and a limit of £10m for maturities greater than one year. The maximum period of investment will be five years. AAA Rated Bonds Issued by Multilateral Development Banks These are bonds issued by supranational bodies such as the European Investment Bank or World Bank and as a result are backed by several sovereign states and as such credit risk is very low. As the investment is effectively spread across a number of sovereign states, the Council will mitigate the credit risk of holding such bonds by considering the sovereign rating of the underlying sovereign states and only holding The maximum amount that will be invested in AAA Rated Bonds issued by Multilateral Development Banks is £10m. The maximum period of investment will be five years. 97
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Investment Treasury Risks Mitigating Controls Limits Liquidity risk is very low as there is a large market for Supranational Bonds. There is a risk of capital loss arising from selling ahead of maturity. bonds that have a AAA rating. Market risk would be mitigated by holding the instrument to maturity. AAA Rated Money Market Funds Money market funds are pooled funds that invest in short-term money market instruments and other debt instruments. The underlying investments are diversified and Credit risk, liquidity risk and market risk are all very low. Investments in these MMFs are highly liquid (same day liquidity). Money Market Funds will only be used where they have obtained a AAA rating from the credit rating agencies. In addition to the credit rating, Money Market Funds will also be assessed for suitability on fund size, the strength of the custodian and the stability of invested capital. Investments in Money Market Funds will be limited to 0.5% of the Money Market Fund Balance and to no more than £10m in any one Fund. Investments in Sterling Government Money Market Funds which only invest in Sterling denominated short term debt securities issued by the UK Government will be restricted to 2% of the Money Market Fund size and to no more than £10m in any individual Money Market Fund. Loans to Third Parties These are service investments which may exhibit credit risk and are likely to be highly illiquid. Any new types of loans to third parties should be approved by Members through the appropriate Committee with full consideration of the service rationale behind the loan and the likelihood of partial or full default and the impact that this will have on service budgets. 98
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Collection and Approval for Write-Offs 1. Purpose of Report 1.1. The purpose of the report is to:- advise Committee of Revenue Collection performance for financial year 2026/2027 to 31 August 2026 advise Committee of the position regarding the Non-Domestic Rates Incentivisation Scheme (NDRIS) for financial year 2026/2027 seek approval for write-offs 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that performance in the collection of revenue be noted; (2) that the current position in respect of NDRIS be noted; and (3) that write-offs for the following be approved:- Council Tax £2,235,476.12 Non-Domestic Rates £1,489,336.93 BID Levy £8,195.04 Sundry Debt £618,595.09 Housing Rent and associated charges £244,156.90 3. Background 3.1. Responsibility for the collection of Council Tax, Non-Domestic Rates (NDR) and Sundry Debt is the responsibility of Finance and Corporate Resources. This report and the attached appendix provide information on collection performance and proposals for write-off. 4. Current Collection Performance 4.1. The first table in Appendix 1 presents the collection performance for Council Tax, NDR and Sundry Debts for financial year 2026/2027. 4.2. The annual Council Tax collection target for 2026/2027 has been set at 95.6%. Council Tax collection is currently 50.97%, equal to target and equal to comparable performance in 2025/2026. 4.3. A Non-Domestic Rates (NDR) collection target of 98.0% has been set for 2026/2027. NDR collection is currently 42.2%, equal to target and behind comparable performance in 2025/2026 by 0.5%. 11 99
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4.4. The 2026/2027 annual target for Sundry Debt collection has been set at 97.8%. Sundry Debt collection to 31 August 2026 was 98.4%, ahead of target by 0.6% and ahead of comparable performance in 2025/2026 by 1.1%. 5. Arrears Collection Performance 5.1. Arrears collection performance for Council Tax, NDR and Sundry Debt is presented in the second table of Appendix 1. 5.2. The 2026/2027 arrears annual target for Council Tax has been set at £3.000 million, with collection to 31 August 2026 of £1.790 million, ahead of target by £0.139 million (4.6%) and ahead of comparable performance in 2025/2026 by £0.049 million. 5.3. The 2026/2027 arrears target for NDR has been set at £2.000 million, with collection to 31 August 2026 of £1.435 million, ahead of target by £0.042 million (2.1%) and behind comparable performance in 2025/2026 by £0.090 million. 5.4. The 2026/2027 arrears target for Sundry Debt was set at £11.301 million, with collection to 31 August 2026 of £8.248 million, ahead of target by 0.1% and behind comparable performance in 2025/2026 by £3.144 million. 6. Non-Domestic Rates Incentivisation Scheme 6.1. The Non-Domestic Rates Incentivisation Scheme (NDRIS), formally known as the Business Rates Incentivisation Scheme is a Scottish Government initiative to incentivise growth of the local business tax base, with a view to increasing NDR income yields. 6.2. The Scottish Government sets annual targets for growth (buoyancy) and Councils who achieve their target retain 50% of the additional income generated above the target. The buoyancy target is a measure of the increase in the total rateable value of the non-domestic properties on the Valuation Roll (including certain categories of public undertakings). 6.3. The provisional buoyancy target for South Lanarkshire Council in 2026/2027 has set by the Scottish Government at 0.9%. This is a measure of the increase in the total rateable value of the non-domestic properties on the Valuation Roll (including certain categories of public undertakings). 6.4. Performance against the NDRIS target will be reported to Committee on a quarterly basis. Buoyancy to the end of June 2026, was 0.12%. 6.5. The tax base must achieve growth of more than 0.78% during the remaining three quarters of the financial year to secure additional income under the scheme. 7. Proposals for Write Off 7.1. Approval for write-off of the following irrecoverable debts is requested from Committee. The Council has the power to write-off accounts where the debtor is deceased, sequestrated, in liquidation or the debt is prescribed or where the debt is deemed uneconomical to pursue. 7.2. The proposed write-off of Council Tax accounts dating from 1993/1994 to 2026/2027 totals £2,235,476.12 relating mainly to prescribed debt, sequestrations and estates of the deceased. This includes the bulk write off of prescribed debt for financial year 2004/2005. 100
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7.3. The value of accounts currently marked for write-off in the Non-Domestic Rates system totals £1,489,336.93. These debts are deemed to be irrecoverable because the debtor is in liquidation, has ceased trading or has been sequestrated. 7.4. Approval is sought for the write-off of Business Improvement District (BID) Levies totalling £8,195.04, administered by the Council on behalf of the Hamilton, Carluke and Lanark BID companies. There is no financial impact on the Council for these write offs. 7.5. Following consultation and agreement with Resources, the proposed write-off of Sundry Debt totals £618,595.09. Appendix 2 provides a breakdown of the proposed write-off over categories. 7.6. Approval is sought for the write-off of former tenant rent arrears of £244,156.90. 7.7. A full list of all debts proposed for write-off is held by the Executive Director (Finance and Corporate Resources). 8. Employee Implications 8.1. None. 9. Financial Implications 9.1. Provision is available for the financial impact of all write offs. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 11. Risk and Other Implications 11.1. The main risk associated with the Council’s revenue collection is a failure to monitor collection rates and take effective corrective action where required, resulting in a significant reduction in collection performance and Council funding. The risk is managed through monthly performance reporting and review of performance at monthly Senior Management Meetings. 12. Integrated Impact Assessment and Consultation Requirements 12.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 12.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 1 September 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving 101
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Previous References Finance and Corporate Resources Committee – 1 July 2026 List of Background Papers System Reports from Council Tax, Non-Domestic Rates, Sundry Debt and Academy Housing Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 102
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Appendix 1 SOUTH LANARKSHIRE COUNCIL REVENUES COLLECTION FOR PERIOD ENDING 31 AUGUST 2026 Annual Budget Cash Target Actual Variance % Variance Budget to 31/08/26 to 31/08/26 to 31/08/26 to Notes £000's £000's £000's £000's annual budget FINANCIAL YEAR 2026/2027 Council Tax 181,643 96,814 96,814 0 over 0.0% Non-Domestic Rates 420,486 181,067 181.121 54 over 0.0% Sundry Debt 125,275 125,275 126,030 755 over 0.6% ARREARS Council Tax 3,000 1,651 1,790 139 over 4.6% Non-Domestic Rates 2,000 1,393 1,435 42 over 2.1% Sundry Debt 11,301 8,239 8,248 9 over 0.1% 103
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Appendix 2 BREAKDOWN OF PROPOSED SUNDRY DEBT WRITE-OFF Resource Service No. of Accounts Value (£) Housing & Technical Capital Repairs / Rechargeable Repairs 288 108,353.94 Estates (Commercial Rent) / H&T General / Housing Support Service 118 393,958.00 Community and Enterprise Bereavement / Care of Gardens / Roads / General / Waste 13 14,911.21 Education / Finance and Corporate Education General 9 1,878.89 Social Work Residential Services / Social Work General 6 99,493.05 Total 434 618,595.09 104
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Report Agenda Item Report to: Finance and Corporate Resources Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Addiction and Substance Misuse Policy 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update to committee on the revised Addiction and Substance Misuse Policy [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposed Addiction and Substance Misuse Policy attached at Appendix 2 of the report, be endorsed and referred to the Executive Committee for approval. [1recs] 3. Background 3.1. The Council’s Addiction Policy was last updated in January 2010, therefore, it required to be reviewed and refreshed. The policy in its current form had provided support on a voluntary self-referral and management referral basis for alcohol, substance misuse, gambling issues and other recognised addictions. 4. Addiction and Substance Misuse - Improvements Introduced 4.1. The revised policy has been rebranded Addiction and Substance Misuse Policy and reflects the updated definitions, modern substance misuse risks and strengthens the emphasis on early interventions, support and prevention, reinforcing employee and manager responsibilities under the Councils Code of Conduct. 4.2. The aim of the revised policy is to encourage employees to seek help as early as possible if they have substance misuse problems. This will be supported by improved education and awareness campaigns and training for managers and employees to ensure both understand their responsibilities. It will also continue to ensure the Council continues to meet its duty of care to its employees but also communicate that employees and managers have a personal responsibility and must take reasonable care of themselves and anyone who could be affected in the workplace. 4.3. Being under the influence of alcohol and drugs can seriously impair an individual’s judgement, concentration and reactions leading to an increased risk of accidents and injuries. The aim of the policy is to ensure the safety of all employees, workers, and visitors and the wider community (when delivering services) by having clear rules in place regarding use and possession of alcohol and drugs, and to support those who have reported a problem with alcohol or drug dependence. 12 105
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4.4 The 2026 proposed policy modernises the 2010 policy, which was a largely reactive procedure-led approach to a clearer preventative governance led and risk aware approach. The rebranded approach details greater management accountability, broader definitions and has stronger assurance controls, with expanded support mechanisms. However, it does maintain the core principle of addiction being treated as a health issue alongside health, safety and conduct responsibilities. A fuller summary of the changes provided by the new policy is detailed in Appendix 1. 5. Revised Policy Launch 5.1 The Policy attached at Appendix 2, subject to approval, will be relaunched and implemented on a phased approach to ensure effective and consistent application across the council. This will include:- a coordinated communication plan to ensure all employees are aware of the revised policy, the standards expected of them and the support available targeted training for managers and relevant personnel, focusing on early identification of concerns, managing sensitive conversations, application of policy and procedures, and escalation routes where risks are identified partnership working with the trade unions as part of the rollout to support understanding of the policy framework and its practical application This approach is intended to embed the revised policy within day-to-day management practice, promote a culture of prevention and support and ensure risks associated with substance misuse are managed consistently and proportionately. 6. Outcomes from Consultation with the Trade Unions 6.1. The Trade Unions have worked collaboratively on the wording of the revised policy, recognising the importance of the policy, specifically in the definitions and ensuring that the policy reflects modern day issues, covering all appropriate supports and that the launch of the revised policy includes bespoke training for managers/personnel and trade unions. 7. Ongoing Monitoring and Review 7.1. It is proposed that the effectiveness of the revised policy and associated training and communication arrangements is monitored on an ongoing basis. This will include consideration of:- management confidence and capability in applying the policy trends in referrals to Occupational Health or other support services incidents or Concerns relating to impairment at work feedback from managers, employees and Trade Unions This monitoring will inform any future refinement of the policy framework and provide assurance that risks associated with substance misuse are being actively managed in the absence of formal testing arrangements. 8. Training and Communication to Managers 8.1. This Policy provides a strengthened framework of prevention, with management accountability and clear behavioural standards aligned to the Employee Code of Conduct. 106
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8.2. All employees are required to attend work for duty free from the effects of alcohol or drugs, in accordance with their contractual obligations and the standards set out in the Code of Conduct and is reinforced through policy, procedure and management oversight. 8.3. The revised Addiction and Substance Misuse Policy will be supported by targeted training and guidance for managers to ensure that early identification of concerns, timely intervention, and appropriate use of management processes where conduct, capability or safety issues arise. 8.4. Managers are responsible for addressing suspected impairment at work through existing procedures, including risk assessment processes, temporary removal of duties through the Disciplinary procedures, and referral to Occupational Health or other appropriate services. 8.5. A comprehensive communication and awareness programme will accompany the policy rollout, ensuring that employees and managers clearly understand their responsibilities, the supports available and the consequences of failing to meet the required standards of conduct. 8.6. This approach provides clear assurance that the Council maintains robust controls to manage risk, uphold standards of conduct and safeguard health and safety across all services. 9. Next steps 9.1. Following approval, the policy will be communicated via management bulletin and personnel circular. 9.3 As part of the employee and management communications, employees and managers will be asked to complete relevant and targeted policy training to ensure they understand their obligations and responsibilities. 10. Employee Implications 10.1 Raising awareness of the impact of risks to health, safety, and wellbeing at work (and outside of work) due to addiction/substance misuse to employees, will highlight how seriously the Council views this. As a result of this, some employees may seek support at an early stage. 10.2. Management training would add more confidence for managers to support an employee. In addition, as part of communications to raise awareness, key messages stressing the importance of confidentiality may encourage employees to speak to their manager about addiction/substance misuse issues 10.3. Awareness of the supports for all types of addictions e.g. gambling will also be supported through the policy and awareness training. 10.4. Potential consequences, depending on the circumstances, could lead to an employee being dismissed, particularly where attending work under the influence of alcohol or a substance creates a safety issue for them, colleagues and/or the public. 11. Financial Implications 11.1. There are no financial implications associated with the changes made to the Addiction and Substance Misuse Policy. 107
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12. Climate Change, Sustainability and Environmental Implications 12.1. There are no climate change, sustainability or environmental implications arising from the information presented in this report. 13. Risk and Other Implications 13.1 Taking a preventative approach towards alcohol and substance misuse will support the Council’s legal responsibilities and compliance. Effective Health and Safety management will also underpin this. Not addressing this safety concern at work could put the Council, its employees and the public at risk. 14. Integrated Impact Assessment and Consultation Arrangements 14.1. This report proposes an update to an existing policy. No impact assessment is required at this stage. 14.2. The development of the revised Addiction and Substance Misuse Policy has been supported by the trade unions. Feedback from trade unions, have contributed to the creation of this policy. Jackie Taylor Executive Director (Finance and Corporate Resources) 8 September 2026 Link(s) to Council Values/Priorities/Outcomes Values Focussed on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Fair, open and sustainable Excellent employer Ambitious, self-aware and improving Priorities We will work with people first and reduce inequality Outcomes People live the healthiest lives possible. Previous References Corporate Resources Committee – 17 March 2010 Corporate Resources Committee – 21 September 2005 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 Tel: 01698 454330 E-mail: michelle.milne@southlanarkshire.gov.uk 108
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Appendix 1 A summary of the key differences between the previous Policy and the rebranded ‘Addiction and Substance Misuse Policy’ is detailed below: (a). Scope, Language and Framing • 2026 policy is rebranded as “Addiction and Substance Misuse Policy”, using updated, trauma-informed language and explicitly recognising addiction as a complex health condition, influenced by trauma, inequality and adverse life experiences. (b). Updated Definitions and Modern Risks • 2026 introduces updated definitions that explicitly include: o legal highs and over-the-counter misuse, o clearer separation between use and misuse, o expanded recognition of gambling-related harm with a dedicated appendix and guidance. (c). Stronger Emphasis on Prevention and Early Intervention • 2026 strengthens prevention by: o explicitly prioritising early identification, o embedding expectations through the Code of Conduct, o supporting early conversations before issues escalate into formal processes. (d). Clearer Management Accountability • 2026 provides clearer accountability for managers to: o address suspected impairment immediately, o undertake risk assessments, o temporarily remove duties where required, o actively manage conduct, capability and safety risks alongside support pathways. (e). Alignment with Modern Governance and Assurance • 2026 is explicitly framed as part of the Council’s wider governance, assurance and risk-management framework, reinforcing: o consistent application across services, o management training, o ongoing monitoring and review to provide organisational assurance in the absence of formal testing. (f). Enhanced Training, Communication and Roll-out • 2026 introduces a phased relaunch, including: o a coordinated communication plan, o targeted manager training, o partnership working with trade unions as part of implementation, not just consultation. 109
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(g). Expanded and Modernised Support Resources • 2026 significantly expands support options, including: o PAM Wellness and digital wellbeing tools, o enhanced Employee Assistance Programme access, o extensive external specialist supports (particularly for gambling-related harm). (h). Clearer Consequences Where Safety Is Compromised • 2026 Policy is more explicit that attending work under the influence—particularly where public or employee safety is at risk—may result in disciplinary action up to and including dismissal, while still ensuring support is offered where appropriate. 110
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Appendix 2 Addiction and Substance Misuse Policy 1. Policy statement 1.1. South Lanarkshire Council is committed to a pro-active approach to ensuring the health, safety and wellbeing of all of its employees. The Addiction and Substance Misuse Policy has been created to support this commitment and in recognition of the growing problem of addiction related problems in society. South Lanarkshire Council will act to prevent and eliminate, in so far as it is reasonably possible, any addiction which will increase the potential for ill health, absence, accidents, poor performance or which will otherwise adversely affect the Council, its employees or members of the public. 1.2. The Council recognises that addiction is an illness and the effects it can have on the individual, colleagues and family members. This Policy complements the Council’s Maximising Attendance Policy by taking a preventative stance and outlining the confidential support available to employees. 1.3. While it is the intention of this policy to assist those with addiction problems, it does not replace a manager’s responsibility to maintain discipline and a safe working environment or to respond to poor work performance, misconduct or unsatisfactory levels of absence. Therefore, support programmes for employees with addiction problems can run concurrently with the disciplinary procedure. 2. Scope 2.1. The Addiction and Substance Misuse Policy applies to all South Lanarkshire Council employees. 3. Objectives 3.1. This Policy has been created in consultation with recognised trade unions and has been produced to meet the following objectives: To address the misuse and/or possession of alcohol/drugs in and around the working day in order to ensure a safe working environment in line with the Health and Safety at Work Act 1974. To recognise that addiction problems are both a health problem and a safety problem. To encourage employees who are experiencing addiction related problems to access confidential support at the earliest opportunity. To clarify the responsibilities of all concerned when dealing with addiction problems at work. 111
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To expand the Council’s commitment to this policy by raising awareness of addiction- related problems through education and training. 4. Definitions 4.1. For the purpose of this policy, the following definitions apply: Addiction: Addiction is recognised as a complex health condition involving psychological and/or physical dependence on substances or behaviours such as alcohol, drugs or gambling. It may be influenced by factors including trauma, inequality, and adverse life experiences and can cause significant harm to health, wellbeing and functioning. Alcohol misuse: Alcohol misuse refers to patterns of drinking—whether occasional or regular—that negatively affect a person's health, social relationships, and/or work performance or conduct. Drugs: Drugs include all psychoactive substances, whether illegal, prescribed, or available over the counter, as well as legal substances such as those which imitate the effects of illegal drugs known as “legal highs”, etc. Prescribed medication is recognised as legitimate when used and possessed appropriately in line with medical guidance. Drug misuse: Drug misuse involves the use of illegal substances or the inappropriate use— whether deliberate or accidental—of legal substances such as prescription medicines, legal highs or over-the-counter drugs. Manager: The term ‘manager’ includes any employee of the Council with supervisory responsibility for example: Managers, Advisers, Supervisors, Team Leaders, Co-ordinators who have responsibility for other employees. 5. Responsibilities 5.1 Organisational South Lanarkshire Council recognises that addiction problems are health issues which should be treated in the same way as any other illness. The Council also recognises the potential danger to the health and safety of employees with addiction problems, and their colleagues, if a problem is left untreated. Therefore, employees with drug misuse or other addiction problems will be encouraged to seek help, advice and treatment. The Council will provide confidential and voluntary counselling and support services for anyone with an addiction related problem. The Council recognises the possibility of relapse. If this occurs, the same procedures of support will be offered to the employee at management discretion depending on the circumstances. The Council will communicate the Addiction and Substance Misuse Policy and promote Addiction awareness to all employees of South Lanarkshire Council Training will be provided for key personnel involved in the implementation of the Addiction and Substance Misuse Policy. While the Executive Director is responsible for enforcing this Policy, all managers and employees in the workplace have a duty to ensure a safe and healthy work environment. Breaches of this policy will be managed under the Council’s disciplinary procedures. 112
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5.2. Management: Demonstrate the Council’s commitment to a pro-active approach to ensuring the health, safety and wellbeing of all its employees by being responsible for understanding, applying and enforcing the Addiction and Substance Misuse Policy. To assist with this, the policy provides management guidance on early recognition of problems, appropriate support to provide/signpost to, and where necessary applying the disciplinary procedures. Ensure effective communication of the policy to employees and promote/participate in Council-wide Addiction and Substance Misuse Awareness Campaigns. Support the Council’s position where an employee’s poor attendance levels, deterioration of performance or even misconduct at work, is due to alcohol or drug use/misuse or other addiction. The problem should be treated as an illness and an offer of confidential support should be made to the employee. Offer/signpost to support available including counselling and referral to the Occupational Health Adviser (Employee Support). Also ensure understanding of what the employee is entitled to while receiving support so that the employee may be advised. Work with the Occupational Health Adviser (Employee Support) to assess the risk of the employee remaining at work while receiving addiction support. Monitor how the employee is progressing with their support plan e.g. agree regular support meetings. Understand and be conscious of management responsibility under the Health and Safety at Work Act 1974 to provide a safe working environment and identify risks associated with alcohol or drug misuse in the workplace. 5.3. Trade Unions: Demonstrate the Council’s and Union’s commitment to a pro-active and partnership approach to ensuring the health, safety and wellbeing of all of employees by assisting in the implementation of the Addiction and Substance Misuse Policy. Help communicate information and promote/participate in Council-wide Addiction and Substance Misuse Awareness Campaigns to employees. Encourage employees to seek help voluntarily. Be aware of and understand the employee entitlements and supports available while receiving support so that the employee may be advised. Encourage employees to engage in accessing support as appropriate Ensure implementation of any agreed support plans to sustain employees at work while receiving addiction support. 5.4. Employees: Be aware of the Addiction and Substance Misuse Policy and understand its objectives. Recognise that employees also have a duty under the Health and Safety at Work Act to protect their own and others’ health and safety. Therefore, employees should: • avoid colluding or covering up a colleague’s addiction. • encourage colleagues to voluntarily seek assistance. • seek help if you suspect you have an addiction problem. 113
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• understand that they must not attend work under the influence of alcohol, illegal drugs or legal high substances. Attending work or attempting to carry out duties whilst under the influence may compromise the health and safety of themselves and others. Under no circumstance should an employee drive or operate machinery whilst under the influence of a substance. • if impacted by prescription medication, a risk assessment would be required, therefore employees must discuss any impact with their manager. • be aware that their behaviour during working hours reflects the image of the Council, and therefore and could result in disciplinary action. Employees must not be in possession of illegal drugs while at work or misuse drugs while at work. Employees found in possession of illegal drugs while at work will normally be reported to the police. South Lanarkshire Council recognises the controlled use and possession of medicines for personal use are an exception. 6. Managing addiction at work 6.1 The Addiction and Substance Misuse Policy address three ways in which an employee’s addiction related problem may come to the attention of management as follows: 6.2 Voluntary referral When employee requests support/assistance for an addiction problem, from their manager, a referral to the Occupational Health Adviser (Employee Support) will be discussed, along with any other relevant supports which may be identified from their confidential discussion. Employee’s may choose to seek this support initially via Personnel Services, their Trade Union Representative or Employee Support team. Employees also have the choice to contact the Occupational Health Adviser (Employee Support) directly for support. 6.3 Informal intervention When management notice a change in an employee’s behaviour or job performance which they feel may be attributed to an addiction problem, they will meet with the employee to sensitively discuss their concerns with the employee. As appropriate, support will be explored including a referral to the Occupational Health Adviser (Employee Support). With the employee’s permission, an appointment will be scheduled with the Occupational Health Adviser (Employee Support) where further supportive action can be agreed. 6.4 Formal intervention Employees will be formally referred to the Occupational Health Adviser (Employee Support) where the employee has presented as under the influence of alcohol or drugs at to work. Employee’s will also be referred where they raise that they have an addiction problem at any stage of a disciplinary process. 6.5 Management procedures (Appendix A) outline the procedures supporting these 3 interventions. 7. Employee entitlements 7.1. If the employee accepts assistance through the policy, they will be entitled to: Confidentiality, in respect of their addiction. Paid time off to attend counselling session(s). Where the employee requires a period of absence from work to undergo treatment, such leave will be treated as sick leave within the terms of the Council’s sick pay scheme. 114
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On their return to work, the employee will be entitled to return to the same job unless the Council decides that the effect of the addiction renders them unsuitable for the same job. In such cases alternative employment should be sought for employees through SWITCH 2. Where following return to work after, or during treatment, work performance/conduct suffers as a result of continued addiction related problems, each case will be considered on its merits in terms of next steps. Where appropriate, a further opportunity to accept support/counselling may be offered. 8. Relevant legislation 8.1. The Health and Safety at Work Act 1974 states that employers have to ensure the health, safety and welfare of their employees as far as reasonably practical. Employees also have a duty to protect their own and others health and safety. The Management of Health and Safety at Work Regulations say employers must conduct a risk assessment. This means that employers have a legal duty to ensure that their employees are not put at risk as a result of the actions of other employees, and if they are aware of any problems relating to drink or drugs have a responsibility to address them. It should be stressed that this duty does not only apply when a worker is over the legal limit for alcohol when driving, but when a worker’s performance is likely to be affected by the use of alcohol or drugs. 8.2 The Misuse of Drugs Act 1971 makes it an offence to supply or possess specified drugs. In addition, it is an offence to knowingly allow premises to be used for the use of illegal drugs. 8.3. The Road Traffic Act 1991 makes it an offence to drive on a public road under the influence of drink or drugs, and the Transport and Works Act make it a separate offence for certain transport workers to be unfit through drink and drugs while working. 9. Support Resources: South Lanarkshire Council: • PAM Wellness Telephone, video and face to face counselling available at various locations Tel. 0800 882 4102 – 24 hours, 7 days a week helpline or to arrange an appointment for counselling. • Employee Assistance Programme - PAM Assist: 0800 882 410 Champion Health App (from PAM Assist), provide additional wellbeing information, access their website at https://www.championhealth.co.uk/ or download the app from your app store. Information required for signing up to Champion Health: User Name: SLC Password: SLC1 • Occupational Health Adviser: 01698 454 677 occupationalnurse@southlanarkshire.gov.uk • Employee Support Team: 01698 455 021 employeesupport@southlanarkshire.gov.uk Confidential advice/signposting to support for all employees. 115
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External Support The following are examples of some of the external supports an employee may wish to approach, or they may help employees who are caring for individuals with addiction issues. These services offer confidential information and advice for anyone who has an addiction problem or is worried about someone who does. This list is not exhaustive, for further advice contact a member of the Employee Support team. • Alcoholics Anonymous Helpline: 0845 769 7555 Website: www.alcoholics-anonymous.org.uk • Drugs Helpline – Talk to Frank Helpline: 0800 776600 Website: www.talktofrank.com Text: 82111 • Community Addiction Recovery Services (CAReS) CAReS can provide a full assessment of a person’s needs and co-ordinate their health and social care recovery plan. A GP or social care professional can refer an individual to a service in their area. • Gamblers Anonymous Helpline: 0370 050 8881 Website:www.gascotland.org Please see Appendix B for addiction referral from Please see Appendix C for further gambling support resources 116
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Appendix A MANAGEMENT PROCEDURES 117
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Addiction and Substance Misuse Policy Management procedures The purpose of these procedures is to offer guidance to managers to implement the Addiction and Substance Misuse Policy and respond to any of the instances listed above. The procedures outlined apply equally to problems relating to alcohol, drugs, gambling (see Appendix C) and other recognised addictions, which interfere with an employee's health, wellbeing and/or work capability. A manager may become aware of an employee’s addiction problem in one of the following ways: 1. Voluntary referral When an employee comes forward to request support/assistance either through, their Manager, Employee Support team, Personnel Services or Trade Union Representative, this is a voluntary referral and will be treated confidentially. If you are approached by an employee who feels they may have an addiction problem, you must assure the employee that you will treat their request confidentially and advise them of the referral process as follows: • The issue will be discussed with the employee, and the employee will be referred to the Occupational Health Adviser (Employee Support) advising details of the case on the referral form. (PER-AP-1-05, Appendix B or intranet) • The Occupational Health Adviser (Employee Support) will contact the employee and/or manager advising of details of appointment. • The Occupational Health Adviser (Employee Support) meets the employee and will offer support e.g. employee counselling service and may signpost to external addiction agencies. The Occupational Health Adviser (Employee Support) may also encourage the employee to seek support from their GP if they have spoken to their GP already. • The Occupational Health Adviser (Employee Support) will monitor the employee’s progress as appropriate and agreed with the employee. • The manager must also hold support meetings with the employee to discuss how they are progressing and in case any further support or adjustments need to be considered. 2. Informal intervention When management becomes aware of a change in an employee’s behaviour or work performance that they feel may be attributed to an addiction related problem, they will meet with the employee to discuss this behaviour and will maintain a sensitive approach. Where appropriate an offer of support/assistance will be made. With the employee’s permission, the employee will be referred (PER-AP-1-05) to the Occupational Health Adviser (Employee Support). Signs of addiction problems are not always obvious and may be confused with other conditions or problems. Therefore, managers should not make assumptions but have a confidential sensitive discussion with the employee if they notice, for example: sudden change in behaviour pattern tendency to become confused irritability abnormal fluctuations in mood and energy impairment of job performance poor time-keeping 118
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increase in short-term sickness absence deterioration in relationships with other people. When meeting with an employee to discuss concerns around their behaviour a sensitive approach must be taken at all times. This includes: Meeting with the employee in a confidential and private setting, ensuring there will be no interruptions. Help put the employee at ease and explain the concerns which have led to this meeting. Provide the opportunity for the employee to respond fully to any questions. Be open to discussion of possible work-related causes. If appropriate discuss the Council’s Addiction and Substance Misuse Policy and the confidential support available, including referral to the Occupational Health Adviser (Employee Support). If not considered appropriate remind the employee of the supports available from the Council e.g. the Employee Assistance Programme. Also remind the employee they can approach you at anytime if they ever wish to discuss any issues. Agree any support measure to assist with personal or work related issues, where appropriate, including arranging regular meetings to monitor progress and discuss any further problems if they arise. Keep accurate, confidential records of these meetings including any agreed support mechanisms offered and/or being put in place. If managers are still concerned about an employee after their meeting, they should seek further advice from Personnel Services. Training is available to managers to help have initial sensitive discussions with employees that they are concerned about. Further information can be gained from the Learning and Development Team, Personnel Services and/or the Employee Support Team. 3. Formal intervention Should an incident occur at work where an employee is under the influence is of e.g. alcohol, drugs or legal high substance(s), an immediate supervisor shall have the necessary delegated powers to remove the employee from the workplace as a precaution. The removal from the workplace shall be with pay and will normally be for no more than one day. When the decision is taken to remove an employee from the workplace, the manager will ensure the employee is returned home safely. The employee should report to their line manager immediately upon return to work. As part of formal procedures, a manager will meet with the employee and will: check the employee is fit to be at work offer support including a referral to the Occupational Health Adviser (Employee Support). confirm any necessary adjustments as appropriate e.g. alternative duties if their job involves driving or operating machinery. explain that a formal factfinding will be required but at an appropriate time once support has commenced or concluded. When it comes to the attention of management that an employee may have an addiction problem, during a factfinding/disciplinary process, the employee will be offered support and referred to the Occupational Health Adviser (Employee Support). 119
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This will not always mean formal procedures will be delayed; however, each case will be considered individually. Managers should contact Personnel Services for further advice. 120
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Appendix B Addiction Referral Form PER-AP-1-05 Private and Confidential To: Occupational Health Adviser (Employee Support) cc: Employee Wellbeing Adviser I detail below the necessary information in respect of the following employee who has accepted an offer of referral to the Occupational Health Adviser. Name Employee contact telephone number Home Address Post code Resource Location Designation Circumstances leading to referral / reason for referral Any other relevant information Line Manager Signature Name in capitals Date Contact number 121
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Appendix C Gambling-related harm – Guidance for Managers and Employees 1. Gambling-related harm Gambling-related harm happens when gambling disrupts or damages everyday life, including family, personal, or recreational activities. It can lead to financial stress, emotional difficulties, and relationship problems. As well as the person who gambles, it can also affect e.g. their partner, children, wider family, friends and colleagues. 2. The potential impact of gambling-related harm 2.1 For every person experiencing gambling harm, between six and ten other people are impacted.1 2.2 Gambling related harms can affect people in many different ways, sometimes with serious consequences. Below are some examples: Financial Impact • Accumulation of debt • Irresponsible borrowing • Legal actions (e.g. court summons, repossession) • Financial crime, including theft Wellbeing Impact • Increased levels of depression, anxiety, and stress • Noticeable changes in behaviour, such as isolation, distraction, or preoccupation • Breakdown of personal and professional relationships • Visible changes in physical appearance, including signs of fatigue • Decline in personal hygiene and standards of dress • Higher risk of alcohol and/or substance use or misuse Impact at Work • Decline in work performance • Poor timekeeping • Taking extended or frequent breaks • Increased/frequent sickness absence • Gambling during working hours (including online gambling) • Discussing gambling frequently; ‘sure’ bets, being close to winning large sums • Changes in behaviour – dishonesty, mood swings, changes in interactions with colleagues. • Fraud or Crime at work to fund gambling, and/or engagement in other activities which may impact the reputation of the Council. It is important to note that these are examples, which do not automatically mean an employee is experiencing gambling harm. However, it is important where a manager notices any changes in an employee’s wellbeing or performance that are concerning, this should be approached sensitively, confidentially and with support. 4. Noticing when an employee may be struggling 4.1 Line managers are often best placed to notice signs if their team members are struggling. Managers will not always know and should not assume what difficulties the employee may be facing, however in any situation where there seems to be a change in how the employee, 1 Effects of gambling - Overview - Gambling harms - Improving Scotland's health - Population health - Public Health Scotland 122
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managers should have a confidential conversation with them, to provide the opportunity to understand any issues and to offer support. As noted above, this should be approached very sensitively, and non-judgementally. The manager should do their best to put the employee at ease and discuss what they have noticed that has led them to be concerned about them. 4.2 If an employee discloses, they are experiencing difficulties to their manager, support can be discussed. Where an employee states they are directly impacted by engaging in gambling, the manager should encourage and support them to access assistance (see support section below). A support plan should be agreed with the employee and put in place. Flexibility should be granted in terms of work to allow the employee to attend appropriate counselling. Reasonable time off with pay can be granted subject to the needs of the service. 4.3 If an employee discloses that they are indirectly impacted by gambling (i.e. by a spouse, family member, friend or co-worker) then the manager should offer appropriate supports. The matter should be treated as seriously and with as much care as those employees reporting that they themselves have a direct issue. 5. Conduct issues relating to gambling 5.1 Where conduct issues have occurred relating to gambling such where fraud or crime have been acted on at work or in other activities that may impact on the reputation of the Council, these matters will be managed under the disciplinary procedures. 5.2 The employee should still be offered support and provided with a support plan as appropriate. 6. Employees who are concerned about their own gambling 6.1 Employees who are concerned about their own gambling behaviour are encouraged to approach their line manager to discuss this with them. Managers will then have the opportunity to explore support options to assist the employee and agree a support plan as appropriate. 6.2 Employees who do not wish to discuss this with their manager can still use the support resources in section 2 or contact the employee support team: employeesupport@southlanarkshire.gov.uk 7. Employees who are concerned about the gambling of another person 7.1 An employee who feels that they are being affected by the gambling of someone else should speak to their line manager or the employee support team to seek support. 7.2 An employee might notice behaviours from a colleague that may give concern that they are experiencing an issue with gambling. An employee who has any such concerns should raise them in a confidential manner with their line manager. The line manager may take further action based on these concerns, to create the opportunity for support. 8. Support Plans 8.1 Support plans will be agreed in discussion between the employee and line manager. Depending on the individual circumstances, plans may include the employee contacting external agencies, their GP, and/or the council’s employee assistance programme. The manager should encourage and support employees to access assistance. 8.2 Once the support plan is agreed it should be put in place. Flexibility should also be granted in terms of work to allow the employee to attend appropriate counselling if appropriate. Reasonable time off with pay can be granted subject to the needs of the service. 8.3 As with any support plan, there should also be agreement on the frequency of reviewing how the employee is progressing with the support provided, and if any further assistance has been identified. 123
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Managers are reminded they can contact Personnel to seek advice in relation to this guidance. Section 2: Support Resources National Gambling Helpline (provided by GamCare) – Talk to us now - The National Gambling Helpline gives confidential information, advice and support for anyone affected by gambling problems in England, Scotland and Wales. You can speak with an Adviser one-to-one over the phone or on live chat 24 hours a day, every day of the year on free phone 0808 8020 133 or visit the website: https://www.gamcare.org.uk/ - GamCare offers one-to-one treatment - online, face-to-face or on the phone, website for live chat, chat rooms and self-help modules. RCA Trust - Supporting Recovery Across Scotland - offers counselling: one to one, couples and families support plus group meetings. Visit their website: https://www.rcatrust.org.uk/ or call: 0141 887 0880 email: info@rcatrust.org.uk Gamble Aware – Offer free, confidential help and support to anyone who’s worried about their – or someone else’s – gambling. Visit the website: https://www.gambleaware.org/ Free Online Self-Exclusion - GAMSTOP helps you control your online gambling. Once registered you will be prevented from using gambling websites and apps run by companies licensed in Great Britain, for a period of your choosing. Visit the website: https://www.gamstop.co.uk/ Gamban is software that once installed on your devices will block access to thousands of gambling websites and apps. Quick and easy to install, and on up to 15 of your devices, Gamban is FREE through TalkBanStop: https://www.gamcare.org.uk/talk/ – the above weblink also provides information about how to ask your bank how to block gambling transactions. Arcades and adult gaming centres – Visit the website: https://bacta.org.uk/safer-gambling/#selfexclusion In order to self-exclude from an arcade (Adult Gaming Centre) you have to physically go into the venue and complete the process with a trained member of staff. For further information call: 020 3930 9769 or email selfexclusion@rbw.systems. Betting shops / Bookmakers – MOSES - Multi Operator Self-Exclusion Scheme: https://self-exclusion.co.uk/ This is a free service for users who want to control their gambling by choosing to self-exclude from multiple land-based bookmakers in Great Britain. You can call the team free on: 0800 294 2060 Bingo Venues – To Self-exclude register at local Bingo Club. Alternatively, this can be done online via the Bingo Industry Self-Exclusion Scheme (BISES) website: https://www.bingo-association.co.uk/ SENSE is the national self-exclusion scheme for the British casino industry. It enables anyone who is experiencing gambling problems to voluntarily exclude themselves from ALL licensed, land-based casinos in Great Britain by means of one easy application. You can register online or in-person at any licensed land-based casino. For more information visit the website: https://www.senseselfexclusion.com/ Peer Support: Gamblers Anonymous is a fellowship of men and women who share their experience, strength and hope with each other that they may solve their common problem and help others to recover from a gambling problem. 124
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The Gamblers Anonymous website: https://gascotland.org/ offers forums, chat rooms, literature and a meeting finder. You can also contact them by phone: 0370 050 8881 (24 Hour Helpline) GamFam offer support through GRA5P – The GamFam Recovery and Support Programme. GRA5P is a structured 5-stage self-help peer support programme, which was designed originally to support those affected by someone else’s gambling. However, more recently and out of increasing demand, GamFam have now developed a programme to support those directly in recovery too. Website: https://gamfam.org.uk/ Support for Women: Betknowmore - New Beginnings is a digital women-only peer support service providing a safe space for women affected by gambling harms. It is part of the National Gambling Support Network. To learn more visit the website: https://www.betknowmoreuk.org/support-information/new- beginnings or call the National Gambling Helpline: 0808 8020 133 Thrivin’ Together - A safe space for UK women impacted by gambling – led by women with lived experience. Whatever age, background or story; whether you gamble, you’re in recovery, impacted by someone else’s gambling or by the industry you work in. Website: https://www.thrivintogether.org.uk/ Counselling and financial concern support: Employee Assistance Programme - PAM Assist: 0800 882 410 Champion Health App (from PAM Assist), provide additional wellbeing information, access their website at https://www.championhealth.co.uk/ or download the app from your app store. Information required for signing up to Champion Health: User Name: SLC Password: SLC1 Step change Charity - https://www.stepchange.org/ offer a free, confidential debt advice service. Call: 0800 138 1111. Monday to Friday 8am to 8pm and Saturday 9am to 2pm Money Matters Advice Service - South Lanarkshire Council - offers a free and confidential service that helps people living in South Lanarkshire or working for South Lanarkshire claim benefits and deal with debt. 125
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Artificial Intelligence (AI) Policy 1. Purpose of Report 1.1. The purpose of the report is to:- seek the endorsement of the Finance and Corporate Resources Committee to implement an Artificial Intelligence Policy 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the proposed Artificial Intelligence Policy attached at Appendix 1 of the report, be endorsed and referred to the Executive Committee for approval. 3. Background 3.1. Recent developments in Artificial Intelligence (AI) have moved quickly from stand- alone tools to being built into the everyday systems employees already use, such as email, documents, meetings and collaboration tools. These developments demonstrate the need to put in place a policy to govern and control the adoption and use of AI across the Council. 3.2. Within South Lanarkshire Council’s (SLC’s) own work, this is showing up through the Digital Transformation project. In parallel, the Council has also had to respond to the fact that public AI tools are easy to access and may appear useful. This is why there is a need to put in place guiderails on security, audit checks and data protection when AI is used. 3.3. For the Council, AI presents both opportunities and the need for stronger controls. The opportunity is to improve productivity and services by supporting better service delivery, decision-making, operational efficiency and employee productivity. 3.4. The benefit of putting controls in place is about making sure AI use stays within the Council’s protected systems, rather than through non-approved public platforms. Communications and training will reinforce safe and responsible behaviours. 3.5. At a sector level, national guidance is becoming clearer around a small set of common themes: transparency, human oversight, security, Data Protection Impact Assessments (DPIAs), fairness and bias considerations, and clarity on approved tools and procurement requirements. 13 127
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3.6. Scotland’s local government position is being actively shaped through the Digital Office “Once for Scotland” approach (Digital Office “Once for Scotland” AI policy vision) aiming at a single, unified AI policy/framework for councils, rooted in ethical use, transparency, data protection/security, accessibility/inclusion, vendor neutrality and mandatory training. 3.7. At Scottish Government level, the landscape has sharpened further with the publication of Scotland’s AI Strategy 2026 to2031 (published March 2026), positioning AI as central to economic growth and public service improvement while stressing responsible adoption and safeguards. Scotland’s AI Strategy 2026–2031 (gov.scot) 3.8. Alongside that, the Scottish AI Playbook (published 29 January 2025) provides practical, ethical implementation guidance for organisations in Scotland. The Scottish AI Playbook (GOV.UK) This national direction connects directly with drafting a council AI policy that references Scottish public sector best practice and a unified/ethical direction and shaping governance routes. 4. Policy Summary 4.1. SLC has developed a new AI Policy to provide a clear, consistent and robust framework for the safe, ethical and effective use of AI across the organisation. 4.2. The Council’s policy is to support the safe and responsible exploration and adoption of Artificial Intelligence where there is a clear and achievable benefit to employees or customers. AI will be used in a way that is ethical, lawful, transparent and subject to appropriate governance and oversight. 4.3. In simple terms, the policy is intended to allow the Council to benefit from AI while making sure it is used safely, lawfully and responsibly. It sets out how the Council will use AI to support service improvement, decision-making and productivity. It also makes clear that information must be protected, legal duties must be met and public trust must be maintained. 4.4. The policy confirms Microsoft 365 Copilot as the Council’s approved corporate AI tool because it operates within the Council’s existing security, compliance and data protection environment. Publicly available AI tools, such as ChatGPT and Gemini, must not be used to process Council information unless specifically approved, because the Council cannot apply the same level of control, monitoring or assurance to those tools. 4.5. The policy applies to all employees, elected members, contractors, partners and suppliers, and covers AI used in Microsoft 365, automated workflows, decision-support systems, predictive models, and AI features embedded within third-party systems. 4.6. When users are signed into their Microsoft 365 (M365) account to use Copilot, the Council’s security and data protection safeguards apply. This means information shared with, or generated by, Copilot chat conversations is not exposed to the public, the vendor or used to train AI models. The policy states that Copilot will be designated as the sole approved AI platform for corporate use within SLC. 4.7. Publicly available or open-source AI tools do not provide the same level of protection as Microsoft Copilot when used outside the Council’s approved environment. Because of the risks to information security, data protection and regulatory compliance, the policy formally restricts officers’ access to non-approved, web-based or open-source AI tools for Council information. 128
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4.8. While paragraphs 4.6 and 4.7 explain why access to public AI tools must be restricted, the policy recognises that some AI tools may have specific strengths for particular tasks. In limited cases, officers may be allowed to use non-Copilot AI tools where there is a clear business need and specific requirements are met. This includes not uploading private, confidential or sensitive Council information. The policy, therefore, allows exceptions to be considered through a structured approval process. 4.9. A set of clear guiding principles underpins the policy, including ethical use, transparency and explainability, human oversight and accountability, security and data protection, fairness and equity, proportionality and continuous improvement. 4.10. The policy is clear that AI will support professional judgement, not replace it. Officers remain responsible for checking AI outputs, applying their judgement and ensuring decisions are lawful, fair and appropriate. The policy also requires Data Protection Impact Assessments (DPIAs), security assessments, bias testing, and internal and public-facing AI systems registers to support transparency and accountability. 4.11. The policy introduces defined roles, responsibilities and governance arrangements, with strategic oversight through existing digital governance structures and enhanced reporting on AI usage, accuracy, bias and user feedback. 4.12. It also sets expectations for training, monitoring, audit and compliance, including consequences for misuse. 4.13. Finally, the policy recognises the emerging role of AI agents. These are AI tools that can carry out tasks across systems, such as automating workflows, retrieving and analysing information, and supporting decision-making. Any use of AI agents must have a defined purpose, strict governance and human oversight. 4.14. Overall, the policy enables safe innovation while ensuring the Council balances opportunity with risk and provides a strong foundation for responsible AI adoption across South Lanarkshire Council. 5. Next Steps 5.1. To ensure that the council moves forward in a considered and appropriate way with its use of AI, the following initial steps will be progressed. 5.2. The Digital Transformation Team will continue to work on the use of AI to improve Council processes and support staff productivity. 5.3. AI agents go beyond simply responding to prompts. They can carry out tasks across systems, such as automating workflows, retrieving and analysing information, and supporting decision-making. To make sure this type of AI operates for defined purposes, with strict governance, human oversight and approved risk controls, a Copilot Agent Governance and Implementation Framework is being developed. 5.4. The configuration change to restrict access to non-approved, web-based, or open-source consumer-grade AI tools as referred to in paragraphs 4.6 to 4.8 above will be implemented immediately. This is to ensure the data protection and information security protection is in place as soon as possible. 129
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5.5. Given the evolving landscape of AI it is essential that the Council implements appropriate governance arrangements. Whilst the Digital Transformation Review Board, made up of Heads of Service and Resource representatives and providing leadership to the Digital Transformation programme, will operate as the delivery governance body for AI, it is recommended that a group is established to specifically focus on the AI aspects of the Council’s digital transformation agenda. An AI Oversight Board made up of officers including Resource representatives, Trade Union representatives and subject matter experts will be established. 5.6. It is important that the Council has appropriate security and data protection controls in place for AI. Within Microsoft systems, specific controls can be enabled to improve the logging, auditing and monitoring of AI usage. IT Services will carry out the required configuration work with support from an external partner with specialist expertise in this area. 5.7. Once the policy is approved, existing deployments of AI technology is to be reviewed against the policy to ensure compliance, and where not action plans developed to meet the policy. For example, MS Copilot and Oracle Invoice Matching. 5.8. To ensure technology procurements meet the policy, an approach similar to the Cloud Security Questionnaire for tenders, where a standard checklist is development for tenderers to complete as part of their response. 5.9. A public-facing AI Systems Register will be established. This will help understanding on where AI is being used and what safeguards are in place. An internal AI systems register will also record all AI systems and use cases before deployment. 5.10. The following table summarises the actions being taken and the date for completion:- Action Target Completion Date Present Policy to CMT May 2026 - Complete Consult with Trade Unions August 2026 - Complete Establish AI Governance Board September 2026 Finance and Corporate Resources Committee September 2026 Executive Committee October 2026 Conduct first AI policy review March 2027 6. Employee Implications 6.1. The adoption of Artificial Intelligence across SLC will have a direct and positive impact on employee productivity, capability and ways of working, while reinforcing the importance of professional judgement and accountability. 6.2. The policy positions AI as a supporting tool rather than a replacement for employee decision-making, with clear expectations that officers remain responsible for validating outputs, exercising judgement and ensuring compliance with legal and ethical standards. This approach supports employee confidence in using AI safely and consistently, while maintaining accountability for decisions and outcomes. 130
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6.3. The policy also introduces clear roles, responsibilities and governance arrangements, ensuring employees understand how AI tools should be used, who is accountable for AI systems, and where to seek guidance or approval. Training and guidance will be provided through a combination of Microsoft 365 learning resources, bespoke in-house materials and sector-led support from the Digital Office for Scottish Local Government. This will help build AI literacy across the workforce, reduce risk, and support equitable access to AI capability regardless of role or service area. 7. Financial Implications 7.1. The AI Policy itself does not commit the Council to additional immediate expenditure but instead provides a governance and control framework for the use of AI tools already available within the Council’s Microsoft 365 environment. The primary approved AI capability, Microsoft 365 Copilot, operates within existing enterprise security, compliance and audit controls, ensuring that value is realised while managing risk. 7.2. Over time, there may be resource implications associated with training, governance activity, DPIAs and security assessments, and potential future licensing or supplier costs where AI functionality is introduced within third-party systems. The policy ensures these costs are considered in a controlled and proportionate way through existing approval, procurement and governance routes, with sustainability and value for money forming part of decision-making. 8. Climate Change, Sustainability and Environmental Implications 8.1. The policy recognises that AI technologies can have environmental impacts, particularly in relation to energy consumption and data processing. As such, sustainability considerations are embedded within the guiding principles of the policy, requiring the environmental impact of AI tools to be considered and reported where appropriate. This aligns with wider council commitments on climate change and sustainable digital services. 8.2. In practical terms, the policy encourages proportionate and responsible use of AI, prioritising enterprise tools already embedded within the Council’s Microsoft 365 environment rather than uncontrolled use of external platforms. Where AI is procured or enabled through third-party systems, sustainability criteria may be considered as part of procurement evaluation. This ensures that AI adoption supports efficiency and service improvement without undermining environmental objectives. 9. Risk and Other Implications 9.1. There are no additional operational, legal or service-specific implications arising from this policy beyond those already addressed within existing governance, information governance, equality and security frameworks. 9.2. Any future implications arising from new AI use cases, systems or technologies will be assessed through existing governance routes, including DPIAs, security reviews and equality impact assessments, ensuring that emerging risks are identified and managed appropriately. 131
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10. Integrated Impact Assessment and Consultation Requirements 10.1. An IIA is currently under development to support the policy. 10.2. Consultation has been held with the Trade Unions on the policy through the established consultation, engagement and collective bargaining arrangements. This has resulted in the Trade Unions collectively putting forward representatives to sit on the AI Advisory Board. Jackie Taylor Executive Director (Finance and Corporate Resources 8 September 2026 Link(s) to Council Values/Priorities/Outcomes All council objectives 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 - Murray Husband, Head of IT Services Ext: 5648 (Tel: 01698 455648) E-mail: murray.husband@southlanarkshire.gov.uk 132
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Artificial Intelligence (AI) Policy 11 September 2026 Purpose of the Policy South Lanarkshire Council (SLC) aims to harness Artificial Intelligence (AI) to improve service delivery, decision-making, operational efficiency, and employee productivity while protecting information, meeting legal and regulatory obligations, and maintaining public trust. This policy establishes a responsible, ethical, safe and transparent governance framework for the deployment and use of AI across all Council functions, drawing upon: • Existing Council Policies and Strategies • Local and National Government AI best practices from Scotland and the wider UK public sector This policy aligns with Scottish Government-published Scotland’s AI Strategy 2026–2031 and the shared direction for ethical, responsible and inclusive AI adoption across Scottish Local Government. Scotland’s Artificial Intelligence Strategy 2026–2031 is the Scottish Government’s national, five-year plan for how AI should be developed and used across Scotland, including in public services, local government, health, education and the economy It supports national outcomes relating to public trust, workforce capability, responsible data stewardship, and transparent governance, while enabling innovation that delivers clear public value. What this policy means: • The Council supports the safe and responsible use of AI to improve services and employee productivity • Microsoft Copilot is the approved corporate AI tool • Employees remain responsible for decisions – AI supports, it does not replace judgement • Existing data protection, security and equality rules still apply • Higher-risk uses of AI need extra checks and approval Most everyday uses (drafting, summarising, analysing information you already have access to) are low-risk and encouraged. 13 133
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Scope of the Policy What this policy does It commits South Lanarkshire Council to using AI: • Ethically - supporting public good, fairness and non-discrimination • Responsibly - with human oversight and transparency • Securely - protecting data and systems from risk • Effectively - ensuring measurable value and improved outcomes • Consistently - in alignment with national (Scotland/UK) standards This policy applies to: People • All employees, contractors, temporary employees, elected members and partners accessing SLC systems and AI capabilities • Any third-party supplier developing, integrating or supporting AI systems for the Council Technology • Microsoft 365 Copilot and related generative AI tools • AI enabled automation, assistants, chatbots, decision-support systems • Data-driven predictive models, classification systems, and agentic tools • AI used within externally procured systems • AI features embedded in Microsoft 365 applications (e.g. Word, Outlook, Teams, SharePoint) • Any future AI tools integrated into the Council’s Microsoft 365 tenant • Consumer-grade AI tools are blocked by default Activities • AI generated written content, images or insights • AI used to support professional decisions • Optimised workflows or automated processes • AI used to support and develop coding and scripting processes • Interactions with citizens or employees • The analysis of datasets or to support planning / policy development This policy applies where AI systems are used to support internal decision-making, service delivery, or interactions with citizens, communities, or partners. Where AI has a material influence on outcomes that affect individuals or groups, additional transparency, assurance and oversight requirements apply, as set out in this policy. What this policy does not do This policy is not intended to prevent or discourage everyday use of AI. It does not ban the use of AI for routine work tasks, introduce new disciplinary rules, or replace existing professional judgement and accountability. It also does not require approval for low-risk, everyday uses of AI such as drafting, summarising or analysing information you already have permission to access. 134
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Guiding Principles The principles below apply across all uses of AI within the Council. They are intended to guide behaviour and decision-making and are referenced throughout this policy, rather than repeated in every section. Principle Statement Public benefit and fairness AI must support better services, inclusion and equitable outcomes. Transparency and explainability People should understand when AI is used and how it supports decisions. Human oversight and accountability AI supports employees – responsibility always remains with a person. Security and data protection AI must operate within existing data protection and security controls. Proportionate governance Controls should manage risk without getting in the way of everyday work. Public benefit and fairness • AI must be used for public benefit and to support equitable and inclusive services • Ethical standards reflect the “Once for Scotland” principles including fairness, accessibility, and inclusion. Once for Scotland is a well-established collaboration principle, led by bodies such as the Digital Office for Scottish Local Government, COSLA and the Scottish Government. It generally means: Shared principles and standards agreed nationally; Consistency across councils, while allowing local flexibility; Avoiding duplication of effort, policies and frameworks and Collective ownership. • AI must not be used to produce biased or discriminatory outcomes • Bias testing must occur pre-deployment, per national and local authority good practice • Bias must also be monitored periodically post-deployment Transparency and explainability • All AI-generated outputs in public-facing services should be clearly labelled • Users must understand inputs, logic and outputs of AI systems • A public-facing AI Systems Register will be established • An internal AI systems register will record all AI systems and use cases before deployment • The environmental impact should be considered and reported as required when selecting AI tools • Sustainability criteria should be considered in procurement scoring where feasible • AI systems used by the Council must remain contestable. Where AI is used to support decisions with legal or significant effects on individuals, appropriate routes for human review, challenge and redress must be available. Final accountability for 135
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decisions remains with a human decision-maker, and individuals must not be subject to decisions that cannot be reasonably explained or reviewed. • Where AI is used in services that interact with, or materially affect, citizens or service users, the Council will be transparent about its use. This includes explaining the role of AI, the nature of its outputs, its limitations, and the safeguards in place to ensure fairness, accountability and compliance with legal and ethical obligations. • Where AI tools are used as part of a business process, accountability for decisions remains with the relevant officer, manager or service and not with the technology itself. Human oversight and accountability • AI supports decisions; it does not replace human responsibility and accountability • Users must verify accuracy, monitor outcomes, and exercise professional judgement • Users remain responsible for the accuracy, appropriateness, and legality of outputs generated using AI • System owners and sponsors must be identified for every AI deployment • AI systems used by the Council will remain contestable. Where AI supports decisions there must be appropriate routes for human review, challenge and redress. Security and data protection • No sensitive, personal or confidential SLC data may be entered into consumer grade AI tools hence the council’s position, as standard, to block the use of these tools • AI systems must undergo DPIA (Data Privacy Impact Assessment) and security assessment before implementation • Access to AI tools must reflect Zero Trust and role-based permissions. This means that people should only be able to use AI tools in ways that match their job role, and no access is automatically trusted just because someone is inside the Council’s systems. AI tools will not therefore provide access to information beyond what a user is already authorised to view. • AI use must comply with data protection legislation and organisational data handling standards • Sensitive, personal, or confidential information must be protected through classification, labelling, and retention controls • Controls will seek to mitigate adversarial AI threats such as prompt injection, model poisoning, and manipulation. This refers to ways in which AI systems can be deliberately tricked or interfered with and the safeguards that the council will put in place to reduce those risks. Proportionate governance • AI policies and systems must evolve alongside the technology. Regular review is therefore essential • Controls should reduce risk without unnecessarily impacting productivity 136
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• “No‑impact” governance and monitoring controls should be applied first. These are the least intrusive controls which are light-touch safeguards that use existing rules and systems and do not change how employees work day-to-day. 137
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Approved AI Tools and Use Cases AI Tools Copilot is the primary authorised AI tool for South Lanarkshire Council and is governed under enterprise-grade compliance, data protection and audit capabilities. This includes: • Microsoft 365 Copilot • Microsoft 365 Copilot Chat (work mode) • AI features embedded in Microsoft 365 applications and Microsoft Azure Other AI Tools The use of external, consumer AI services, for example ChatGPT, Gemini, Bard, Claude, or similar (e.g. public chatbots) for processing organisational information is not permitted unless explicitly approved by the AI Oversight Board. Agentic AI Agentic AI goes beyond using AI to simply respond to prompts and is a shift from traditional reactive AI. It behaves as goal-directed digital agents where the agents integrate with council systems to automate workflows, retrieve and analyse information, and support decision-making. All Agentic AI must operate under defined purposes, strict governance, human oversight, and approved risk controls to ensure safe, ethical, and transparent use. To ensure this is consistently applied, the council’s Copilot Agent Governance and Implementation Framework must be followed and satisfied when requesting, assessing, designing, developing and deploying AI agents. Uses of AI Examples of AI uses are in the table below: You can use AI to You must not use AI to Draft or summarise documents you are authorised to access Upload Council or personal data to public AI tools Analyse information to support your work Make automated decisions without human review Improve accessibility and productivity Bypass security or information governance rules Support professional judgement Generate misleading or discriminatory content 138
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Roles & Responsibilities Employee Roles / Responsibilities and Governance Given the evolving landscape of AI in South Lanarkshire Council, it is essential that appropriate governance arrangements are in place and that officer roles and responsibilities are clearly articulated. The following details some of these • Governance – Whilst the Digital Transformation Review Board will initially act as the overarching strategic governance body for AI, an AI Oversight Board will be established to specifically focus on the AI aspects of the council’s digital transformation agenda • AI Tool Owner –service or business lead who is accountable for how a particular AI use is applied in practice, not for the technology platform itself. They are responsible for what the AI is used for, where, and with what impact.. • Executive Sponsor –Executive Director who provides strategic sponsorship for AI use or adoption and ensures the right resources, priorities and approvals are in place to give AI activity organisational legitimacy and senior oversight. • AI Point of Contact – will act as the operational lead • IT Services – will configure and manage AI services securely, ensuring security, compliance and tool approval • End-Users – who will validate content and AI outputs and will comply with council policies • All users – who will report suspected misuse or data incidents To support officers to deliver their roles and responsibilities above, a range of training and guidance will be available which includes the following • Microsoft 365 / AI training modules • SLC in-house bespoke training and guidance • Sectoral training and guidance from the Scottish Local Government Digital Office In addition to employee training, the Council will support proportionate AI awareness and guidance for partners and service users where AI-enabled services are introduced. This will help build understanding, trust and confidence in how AI is used and governed by the Council. 139
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Governance and Compliance Data Governance and Information Management In accordance with the council’s M365 environment which benefits from enterprise protection, users can only access information that they are already permitted to view. Therefore, data governance is the primary risk control for AI. The Council will therefore seek to: • Reduce oversharing in SharePoint, OneDrive, and Teams • Apply sensitivity labels and retention policies to protect information • Apply data minimisation principles, ensuring we only collect, use, share and keep the data that is genuinely needed to do a specific job. • Monitor and remediate high‑risk sharing configurations • Record, validate and store appropriately AI outputs • Complete a DPIA and security assessment for AI systems that will use Council data AI adoption must not proceed where underlying data quality, classification, access controls or governance are inadequate. Data readiness is a prerequisite for effective and trustworthy AI. Activities such as drafting documents, summarising meetings, analysing spreadsheets, or improving accessibility using Microsoft Copilot are considered low-risk and are encouraged where they add value. . Information Security and Technical Control These controls are designed to protect Council information and reduce the risk of misuse, while allowing employees to use AI tools productively and with confidence. Controls applied to AI use are proportionate to risk. Most everyday uses of AI require no additional controls beyond existing data protection, security and professional standards. Where AI is used in more complex or higher-risk scenarios, additional safeguards help ensure accuracy, fairness, transparency and accountability. These safeguards are focused on protecting employees, service users and the organisation, rather than restricting appropriate use. Zero-trust - The council will apply a zero-trust posture whereby • Conditional access, Multi Factor Authentication (MFA), and role-based access will be required • Logging and monitoring of AI usage will be captured in the M365 Compliance Centre • AI interactions and administrative actions will be audited 140
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• AI usage patterns will be monitored for risk and misuse • Tools will be deployed to manage data protection, governance and compliance, withcapabilities such as audit, eDiscovery, communication compliance, insider risk management (where licensed), DLP (Data Loss Prevention) and DSPM (Data Security Posture Management) will be utilised • Extend data insights to monitor activity where users have been granted permission to use AI tools other than Copilot Security Reviews – The council will seek to • Conduct threat modelling for AI systems • Evaluate model risks relative to hallucination, poisoning and manipulation. To do this the council will assess whether the AI system could produce inaccurate or misleading information, be influenced by poor or malicious data, or be deliberately misused, and ensure appropriate safeguards are in place to manage these risks. • Assess supplier security When the Council buys or uses AI systems from external suppliers, we will carry out appropriate checks to make sure they are safe, transparent and suitable for public sector use. This includes: • Understanding where and how the AI was trained, to ensure it uses appropriate and lawful data • Checking how long data is kept and how it is protected, in line with data protection rules • Ensuring the system can explain how it produces outputs or recommendations, especially where these may affect people or services • Making sure the Council is not locked into a single supplier, and that there are clear options to change or exit if needed in the future All AI systems must follow an agreed lifecycle approach, including design, risk assessment, deployment, ongoing monitoring, periodic review, and controlled retirement. Risks such as bias, accuracy drift, misuse, and unintended impacts must be reviewed throughout the system’s lifetime, not solely at the point of approval. Legal and Equality Considerations Some uses of AI require additional consideration because they may materially affect individuals, influence access to services, or have legal or equality implications. In these cases, additional checks and approvals help protect employees, service users and the Council. These safeguards are proportionate and are applied only where the level of risk justifies them. Final accountability for decisions always remains with a human decision-maker. From a legal perspective, AI usage within South Lanarkshire Council must comply with • UK GDPR • Human Rights considerations • Equality Act 2010 (EQIA’s required for hi-impact systems) 141
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• FOI and transparency duties Similarly, from an ethical impact perspective, the council’s use of AI should ensure that • Explainability is ensured • Bias and fairness is assessed • Systems are contestable with appropriate routes for redress To improve accessibility, AI should also enhance inclusion and reduce inequalities through supporting accessible formats. AI must not be used for fully automated decision-making without human oversight, covert surveillance, discriminatory profiling, or any activity that would undermine legal, ethical, human rights or equality obligations. High-risk use cases require enhanced scrutiny, explicit approval, and ongoing monitoring. Sustainability and Environmental Impact The environmental impact of AI systems, including energy consumption, infrastructure demands and supplier sustainability practices, will be considered during procurement and system design. Where feasible, sustainability criteria will form part of AI tool selection and supplier evaluation, in line with the Council’s wider climate and sustainability commitments. Monitoring, Audit and Review An AI Oversight Board will operate under the Digital Transformation Review Board as the strategic oversight body for AI adoption and implementation within South Lanarkshire Council. As such any significant changes will be approved through the established governance arrangements. Continuous updates, including AI usage statistics will be reported to the DTRB along with an overview and evaluation of system accuracy, bias and user feedback. This AI Policy will also be reviewed annually to ensure that it remains fit for purpose and to reflect any changes in legislation or regulation, any new capabilities in Microsoft 365 and to ensure that any lessons learned in the organisational use of AI have, where appropriate, been applied. All AI systems must be managed across their full lifecycle. This includes initial assessment and approval, controlled deployment, ongoing monitoring for accuracy, bias and unintended impacts, periodic review of continued suitability, and planned withdrawal or retirement where the system is no longer appropriate or delivers insufficient public value. The Council recognises that AI technologies, risks and regulatory expectations will continue to evolve. This policy, associated controls and governance arrangements will be reviewed regularly to ensure they remain effective, proportionate and aligned with emerging national guidance, legislation and best practice. 142
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Monitoring, audit and compliance activity relating to AI will be undertaken in accordance with the Council's existing information governance, ICT monitoring, records management and data protection arrangements. Compliance and Enforcement This policy and associated controls seek to ensure AI is used responsibly within South Lanarkshire Council and that risks are managed and mitigated as best as possible. This is essential as the use of AI presents a potential risk to the council, users and our customers. Where AI is used outside this policy, access may be restricted and issues managed in line with existing Council policies. In summary This policy is designed to help South Lanarkshire Council use AI confidently, safely and productively. It enables innovation while protecting employees, citizens and the organisation. As AI technology continues to evolve, this policy and its supporting guidance will be reviewed and updated to ensure it remains practical, proportionate and aligned with best practice. 143
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Glossary Term Plain-English explanation Artificial Intelligence (AI) Technology that helps computers carry out tasks that normally need human thinking, such as writing text, summarising information, spotting patterns or answering questions. Microsoft Copilot The Council’s approved AI tool, built into Microsoft 365 apps like Word, Outlook and Teams, which helps employees work more efficiently using information they already have access to. Everyday use of AI Routine, low-risk tasks such as drafting documents, summarising meetings, analysing spreadsheets or improving accessibility. These uses are encouraged. Higher-risk use of AI Uses of AI that could affect people’s rights, access to services, or legal outcomes, and therefore need extra checks and approval. Human oversight The requirement that a person remains in control of decisions and checks AI outputs before they are used. Accountability The principle that responsibility for decisions always sits with a person, not with an AI system. Automated decision-making Decisions made entirely by a system without human involvement. This is not permitted where it could have legal or significant effects on individuals. Agentic AI A more advanced type of AI that can carry out tasks across systems to achieve a goal, rather than simply responding to prompts. These uses require stricter governance. Governance The rules, processes and oversight that ensure AI is used safely, legally and responsibly. Data protection Laws and rules that control how personal and sensitive information is handled, stored and shared. Sensitive or personal data Information about an individual that must be handled carefully, such as personal details, health information or financial data. Consumer AI tools Public AI services (such as public chatbots) that are not approved for processing Council information. Enterprise-grade AI AI tools provided within secure organisational systems that include protections such as access controls, logging and audit. Transparency Being open about when AI is used and how it supports decisions, particularly in services that affect the public. 144
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Explainability The ability to understand and explain how an AI-supported decision was reached. Bias When an AI system produces unfair or unequal outcomes for certain groups of people. Bias testing Checks carried out to help ensure AI systems do not produce discriminatory or unfair results. Contestability The ability for individuals to challenge or ask for a review of decisions that affect them. DPIA (Data Protection Impact Assessment) A formal process used to assess privacy risks before introducing higher-risk systems. EQIA (Equality Impact Assessment) An assessment to ensure decisions or systems do not disadvantage protected groups. Zero Trust A security approach where access to systems and data is strictly controlled and continuously checked. Audit and monitoring Processes that record and review how systems are used, helping to identify issues and provide assurance. 145
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Reserves Strategy 1. Purpose of Report 1.1. The purpose of the report is to:- provide information on the Council’s Reserves Strategy, including their position as at the end of 2025/2026, and information on their planned use across the coming years 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the detail on the Reserves and their balance at the end of 2025/2026 (section 4), be noted; (2) that the Strategy proposed for each Reserve (section 5), be noted; and (3) that the planned use of Reserves across the coming years (section 6, Appendix 1), be noted. 3. Background 3.1. A Reserves Strategy is presented to the Finance and Corporate Resources Committee on an annual basis. This details the Council’s Reserves, their balance at the end of the previous financial year, their purpose, and also a proposed strategy. 3.2. A report titled 2027/2028 to 2028/2029 Revenue Budget Strategy was presented to the Executive Committee on 24 June 2026. 3.3. Section 8 of the June 2026 Revenue Budget Strategy report to Executive Committee (link above) noted that an annual review would continue to be undertaken to consider the monies held in the Earmarked/Committed General Fund Reserve, alongside the Council’s Revenue Budget Strategy. 3.4. Section 4 details the Council’s Reserves and their balance at the end of 2025/2026. The Council’s Reserves, their purpose, and their link to the Revenue Budget Strategy is provided at section 5. Section 6 outlines the profiled use of Reserves across the coming years. 4. Reserves and their Position at end 2025/2026 4.1. It is the responsibility of the Executive Director (Finance and Corporate Resources) to advise the Council on the level of reserves it should hold and to ensure that there are clear protocols for their establishment and use. 14 147
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4.2. The Local Authority Accounting Panel (LAAP) provide guidance to the Council’s Section 95 Officer (the Executive Director of Finance and Corporate Resources), on the establishment and maintenance of local authority reserves and balances. The LAAP Bulletin 99 (Local Authority Balances and Reserves) does not prescribe a minimum level of reserves which should be held by a council. It is for the Council to consider an appropriate level of reserves taking cognisance of strategic, operational and financial risks facing the authority at a local level. It does, however, say that Reserves should not be held without a clear purpose. Audit Scotland have noted that the level of reserves that councils hold is a local decision. Section 5 of this paper will detail a Strategy for each of the Council’s Reserves. 4.3. The Council has a number of earmarked/specific reserves and one General Fund. This General Fund is split into 2 with an element being earmarked/committed (including that set aside for future budget strategies), and also an unearmarked element. Table 1 shows a summary of the Reserves position at the end of financial year 2025/2026. Table 1 – Reserves Analysis £m £000 Total Usable Reserves 176.726 Less: General Fund (earmarked/committed inc. Budget Strategies) 140.666 Repairs and Renewals 4.631 Insurance Fund 1.022 Capital Funds 10.704 Housing Revenue Account 6.660 Total Earmarked/Committed Usable Reserves 163.683 Uncommitted General Fund 13.043 4.4. Table 1 shows the level of Unearmarked/Uncommitted General Fund at £13.043 million at end financial year 2025/2026 (in line with 2024/2025). These monies are for use in an emergency situation and are a cushion to contribute towards unanticipated pressures that the Council may face in year. The Council holds this to use in the event of unforeseen circumstances, and it is not available for routine operational activities. 4.5. Of this total Reserves balance of £176.726 million, the Earmarked/Committed General Fund totals £140.666 million and this includes £106.922 million identified for use in the Council’s Revenue Budget Strategies. The remaining £33.144 million includes a number of items such as £11 million for Investments reflecting profile of spend across years, and earmarked funds across Resources for multi-year project funding. These are covered further at Sections 5.5 and 5.6. The Council’s Financial Strategy is predicated on the utilisation of Reserves across a number of years, with a view to managing the savings requirement in those years. The Reserves being used have either been:- the underspend generated by the reduced pension contributions during 2024/2025 and 2025/2026 approved in November 2023 (final year of use being 2026/2027) the result of underspends generated from the Loans Fund Review and Service Concessions as approved at Council in February 2025, (final year of use being 2029/2030) 148
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budget underspends previously earmarked for use in the Budget Strategy, including pay award, or budget underspends previously earmarked for Children and Families budget pressures. 4.6. The Other amounts within the Reserves at the end of 2025/2026 relate to specific Reserves such as the Housing Revenue Account, the Insurance Fund and Capital Funds. All other Reserves are held for specific purposes and the total balance of Reserves currently held is considered an appropriate level in relation to the Council’s financial position. 5. Reserves Position Review 5.1. The position on each Reserve is taken in turn along with an update on each. 5.2. General Fund: The Council’s General Fund is split into 2 parts: Unearmarked / Uncommitted and Earmarked / Committed. Each is taken in turn along with the proposed plan to managing each Reserve. 5.3. Uncommitted General Fund: As at 31 March 2026, the Council’s uncommitted General Fund remains at £13.043 million. As noted in section 4.4, these monies are for use in an emergency situation and are a cushion to contribute towards unanticipated pressures that the Council may face in year. The Council holds this to use in the event of unforeseen circumstances and is not available for routine operational activities. Against an expenditure budget of £1,082 million for 2026/2027, this represents a 1.2% reserve. 5.4. It is proposed that rather than suggesting that our Unearmarked / Uncommitted General Fund Reserve should be higher, we continue to adopt the approach suggested by the LAAP Guidance (section 4.2), and that a risk-based approach is applied. This would mean giving consideration to the level of the Unearmarked / Uncommitted General Fund Reserve on an annual basis, reflecting the Council’s planning and Budget Strategy position. The Council does not rely on Reserves to fund Revenue expenditure without a clear plan, and if they are used to support the Revenue Budget (reduce the Budget Gap), then members are advised that they are temporary solution only, and that a permanent solution is required. 5.5. Earmarked General Fund: As at 31 March 2026, there are £140.666 million of earmarked general funds. Of this amount, £106.922 million has been earmarked for use in the Council’s medium term Budget Strategy (section 4.5). The remaining £33.744 million is earmarked for specific purposes including multi-year Investments caried forward (£11.209 million) and multi-year project funding (£2.432 million). 5.6. Other significant balances include Early Learning and Childcare (£2.361 million) to support the Education budget in 2026/2027, Waste and Recycling Services (£2.200 million) committed across the next 4 years including for Waste Transfer Station in 2026/2027, Resettlement funding (£1.703 million) being utilised for ongoing staffing costs, Marmot Initiative (£2.000 million) to match Health and IJB commitments and 2027 Local Government Election (£1.000 million) required in 2027/2028. Future additions to the Reserve will be based on Resource requests to earmark funds and will be subject to Member approval (either in the Probable Outturn or the year-end report to the Council’s Executive Committee). A review will continue to take place annually to consider the monies held in the Earmarked/Committed General Fund Reserve, alongside the Council’s Revenue Budget Strategy and assessment of expenditure and funding risk areas. 149
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5.7. Repairs and Renewals Fund: This fund has been established mainly through contributions from the Revenue Budget. As at 31 March 2026 the balance on this fund is £4.631 million. Contained within the overall heading of Repairs and Renewals is the Winter Maintenance Fund (£0.422 million at March 2026) and the Strategic Waste Fund, a sum of money to assist in managing the impact of uneven cash flows and contract cost increases in relation to the Council’s Waste Collection / Disposal contracts (£3.246 million). These funds have been set aside and earmarked for specific purposes. Any future additions would be based on Resource requests for specific projects and will be subject to Member approval (either in the Probable Outturn or the year-end report to the Council’s Executive Committee). 5.8. Insurance Fund: Council Resources contribute to the Insurance Fund. The fund meets the cost of premiums, paying uninsured excess settlements. The uninsured excesses on the Council’s main policies are significant meaning the vast majority of losses are self-insured with the cost of losses being met from the self-insurance fund, with insurers paying for costs above the excess on individual losses. 5.9. As at 31 March 2026, the balance on this fund is £1.022 million. The budget for insurance annually should cover costs each year, however due to the timing of claims and payments, the fund is used to manage the multiyear nature of spend and to carry forward balances. Further budget allocations have been made in future years including in the 2027/2028 to 2028/2029 Budget Strategy. 5.10. Capital Fund: The money held within the Capital Fund may be used to fund expenditure of a capital nature or to repay loans fund principal which allows flexibility in the Revenue Budget. As at 31 March 2026, the balance on this fund is £10.704 million. Contained within the overall heading of the capital fund are specific funds including Usable Capital Receipts (£7.321 million), Central Energy Efficiency Fund (CEEF) (£0.503 million), IT Development Fund (£0.241 million) and Education Capital Replacement Fund (£2.360 million). 5.11. The Capital receipts are specifically earmarked to fund the capital programme. The CEEF fund is specifically earmarked for energy efficiency projects within the Capital Programme with projects approved on an annual basis and the IT Development Fund is committed to support data analysis work and system upgrades. The Education Capital Replacement Fund is subject to the Devolved School Management arrangement for schools (these monies are specifically set aside by schools for specific spend items, from their devolved budget). 5.12. Housing Revenue Account Reserve: the balance on this fund as at 31 March 2026 is £6.660 million. These monies are ring fenced for the activities associated with the Council’s Housing stock. 6. Profiled Use of Reserves 6.1. Appendix 1 attached shows the Council’s Reserves at the end of 2025/2026, and a profile of anticipated use across the coming years. The main movements reflect the use of Reserves in the Council’s Revenue Budget Strategy, relating to the reduced pension contributions (as part of the Revenue Budget Strategy – Executive Committee, November 2023) and the use of underspends generated from the Loans Fund Review and Service Concessions (as approved at Council in February 2025). In addition, multi-year Investment funding has been approved as part of 2025/2026 and 2026/2027 budget setting and is profiled for use over the coming years (Executive Committee, June 2026). 150
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6.2. The table in Appendix 1 shows that all Reserves are committed, except the Unearmarked/Uncommitted General Fund Balance of £13.043 million. 7. Employee Implications 7.1. There are no direct employee implications from this report. 8. Financial Implications 8.1. The financial implications are summarised within the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9.2. Climate Change targets will have an impact on the Council’s future financial strategies. This will be included in future Budget Strategy papers as appropriate. 10. Risk and Other Implications 10.1. The review of reserves is a key part of understanding the Council’s level of financial resilience in light of the financial risks and challenges it faces. The financial strategy is the way in which the Council can manage a number of these key risks which directly impact on the money available to deliver Council outcomes. 10.2. We will continue to monitor and report on the reserves as appropriate. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 31 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee, 10 September 2025 Executive Committee, 24 June 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jackie Taylor, Executive Director (Finance and Corporate Resources) Ext: 4637 (Tel: 01698 454637) E-mail : jackie.taylor@southlanarkshire.gov.uk 151
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Appendix 1 Reserves and Their Estimated Use Across 2026/2027 to 2028/2029+ Balance at end 2025/2026 Estimated Use in 2026/2027* Estimated Transfer to Reserves in 2026/2027* Estimated Balance at end 2026/2027 Estimated Use in 2027/2028 Estimated Balance at end 2027/2028 Estimated Use in 2028/2029 and Beyond £m £m £m £m £m £m £m Earmarked / Committed Usable Reserves General Fund (earmarked/committed inc. Budget Strategies) 140.666 (45.544) 36.468 131.590 (41.364) 90.226 (90.226) Repairs and Renewals 4.631 (1.138) 0.000 3.493 (2.834) 0.659 (0.659) Insurance Fund 1.022 (0.884) 0.000 0.138 (0.138) 0.000 0.000 Capital Funds 10.704 (6.031) 0.000 4.673 (2.870) 1.803 (1.803) Housing Revenue Account 6.660 (3.498) 0.000 3.162 (3.162) 0.000 0.000 Total Committed Usable Reserves 163.683 (57.095) 36.468 143.056 (50.368) 92.688 (92.688) Unearmarked / Uncommitted General Fund 13.043 0.000 0.000 13.043 0.000 13.043 0.000 Total Reserves 176.726 (57.095) 36.468 156.099 (50.368) 105.731 (92.688) * Estimated (use of reserves) or transfers to reserves for 2026/2027 reflect the Period 5 Monitoring reports and estimates for the remainder of the year. 152
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Common Good Update Report 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] advise members of the Common Good Accounts for year ended 31 March 2026 provide an update on the committed projects for both Lanark and Hamilton Common Good seek approval to proceed with the disposal of the former Vogue bingo site at Keith Street, Hamilton advise members of new lease requests advise members of a Community Asset Transfer Request regarding Biggar Golf Course and Caravan Park [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): [recs] (1) that the accounts for Common Good for the year ended 31 March 2026 (Section 4), be noted; (2) that the cyclical spend committed against the Common Good Repairs and Maintenance budgets for Lanark and Hamilton (Sections 5 and 6), be noted; (3) that previously approved projects that would require funding from both Lanark and Hamilton Common Good Accounts out with the Repairs and Maintenance budgets (Sections 8 and 9), be noted; (4) that Property Services proceed with the consultation on the proposed disposal of the former Vogue Bingo site, be noted; (5) if there are no objections under the consultation, that Community and Enterprise Resources proceed with the disposal of the former Vogue Bingo Site, Hamilton, be noted; (6) that a new lease for Lanark Rugby Club (Section 10), be noted; (7) that a new lease for Lanark Thistle Bowling Club (Section 11), be noted; and (8) that the Community Asset Transfer request regarding Biggar Golf Course and Caravan Park, be noted. 3. Background 3.1. The Common Good is a fund of money/assets and is administered by a Scottish local authority in respect of each former burgh within the area of the local authority. 3.2. Common Good property is administered separately from other local authority assets for accounting purposes. What the authority can do with the assets is subject to a system of statutory control. This control has the potential to limit the extent to which the authority can dispose of or deal with the asset and on what terms. 15 153
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3.3. The Common Good funds held within South Lanarkshire Council are Lanark, Biggar, Hamilton and Rutherglen. Accounts are prepared on an annual basis, as part of the Council’s year end process. The position for the year ended 31 March 2026 is detailed in Section 4. 3.4. The Common Good Accounts in Lanark and Hamilton hold a number of properties. A proactive approach to maintenance supports the viability of these assets and reduces the risk to greater liability in the future. 3.5. The Finance and Corporate Resources Committee, at its meeting on 2 October 2013, approved an annual cyclical maintenance plan of £15,000 for both Lanark and Hamilton Common Good properties. The Executive Director (Finance and Corporate Resources) has delegated authority to approve maintenance work up to the value of £15,000 per annum for each fund. If inspections highlight requirements to undertake investment which would be beyond routine maintenance, this will be considered separately for approval and will be the subject of a report to this Committee. 3.6. On 19 February 2008, the Finance and Information Technology Committee approved an annual contribution of up to £2,500 will be made towards the cost of maintaining St Nicholas Church Tower. 3.7. In addition to the accounts position covered in Section 4, this report will provide an up- to-date position on the planned maintenance and spend from the Lanark, Hamilton and Biggar Common Good Funds (Sections 5 to 7), additional funding requests from Lanark Common Good (Section 8) and Hamilton Common Good (Section 9). New leases for Lanark Racecourse and Lanark Thistle Bowling Club are covered in Sections 10 and 11. 4. Common Good Annual Accounts 2025/2026 4.1. Appendix 1 to the report shows the accounts for 2025/2026. These form part of the Council’s audited accounts that are being presented to the Risk and Audit Scrutiny Committee on 29 September 2026. The accounts show the income and expenditure made against Common Good in the last financial year. 4.2. The Appendix shows that as at the end of 2025/2026, the Advances to South Lanarkshire Council Loans Fund is £1.080 million. This is the cash that is held by the Council on behalf of the Common Good Funds, and which is readily available to meet expenditure. Table 1 provides the details across the Funds. Table 1 – Advances to South Lanarkshire Council Loans Fund Fund Lanark Biggar Hamilton Rutherglen Total £m £m £m £m £m Balance 0.302 0.027 0.613 0.138 1.080 4.3. It should be noted that these are the balances available as at 31 March 2026 and subsequent expenditure commitments will reduce these balances. This paper includes details on future commitments totalling £0.130 million from the Lanark Common Good Fund. 5. Lanark Repairs and Maintenance Budget – Planned Maintenance 2026/2027 5.1. As noted in 3.5. an annual budget of £15,000 is available for the maintenance of Common Good properties in Lanark. There are three separate commitments against this budget for 2026/2027, which total £7,292. These are taken in turn. 154
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5.2. Lanark Racecourse Equestrian Centre: The previous tenant vacated the property at the end of their lease in July 2025. The site has been secured for health and safety purposes. Previously reported to this committee, costs of £1,475 will be met from the 2026/2027 budget for storm damage and vandalism. 5.3. The site was recently marketed for rent. The closing date has since passed, and the offers are currently being considered. An update on the outcome of the new lease will be provided to this Committee in December. 5.4. Tolbooth External Stairs Repair: Up to £2,500 was approved to carry out a repair to the bossed render on the external stairs at the Tolbooth. The initial work was carried out at the end of August, however, the contractor will be back on site to conclude the works by the end of September. The costs are anticipated to be less than budget. An update will be provided to this Committee on the final cost of the works. 5.5. Lanark Moor/Lanark Racecourse Access Road Repairs: Funding of £3,317 was approved to carry out temporary repairs to the access road to Lanark Moor/Lanark Racecourse. This work is now complete. The road will be monitored over the winter period, and any permanent repair needs will be reported to this Committee, if required. 6. Hamilton Repairs and Maintenance Budget – Planned Maintenance 2025/2026 6.1. Similarly, as noted in paragraph 3.5. an annual budget of £15,000 is also available for the maintenance of Common Good properties in Hamilton. 6.2. There were two outstanding separate commitments against this planned maintenance budget for 2025/2026, totalling a maximum of £4,750. These are taken in turn. 6.3. Cadzow Glen: Repairs to the footpath and bridge at Cadzow Glen were previously funded from Hamilton Common Good – this work is complete. Removal of the old boardwalk was also undertaken and was within the budget of £3,000 approved through delegated authority. 6.4. Gatehouse, 65 Bothwell Road Investigate flooding on main entrance pathway: A cost of £1,750 had been approved to carry out investigative work to identify the cause of flooding on the main entrance pathway to the property. The property is currently leased out. The investigations are complete and no further works were identified. 6.5. There are no commitments against the planned maintenance budget for 2026/2027. 7. Biggar Assets 7.1. As previously reported to this Committee in May 2026, the Biggar Common Good Account holds the following assets: Biggar Public Park assets Biggar Golf Club assets Former Rowhead Landfill Site 7.2. There is currently no approved annual cyclical maintenance for Biggar properties. As previously reported, revenue and capital costs will continue to be the responsibility of the General Fund. 155
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8. Lanark Common Good – Approved Projects 8.1. Several requests for funding have been received that are either not for repairs and maintenance or which cannot be approved under delegated authority due to level of the expected costs. 8.2. St Nicholas Church Tower: As reported to this Committee in August 2024, the Heritage Architect’s report recommended the application of paint every 5 years with an annual washdown in between. A proposal for the costs relating to the church tower (£0.070 million) to be met from the Lanark Common Good Fund was approved at the August 2024 meeting of this Committee. The intention is to progress the works jointly with the Church. 8.3. The Church has identified funding and are considering how the joint project can be taken forward, the likelihood being that the Church carry out the works required for the church building and on completion, the Council begin work on the Tower. This will be dependent on weather conditions. An update will be provided when the start date has been agreed. 8.4. Lanark Loch Car Park repair: Works required to repair the bottom car park at Lanark Loch car park at an estimated cost of £0.060 million were approved by this Committee in August 2024. 8.5. Drainage investigations carried out by the Council’s flood management section were completed at a cost of £15,983. This had identified that the historical drainage outfall and the drainage system were damaged. 8.6. Community and Enterprise Resources have established a programme of works with the drainage improvement site works to be undertaken in September. 8.7. The original approved funding (£0.060 million) was to cover drainage works and car park repairs. Once the drainage works are complete, the costs of resurfacing the car park will be reviewed for a revised estimate of the costs, and any variation from the original budget will be provided to this Committee for approval. 8.8. Balance of Fund: Lanark Common Good Fund had a cash balance of £0.302 million held by the Council as at 31 March 2026, which is readily available to meet expenditure. Excluding the £0.007 million approved for planned maintenance during 2026/2027 (paragraphs 5.2 – 5.5), £0.295 million is available to meet the proposed costs of £0.070 million for St Nicholas Church Tower (paragraphs 8.2 to 8.5), and the approved costs of £0.060 million for the Lanark Loch Car Park (paragraphs 8.6 to 8.10). This would leave an estimated balance of £0.165 million available for future use. 9. Hamilton Common Good – Approved Projects 9.1. Requests for funding have been received that are either not for repairs and maintenance or which cannot be approved under delegated authority due to the level of the expected costs. 9.2. Former Vogue Bingo Site: As noted previously (May 2026), the demolition of this site is complete. Community and Enterprise Resources are now seeking approval to market the brown field town centre site for sale. The planning policy will support a wide range of uses including leisure, retail, service and residential. 156
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9.3. Legal Services have advised that the land belongs to Hamilton Common Good and is alienable so can be disposed of without having to seek permission from the courts, however, consultation to dispose of the land would be required under the Community Empowerment (Scotland) Act 2015. 9.4. If approved by Committee, the consultation will be carried out by Property Services and will be open for eight weeks following this Committee to allow community bodies and others to make representations. If there are no objections it is proposed that Property Services progress the disposal, however, if there are objections, these would be brought back to a future meeting of this Committee for consideration. 9.5. Proceeds of the sale of the former Vogue Bingo Site will be allocated to the Hamilton Common Good Fund. 9.6. Hamilton Town Square: A contribution from Hamilton Common Good fund of £0.100 million, approved in May 2024, was allocated to Community and Enterprise Resources as a contribution to the costs of the design team developing proposals for Hamilton Town Square. This was fully spent in 2025/2026. Progress on the Town Square project, as part of the Hamilton Town Centre Masterplan, will be reported to Community and Enterprise Resources Committee. 9.7. Land at Back Row/Cadzow Park, Hamilton As reported to this Committee in February 2026, approval was given to proceed with the consultation on the proposed disposal of a small area of land at Back Row/Cadzow Park, Hamilton. The consultation closed with no objections and Property Services are proceeding with the disposal of the small area of land. 9.8. Balance of Fund: Hamilton Common Good Fund had a cash balance of £0.613 million held by the Council as at 31 March 2026, which is readily available to meet expenditure. Excluding the outstanding £0.003 million (section 6.3) for planned maintenance during 2025/2026, £0.610 million is available for future use. 10. Lanark Racecourse Lease 10.1. As reported to this Committee in May 2026, Lanark Rugby Club currently have an annual lease for a Clubhouse on land at Lanark Racecourse, Hyndford Road, for a peppercorn rent of £1 per annum. 10.2. A new 20-year lease on a full repairing and insuring basis, which would generate rental income for the Common Good fund (£200 per annum) has been requested. This is at market value and relates to the area of land (Appendix 2 with the area shown in green) forming both the clubhouse and playing pitches and would be leased to the trustees and office bearers of Lanark Rugby Club. There will remain a public access across the area of the lease, as is currently the case. 10.3. Following the consultation and court consent process, the full lease arrangements have been reviewed by Estates Services and approval will be sought through Housing and Technical Resources Committee for a 20-year lease of the land to Lanark Rugby Club. 11. Lanark Thistle Bowling Club Lease 11.1. Lanark Thistle Bowling Club currently leases ground at Castlehill Bowling Green, Castlegate, Lanark, from Lanark Common Good. The club has occupied the site since 1760. The Club has a membership of over 100 which continues to increase, and the facilities are used for many community events. The current lease granted for 25 years is due to expire on 27 November 2027. 157
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11.2. The club is seeking a longer-term lease of 30 years. Approval will be sought through Housing and Technical Resources Committee for a longer-term 30-year lease of the ground to Lanark Thistle Bowling Club. 12. Biggar Golf Course and Caravan Park – Community Asset Transfer Request 12.1. A Community Asset Transfer lease has been requested for Biggar Golf Course and Caravan Park. 12.2. The Community Asset Transfer request and a proposed heads of terms lease will be considered by the Housing and Technical Resources Committee in November 2026. If approved, consultation would be required under Section 104 of the Community Empowerment (Scotland) Act 2015. As the land is inalienable, and the lease is technically deemed as a ‘disposal’, subject to the results of the consultation, the Council will consider petitioning the court for permission to dispose of the land. 13. Employee Implications 13.1. None 14. Financial Implications 14.1. All costs identified will be met from the Common Good funds held for Lanark and Hamilton. 15. Climate Change, Sustainability and Environmental Implications 15.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 16. Risk and Other Implications 16.1. The ongoing repairs and maintenance support the viability of Common Good assets and reduces the Council’s risk to increased liabilities in the future. 17. Integrated Impact Assessment and Consultation Requirements 17.1. 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. 17.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 31 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Common Good Update Report, 6 May 2026 Common Good – Disposal of Land at Back Row / Cadzow Park, 18 February 2026 Common Good Update Report – Former Vogue Building, 19 November 2025 Common Good Update Report, 10 September 2025 158
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List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Head of Finance Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.ohagan@southlanarkshire.gov.uk 159
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Appendix 1 2025/2026 Annual Accounts Lanark Biggar Hamilton Rutherglen Total £000 £000 £000 £000 £000 Income and Expenditure Accounts Income for the Year 41 1 147 5 194 Expenditure for the Year (71) (230) (327) - (628) Surplus / (Deficit) to the Balance Sheet (30) (229) (180) 5 (434) Balance Sheet Fixed Assets Property, Plant and Equipment 1,594 3,323 1,506 - 6,423 Investments Advances to South Lanarkshire Council Loans Fund 302 27 613 138 1,080 Debtors - - - - - Total Assets 1,896 3,350 2,119 138 7,503 Current Liabilities Creditors (2) - (16) - (18) Total Assets less Current Liabilities 1,894 3,350 2,103 138 7,485 Represented By: Common Good Account 1,181 26 1,690 133 3,030 Surplus / (Deficit) (30) (229) (180) 5 (434) Amortisation of Revaluation Reserve 5 12 7 - 24 Gain / Loss on Revaluation - - - - - 1,156 (191) 1,517 138 2,620 Revaluation Reserve Opening Balance 792 - 585 - 1,377 Gain / Loss on Revaluation (49) 3,553 8 - 3,512 Amortisation of Revaluation Reserve (5) (12) (7) - (24) Closing Balance 738 3,541 586 - 4,865 Total 1,894 3,350 2,103 138 7,485 160
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Appendix 2 161
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Annual Procurement Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Annual Procurement Report for 2025/2026 [1purpose] 2. Recommendation(s) 2.1. Committee is asked to approve the following recommendation(s):- [recs] (1) that the Annual Procurement Report for 2025/2026 be noted. [1recs] 3. Background 3.1. The Procurement (Scotland) Reform Act 2014 requires contracting authorities to prepare and publish an annual procurement report on its regulated procurement activities. 3.2. This report to Committee provides an overview of the annual report highlighting key content from each of the sections. The full annual report is provided as Appendix 1. 4. Annual reporting requirements 4.1. The Act states that the annual report must include:- Regulated procurement activity Procurement strategy Community Wealth Building and Community Benefits Sustainable Procurement and Supported Businesses Future planning Other information 4.2. Section 2: Regulated Procurement Activity 4.2.1. Regulated procurement is defined by the Procurement Reform (Scotland) Act 2014 as any procurement with an estimated value of over £50,000 for supplies or services or £2m for works contracts. The Council includes all awards over £50,000 in the Annual Report for transparency. 4.2.2. The Council’s contract awards in 2025/2026, as detailed in Appendix 1 of the annual report, totalled 278 contracts (over £50,000) with a total value of £367 million. This compares to 213 contracts for the same period in 2024/2025. 16 163
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4.3. Section 3: Regulated Procurement Compliance 4.3.1. This section sets out how procurements demonstrate compliance with procurement regulations and the Council’s Procurement Strategy. 4.3.2. The Procurement Strategy 2023 to 2028 was endorsed by Finance and Corporate Resources Committee on 3 May 2023 and approved by the Executive Committee on 17 May 2023. The Strategy is subject to annual review, including an action plan to ensure continuous improvement across procurement activity and an update on the Procurement Strategy for 2026/2027 is the subject of a separate report on this agenda. The Annual Report highlights actions completed during 2025/2026, including efficiencies delivered by the procured spend review and improvements in Community Benefit monitoring. 4.3.3. The Annual Report also outlines the Council’s arrangements to ensure compliance, transparency and Value for Money. 4.4. Section 4: Community Wealth Building and Community Benefits 4.4.1. This section of the annual report has been developed to focus on procurement outcomes from the Community Wealth Building Strategy and Community Benefits. In 2025/2026, 571 Community Benefit outcomes from 99 contracts are detailed, in comparison to 339 Community Benefit outcomes secured in 2024/2025. 4.4.2. The improvement in both securing and monitoring of Community Benefits continues to be supported by the dedicated Community Benefit officer role and Cenefits software. Case studies of appropriate projects are included, including contracts with BSMI Ltd and the Bell Group. 4.5. Section 5: Sustainable Procurement and Supported Businesses 4.5.1. This section of the report provides an update on the Council’s progress in embedding the Scottish Government’s sustainable procurement tools and examples of sustainable outcomes. Positive sustainable outcomes in procurement include compliance with Fair Work First guidance, including mandating living wage in social care and early learning contracts and use of the sustainability test to embed sustainability measures in Ground Source Heat Pumps and New Build Housing tenders. 4.5.2. The Council’s responsibility to facilitate the involvement of supported businesses in procurement is also outlined in this section. Supported businesses are enterprises whose main aim is to integrate disabled or disadvantaged people socially and professionally. Their workforce must be at least 30% disabled or disadvantaged, as specified in EU Directive 2014/24/EU. The Council’s contractual activity with supported businesses and social enterprises is noted, including Haven Products, Hey Girls and Scotland’s Bravest Manufacturing Company. 4.6. Section 6: Future Planning 4.6.1. A summary of the regulated procurements the authority expects to award in the next 2 years, including renewals and new contracts, is included in Appendix 3 of the report, which has been developed following procurement service planning consultation with Resources. 4.6.2. The procurement programme for 2026/2027 and 2027/2028 contains a significant volume of projects, including high value construction and regeneration projects and continuing phases of the various Education and Social Care long-term Procured Service Arrangements. 164
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4.7. Section 7: Further information 4.7.1. Information to be included in this section is not prescribed, however, the Council has highlighted several areas, including local and SME spend analysis and invoicing and e-invoicing performance information for 2025/2026. 4.7.2. The Council’s core trade spend for 2025/2026 was £441 million, an increase of £8 million since 2024/2025. Spend in the South Lanarkshire area (with both SMEs and larger organisations) was 23.4%, a reduction of 1.6% against 2024/2025. This can be attributed to: - decreases in fleet spend with local suppliers due to the cyclical nature of vehicle purchases reductions in local spend due to five high spend local enterprises entering administration or liquidation since 2024/2025 4.7.3. A geographical analysis of spend is included in the annual procurement report and quantifies spend for the wider Lanarkshire area (33%), Glasgow City Region (50%) and across Scotland (62%), relatively static to 2024/2025. 4.7.4. The Procurement Service continue to work in partnership with the Economic Development Service and the Supplier Development Programme to improve the participation of local SMEs in Council contracts, an area of focus in the spend pillar of the Council’s Community Wealth Building strategy. 4.7.5. An analysis of the impact on local spend through collaborative arrangements is also included in the annual report, noting that £4.2 million (10%) of South Lanarkshire Council spend via Scotland Excel frameworks is with local enterprises. In 2025/2026, £45 million of spend is directed to South Lanarkshire companies from Scotland Excel in total (by all local authorities), a significant decrease from £69 million in 2024/2025: of which £12 million is attributable to a supplier liquidation. 4.7.6. The Annual Procurement Report 2025/2026 is attached as an Appendix for noting and publication thereafter. 5. Employee Implications 5.1. The forward programme presents a significant number of projects for delivery by the Procurement Team, at a time when the recruitment of experienced procurement staff continues to be extremely challenging. The ongoing recruitment programme of procurement graduates supports the capacity of the team. 6. Financial Implications 6.1. The financial implications of procured spend is accounted for within Resource budgets. 7. Risk and Other Implications 7.1. Given the large volume of projects identified in the forward programme there is a risk that some procurement activity may be affected due to resourcing challenges. Projects will therefore continue to be prioritised and assessed to minimise the risk of disruption. 165
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8. Integrated Impact Assessment and Consultation Requirements 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 impact assessment is required. Jackie Taylor Executive Director (Finance and Corporate Resources) 8 September 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Annual Procurement Report 2024/2025, Finance and Corporate Resources Committee, 19 November 2025 Procurement Strategy Review 2025/2026, Finance and Corporate Resources Committee, 11 June 2025 Procurement Strategy 2023 to 2028, Executive Committee, 17 May 2023 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 166
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Finance and Corporate Resources Annual Procurement Report 2025/2026 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.UK 16 167
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Contents 1. Introduction 2. Regulated Procurement Activity 3. Regulated Procurement Compliance 4. Community Wealth Building and Community Benefits 5. Sustainable Procurement and Supported Business 6. Future Regulated Procurements 7. Further Information Appendix 1: Contracts Awarded Appendix 2: Procurement Strategy Action Plan Appendix 3: Future Regulated Procurements 168
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1. Introduction South Lanarkshire Council’s Procurement Service supports the delivery of works, supplies and services across the council and has a vital role in ensuring services operate efficiently and effectively. The report details the council’s regulated procurement activity for the period 1 April 2025 to 31 March 2026, as required by the Procurement Reform (Scotland) Act 2014. During this period, the council’s total procured spend was £485m. Our annual report will publish the council’s performance in procurement activity by providing the following information: • a summary of regulated procurements, including all procurements over £50,000, • a review of whether those procurements complied with our published Procurement Strategy and where they did not, a statement on how we intend to achieve compliance, • a review of Community Wealth Building activity and summary of Community Benefits achieved, • a summary of progress in facilitating the involvement of Supported Businesses. • a summary of future regulated procurement, including all procurements over £50,000 expected to commence in the next two financial years. The Procurement Service continued to support council services through challenging financial conditions while continuing to focus on the seven objectives of the council’s Procurement Strategy: Compliance Value for Money Collaborate Contract and Supplier Management Fair Work First Sustainable and Ethical Community Wealth Building 169
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2. Regulated procurement activity A regulated procurement is defined by the Procurement Reform (Scotland) Act 2014 as any procurement with an estimated value of over £50,000 for supplies or services or over £2m for works contracts. A regulated procurement is complete when the contract award notice is published and can include new contracts and framework agreements. In addition, regulated procurements will be subject to the Public Contracts (Scotland) Regulations 2015 where they meet the appropriate thresholds. The council must follow the relevant procurement rules in respect of planning through to contract award, as detailed in Section 3: Regulated Procurement Compliance. In total, the council awarded 278 contracts over £50,000 in 2025/2026, with a total award value of £367m, as listed in Appendix 1 (excluding the value of long-term frameworks, Dynamic Purchasing Systems and Procured Spend Arrangements). This includes both regulated and non-regulated contracts, with the council publishing all awards over £50,000 in this Annual Procurement Report for transparency. All live contracts are published in the council’s online contract register regardless of value. 3. Regulated procurement compliance The Procurement Reform (Scotland) Act 2014 requires all contracting authorities to publish a Procurement Strategy. 2025/2026 was the third year of our Procurement Strategy 2023-2028, which aims to promote best practice across all procurement activity, while supporting the council’s priorities set out in the strategic plan “Connect”. The strategy is supported by an Action Plan to ensure compliance for all procurement activity, including regulated procurements, and is subject to annual review to reflect new legislative requirements, innovation and updated priorities. A summary of the council’s strategic procurement objectives is included in Appendix 2. Progress in achieving our Procurement Strategy action plan is monitored by the council’s Corporate Management Team and Finance and Corporate Resources Committee. Key achievements in 2025/2026 included: • Continuation of the council’s Procured Spend Review project, with efficiencies of over £3.5m achieved since 2021. • Delivery of payment of Living Wage in all Social Care and Early Learning contracts, uplifted in April 2025. • Development of a new Whole Life Costing approach to support sustainability in tender evaluations. Procurement compliance and transparency The council’s procurement activity, including regulated procurements, is undertaken in accordance with a legal and procedural framework to ensure compliance with the procurement regulations. Legal requirements are underpinned by the council’s Standing Orders on Contracts and procedural arrangements are as set out in the Scottish Government’s Procurement Journey. Additional governance and monitoring arrangements for regulated procurements ensure a robust structure is in place to ensure compliance. At a practical level this consists of the preparation and authorisation of sourcing strategies and tender documentation through to robust arrangements for authorisation of awards. To maintain the highest standards of transparency, the council’s Standing Orders on Contracts mandate that all contract awards over £50,000 are reported to Committee, with all reports available in the public domain. The council also maintains a publicly accessible 170
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online contracts register with access to all contract awards of all values, and we publish the register monthly to ensure transparency. The council also has a scrutiny review structure in place to review tendering and award arrangements for high-risk procurements. These arrangements provide assurance that all regulated procurements are materially compliant with the strategy. The council monitors contractual compliance, with 97% of 2025/2026 spend over £50,000 with contracted suppliers. Arrangements to monitor and control spend compliance to contracts have been improved following the implementation of Oracle Fusion and a quarterly review process is in place to identify, and resolve spend with non-contracted suppliers. The Council’s compliance arrangements are based on the foundation of equal treatment, as set out in the procurement regulations, to ensure fair, transparent and proportionate competition. This can be evidenced by mandated sequential evaluation for open tenders, a consistent approach to developing evaluation criteria and consensus evaluation scoring. Value for money Value for money in contractual arrangements is a key strategic objective of the Procurement Service and a review of procured spend is one of the council’s key efficiency review areas led by the Corporate Management Team. The review set ambitious targets to review procured spend across all council areas and seek deliverable revenue efficiencies: either through review of existing contractual arrangements or by putting new contracts or collaborative agreements in place. Since the introduction of the review in 2021, total efficiencies of £3.5m have been identified. 4. Community wealth building and community benefits Community wealth building The council’s Community Wealth Building Strategy was approved by the council in 2021 and sets out five strategic pillars to develop resilient local economies. The “spend” pillar seeks to use the purchasing power of the council and other local anchor institutions to improve local spending and deliver positive impacts on employment opportunities: the Procurement Service and our colleagues in Economic Development are responsible for delivering the actions for this pillar. Key achievements for the Procurement Service in 2025/2026 included: • £108m spent in the local South Lanarkshire economy, a similar position to 2024/2025 • Continuing to focus on the use of Quick Quote for Works up to £2m to improve the engagement of local enterprises in council tenders, with 8 local awards totalling £2.4m through this route. • Engagement with local suppliers with the Supplier Development Programme including participation in Meet the Buyer events, Build Lanarkshire and pre-tender opportunity events. • Promotion of subcontracting opportunities for local enterprises with Scotland Excel framework opportunities and Hub Southwest projects. Community benefits Community Benefit clauses require contactors to deliver long term sustainable social and economic benefits to the South Lanarkshire community, while demonstrating Best Value in contract awards. The Procurement Reform (Scotland) Act 2014 requires the council to consider Community Benefits for contract values over £4m, however, the council will consider inclusion of Community Benefits in all regulated tenders (over £50,000), regardless of value, where appropriate to the supplier, value and duration of the contract. 171
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Consideration of Community Benefits is embedded in the council’s Sourcing Strategy and clearly stated in the tender documents to ensure transparency and fairness in the evaluation process. The council has a points-based system to target Community Benefits, with the number of points based on the value and duration of the contract. Suppliers select appropriate community benefits from the council’s menu of deliverables, including employability through apprenticeships, work placements, local employment and engagement with local and SME subcontractors in the supply chain. Since 2023, the council’s Community Benefit points menu has included scope for commitments from the Community Wish List. The council uses the “Cenefits” system to monitor the delivery of Community Benefits commitments with contracted suppliers. Regular Community Benefit engagement events are held with the Supplier Development Programme and council suppliers, and we continue to deliver high standards in the council’s monitoring and delivery of Community Benefits. Of the contracts awarded in 2025/2026, 99 contracts generated 571 specific Community Benefit outcomes, detailed below. Also included in Community Benefit delivery this year was fulfilment of 90 wishes from the council’s Community Wish List. Community Benefit Outcome TOTAL Other 59 Community Consultation 34 Local Events 28 Public Art Projects 1 Community Endowment Fund/Development Trust 33 Local Sponsorship 28 Financial donation to Organisations supporting communities facing poverty 53 Supply Chain Initiatives 22 Use of Local SME’s 38 Social Enterprise and Supported Business 2 Environmental Support in Education 8 Supporting local communities to make environmental improvements 13 Training Opportunity 28 Apprenticeship (Council resident) 10 Apprenticeship (non-resident) 7 Recruitment of employee 61 Work Experience 48 Young Person Engagement 17 Educational Career Development Support 58 Mentoring 23 TOTAL 571 172
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Community Benefit case studies Supplier: BMSI Ltd Contract: Maintenance of Building Energy Management Systems Contract Value: £1,380,475 BMSI have committed to delivering a range of Community Benefit outcomes through the duration of their contract, including work experience and recruitment, educational opportunities, supporting local communities and sub-contracting to local SMEs. To date BMSI have already recruited a Council resident as a Support Engineer. As part of this opportunity the locally based employee has also entered a training programme in Building Energy Management software systems. This has been a great opportunity, not only gaining employment but also developing their professional skills. In addition to recruitment, over the course of the last year, BMSI have been working in partnership with the Council’s Employability Service to provide work experience opportunities to young people participating in the Aspire Programme and to date, two young people have completed placements, which included shadowing call outs to learn more about the work of the team, learning how to fault find and how systems assist with the operation and energy management of buildings. This provided the young people with the opportunity to learn more about the work BMSI deliver and get hands on experience in an electrical engineering environment. BMSI were particularly impressed by one participant, who’s positive engagement in the placement, good work ethic and natural aptitude led to the offer of a three-year apprenticeship. The individual has since joined BMSI as a Year 1 apprentice, demonstrating the importance of work experience placements and the further opportunities that can be secured as a result. In addition to their employability outcomes, BMSI continue to deliver other community benefit outcomes for the council, including participation in school STEM and careers events and engaging with local community organisations to support their projects. Supplier: Bell Group Contract: Void and Fire Damaged Property Decoration works Contract Value: £600,000 Bell Group have focused their Community Benefit outcomes on engagement with local educational opportunities through delivering talks in local High Schools and Further Education establishments and creating pathways to future training and employment opportunities. Bell Group have created the ‘Bell Academy’ which offers apprenticeships, work experience and training opportunities within the business. The Academy has been developed to support skills development and create pathways into careers within the construction and maintenance industry. Sessions have been delivered in local colleges focusing on providing valuable insight into real-world skills, career progression and expectations of employers. Participants at the sessions had the opportunity to ask questions directly to Bell colleagues working in the sector and understand how they can practically apply their studies to employment opportunities in future. As well as delivering talks in educational settings, the Bell Group also invite pupils to the Academy Training Centre to see first-hand the training facilities and opportunities available. The young people participating had the opportunity to meet with the Training Centre Manger, Tutors and Career Pathway Leads. Each explained their role at the Centre and spent time sharing how the various elements of the business work together. 173
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The pupils also took part in discussions about apprenticeships and were encouraged to think about what is expected of them in a role like this and what can be gained from undertaking an apprenticeship. The sessions finished with a tour of the Training Centre and a hands-on practical activity for the pupils to participate in. The visits provided pupils with meaningful insight into trade careers and offered a supportive first experience of a professional training environment. Bell Group have noted that “[We] see education and awareness building sessions as a vital part of our commitment to delivering meaningful social value alongside our core works…we aim to provide practical insight into our industry, inspire future career pathways and equip individuals with knowledge that supports both personal development and wider community wellbeing…sessions are important to us because they create genuine opportunities to connect with people, share skills and experiences…while also helping to break down barriers to employment...” Bell Group plan to continue delivery of similar educational opportunities for the duration of their contract, providing more young people in School and College settings to benefit from their talks and visits. 5. Sustainable procurement and supported business summary Sustainable procurement One of the council’s key strategic objectives is “Sustainable and Ethical” in recognition of our responsibility to secure wider social, economic and environmental benefits through contracts, as set out in the Sustainable Procurement Duty. The council uses the Scottish Government’s Sustainable Flexible Framework to measure organisational progress in embedding sustainable outcomes: the framework measures performance across the following areas: • People: training on sustainable procurement tools has been rolled out to contract managers across the organisation (level 4 achieved) • Objective, Strategy and Communications: sustainable procurement duty embedded in Procurement Strategy (level 4 achieved) • Process: using prioritisation and sustainable toolkits to focus on outcomes at category and contract level and sustainability scoring improved (level 4 achieved) • Stakeholders: improved engagement for stakeholders (level 3 achieved) • Monitoring and Reporting: on sustainable procurement outcomes through procurement strategy and annual report (level 4 achieved) Prioritisation tool The outcome from the council’s prioritisation analysis is detailed below. This identifies the categories of spend where the council has scope to improve sustainable outcomes and influence in the market to achieve this. This analysis will guide future procurement strategies, focusing on areas of climate impact such as Construction and Waste Management and those areas with social and economic impacts, including Social Care and Early Learning. 174
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• Risk: relevance of overall sustainability risk/relevance (environmental, socio-economic and reputational) to procurement category • Scope: How much scope is there to improve the sustainability of procurement of this category • Influence: level of influence your organisation might have over the market to improve sustainability outcomes Examples of good sustainable practice this year include: • Development of the Council’s approach to Whole Life Costing • Ensuring Real Living Wage paid in social care and early learning contracts, which accounts for £150m (35%) of council spend. • Continuing to embed the sustainable procurement measures, as supported by our mandatory 30% sustainability score in appropriate tenders. • Completion of sustainability tests to identify key sustainability measures for the following tenders: Independent Living Pods, Ground Source Heat Pumps and New Build Housing tenders. Supported business engagement The involvement of Supported Businesses and Social Enterprises is included in the strategic objective of “Sustainable and Ethical” and engagement is considered in the council’s Sourcing Strategy for new tenders. In 2025/2026, the council’s spend with registered charities totalled £44m, representing 10% of core spend. We continued to support Supported Business and Social Enterprises, including: Haven Products: Supported Business The council has a contract with Haven Products until December 2028 for production of Social Work Care at Home uniforms, with an estimated value of £0.5m. Haven Products is a supported business, providing employment opportunities to disabled people. Royal British Legion: Supported Business The council has a four-year contract in place with Scotland’s Bravest for signage manufacture until March 2027, with an estimated value of £0.160m. Scotland’s Bravest are a supported business supporting veterans with disabilities to develop new skills, regain independence and earn in a supportive commercial environment. 175
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Hey Girls Social Enterprise Hey Girls are based in Dunbar, founded by a mother and her two daughters to address period poverty through a “Buy One, Give One” social enterprise model. The council has a contract in place with Hey Girls through the Scotland Excel Washrooms and Sanitary Framework. Hey Girls continue to be a key supplier in achieving the Scottish Government’s period poverty targets and the council’s spend in 2025/2026 was £0.153m. 6. Future Regulated Procurements The council’s activity over the next two years in regulated procurement will include existing contracts which are due to be extended or re-let and new tenders. Appendix 3 provides a list of anticipated future procurements over £50,000 in value. The council continues to develop the use of our long-term flexible framework model of Procured Service Arrangements for light touch services, including Social Care and Education. The council is also extending the use of Dynamic Purchasing Systems and working closely with the Scottish Procurement Alliance, Procurement for Housing and Scotland Excel to identify future collaborative opportunities. The following provides some examples from the wide range of projects detailed in Appendix 3 that illustrate the diverse range of commodities and services being procured by the council, including: • Adult and Children’s social care services • Early Learning and childcare • Construction and maintenance contracts for property and roads • Purchase and maintenance of fleet and vehicles • Waste recycling and disposal 7. Further Information Procurement Performance information The council reports on a range of performance indicators, including the level of procurement spend with local companies (based within the South Lanarkshire area) and SMEs (small and medium enterprises). The council’s spend with South Lanarkshire enterprises (including both SME and larger companies) decreased from 25% in 2024/2025 to 23% in 2025/2026, although our level of spend in the local area remained consistent at £108m. Spend with South Lanarkshire based SMEs reduced from 20% to 16% and spend with SMEs generally (including those out with South Lanarkshire) decreased by 2%. The council continues to focus on improvements in local spend levels through the Community Wealth Building Strategy. Indicator 2023/2024 2024/2025 2025/2026 Core Trade spend £346m £433m £441m Core spend in South Lanarkshire area 19% 25% 23% Core spend with South Lanarkshire SMEs 17% 20% 16% Core spend with SMEs 50% 51% 49% (Source: National Observatory) Where we spend A geographical analysis of the council’s core spend by area is provided below: 23% of our spend is within South Lanarkshire and 33% of spend was within the wider Lanarkshire area, including North Lanarkshire. 50% of our spend was with companies based in the Glasgow City Region, with 62% of our core spend retained in Scotland. 176
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Collaborative contracts The council continues to focus on a collaborative approach to procurement wherever possible and collaborative contracts accounted for over 25% of council spend in 2025/2026. This year, the council’s spend through Scotland Excel frameworks totalled £43.8m, of which £4.2m (10%) was spent with local suppliers, a reduction of 3% in comparison to last year. However, these collaborative frameworks generated £45m of spend with South Lanarkshire based suppliers in total, including spend from other local authorities, of which 99% was with SMEs. Supplier payment performance and e-invoicing The council continues to exceed the national target of 85% of invoices paid within 30 days of receipt, with 96% of invoices meeting this standard in 2025/2026, an improvement against 93% in the previous year. This is as a result of improvements in automation following the implementation of the council’s new financial management system Oracle Fusion, in April 2024. E-invoicing, which enables automated payment of invoices where they can be electronically matched to a purchase order, has been in place for the council since 2017. During 2025/2026, 53% of invoices were paid using e-invoicing, a significant increase in comparison to 43% in 2024/2025 due to new processes implemented through Oracle Fusion. The council has arrangements in place to ensure prompt payment of sub-contractors through the supply chain, including Prompt Payment declarations within all contracts and review of sub- contractor payments through the performance appraisal process. 177
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7.1 Appendix 1: Contracts Awarded over £50,000 (including Regulated) 2025/2026 Award date Supplier Description Start date End date Extension date Value £ 01-Apr-2025 Salvation Army Social Work Trust First Stop Supported Accommodation 01-Apr-2025 31-Jul-2026 - 474,384.60 01-Apr-2025 Community Volunteers Enabling You Ltd, Do-Be Limited, Maths Circle Ltd, Renaissance Learning UK Limited, Scripture Union Scotland, Scottish Outdoor Education Centres Limited, Su Scotland Lendrick Muir, Synergy Training Services Limited, The Verdancy Group Ltd & Venture Trust Education Services Procured Service Arrangement – Phase 6 Providers 31-Mar-2025 30-Mar-2027 - 500,000.00 01-Apr-2025 Civica UK Ltd Provision of Civica Digital 360EDM and Workflow Software (EDRMS for Benefits and Revenue) 01-Apr-2025 31-Mar-2030 31-Mar-2031 456,352.61 01-Apr-2025 Royal Mail Group Ltd Provision of Postal Services - Physical and Hybrid Mail (for outbound mail physical mail) 31-Mar-2025 30-Mar-2027 30-Mar-2029 1,000,000.00 03-Apr-2025 Landcare Solutions (Scotland) Ltd Mini Competition from South Lanarkshire Council's NEC3 Framework for Roads & Infrastructure under Lot 6 for the Langlands Moss Path Access Route Upgrade 09-Apr-2025 07-May-2025 - 73,607.80 05-Apr-2025 Computacenter (UK) Ltd End User Services 01-Jul-2025 30-Jun-2030 - 3,673,009.23 05-Apr-2025 AEBI Schmidt UK Ltd, Alliance Automotive UK, AM Phillips Trucktech, Arnold Supply and Delivery of Vehicle Parts 01-Apr-2025 30-Sep-2025 - 750,000.00 178
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Award date Supplier Description Start date End date Extension date Value £ Clark Automobiles, Cartwright Fleet Services, DAF Trucks Ltd, Dennis Eagle Ltd, Dingbro Ltd, Econ Engineering Ltd, FAUN Zoeller Ltd, Fleet Factors Ltd, Hydrasun Ltd, Hydrulink Ltd, Masterparts Ltd, National Windscreens Ltd, Pirtek Paisley Ltd, Prime Industrial Supplies Ltd, Strathclyde Windscreens Ltd & Volvo Group UK Ltd 08-Apr-2025 George Beattie & Sons Ltd Hamilton Palace Sports Ground – Removal of Playpark 28-Apr-2025 23-May-2025 - 52,223.85 08-Apr-2025 Totalenergies Gas & Power Ltd Utilities – Supply of Gas for SLC and SLLC - April 2025 onwards 01-Apr-2025 31-Mar-2027 31-Mar-2028 49,892,976.04 09-Apr-2025 Hamilton Brothers Engineering Ltd Mini Competition under Scotland Excel Framework for the Supply and Delivery of Grounds and Plant Equipment 1522, Lot 4 – Grounds Vehicles, Tractors and Equipment 01-Apr-2025 30-Apr-2025 - 283,464.00 09-Apr-2025 FS21 T/A Coerver Coaching Football Skills Coaching Programme 01-Apr-2025 31-Mar-2027 - 53,700.00 09-Apr-2025 Lightways (Contractors) Ltd Quick Quote for The Installation of Street Lighting Columns, Cables and other Associated Equipment 07-Apr-2025 31-Mar-2028 31-Mar-2029 1,935,000.00 10-Apr-2025 Computacenter (UK) Ltd Annual Renewal of CMER Autodesk AutoCAD Licences 14-Apr-2025 13-Apr-2027 - 76,074.52 11-Apr-2025 Esri (UK) Ltd Arcgis Licences and Maintenance 01-Apr-2025 31-Mar-2027 - 165,064.92 12-Apr-2025 GSS (Ni) Ltd T/A Plotbox Burial and Cremation Software System 14-Apr-2025 13-Apr-2028 13-Apr-2029 229,180.00 179
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Award date Supplier Description Start date End date Extension date Value £ 14-Apr-2025 AVC Wise Ltd T/A My Money Matters Employee Salary Sacrifice, Additional Voluntary Contributions 01-Jun-2025 31-May-2029 - 201,118.48 15-Apr-2025 Computacenter (UK) Ltd Equity Learning Package – School App 14-Feb-2025 13-Feb-2026 13-Feb-2027 92,775.08 15-Apr-2025 Maclay Civil Engineering Ltd Resurfacing Works at Various Council Properties 21-Apr-2025 20-Oct-2025 13-Apr-2026 100,000.00 15-Apr-2025 Teentalkscotland Ltd Counselling, Support and Advice Services 14-Aug-2024 13-Aug-2026 13-Aug-2027 1,831,134.00 16-Apr-2025 The Furnishing Service Ltd Supply and Delivery of Domestic Furniture and Furnishings 22-Apr-2025 21-Apr-2029 - 18,158,130.05 16-Apr-2025 Wolseley UK Supply and Delivery of Boilers, Radiators and Associated Products 22-Apr-2025 21-Apr-2027 21-Apr-2029 1,776,360.29 16-Apr-2025 Reigart Contracts Ltd Overtoun Band Stand Takedown 01-Feb-2025 30-Jun-2025 - 80,000.00 26-Apr-2025 Aitken Laboratories Ltd, Clyde Ground Investigation Ltd, Dunelm Geotechnical & Environmental Ltd & Ian Farmer Associates (1998) Ltd Ground Investigation Framework 28-Apr-2025 27-Apr-2029 1,600,000.00 12-May-2025 SAMH SAMH Peer and Parent Support 01-May-2025 30-Apr-2026 30-Apr-2027 265,124.00 13-May-2025 East Park Day Education Placement - East Park School 13-Aug-2025 23-Jun-2028 - 395,273.58 13-May-2025 Blantyre Park Services Ltd Hamilton Palace Sports Ground – Mechanical 16-May-2025 01-Jul-2025 - 52,031.53 13-May-2025 Go Taxis Ltd Direct Award from the Framework Agreement for the Provision of Passenger Transport Services 14-Aug-2025 25-Jun-2026 - 130,421.70 14-May-2025 Vip System Ltd Licensing Identification Products 01-May-2025 30-Apr-2028 30-Apr-2030 159,274.07 14-May-2025 SSI Schaefer Plastics UK Ltd Supply and Delivery of 2 Wheeled Bins 12-May-2025 31-Mar-2026 - 390,000.00 14-May-2025 Brown & Wallace LLP Mini Competition for Hamilton Town Square 19-May-2025 31-Oct-2025 - 196,134.00 180
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Award date Supplier Description Start date End date Extension date Value £ 22-May-2025 The Miracle Foundation Scio Parent and Child Dyadic Therapy 15-Aug-2025 14-Aug-2026 - 75,000.00 23-May-2025 Tetra Tech Consulting Limited Civil and Structural Engineering Services for New Build Housing at Priory Road, Lesmahagow 22-May-2025 30-Jul-2027 - 67,192.02 28-May-2025 Capability Scotland Life Skills Service at Stanmore House 01-Apr-2025 31-Mar-2028 31-Mar-2029 932,146.51 31-May-2025 Computacenter (UK) Ltd Digital Care Plan 31-May-2025 30-May-2030 - 252,512.10 02-Jun-2025 Physicare Provision of Employee Physiotherapy Services 08-Jun-2025 07-Jun-2026 - 189,339.95 02-Jun-2025 Covanburn Contracts Ltd Millheugh Bridge Refurbishment 30-Jun-2025 29-Aug-2025 - 198,818.45 02-Jun-2025 MacWilliam Demolition Ltd Demolition of the former Early Learning Unit, Carlisle Road, Hamilton 30-May-2025 18-Aug-2025 - 72,870.00 04-Jun-2025 Alliance Disposables Ltd Mini Competition for the Supply and Delivery of Catering Sundries (Disposables) 01-Jun-2025 31-May-2029 - 664,687.26 09-Jun-2025 Morris & Spottiswood Ltd Quick Quote Procedure for Works – Measured Term Contract for Kitchen Flooring 30-Jun-2025 29-Jun-2027 29-Jun-2028 1,997,280.00 10-Jun-2025 CRB Cunninghams Cashless Catering Solutions 01-Jul-2025 30-Jun-2028 30-Jun-2030 421,643.40 13-Jun-2025 Ailsa Building Contractors Ltd Metal Roofing Works 09-Jun-2025 08-Jun-2027 08-Jun-2028 2,000,000.00 15-Jun-2025 CMS Cameron McKenna Nabarro Olswang, Harper Macleod LLP, Morton Fraser MacRoberts LLP, Clyde & Co (Scotland) LLP, Anderson Strathern Sols, Shepherd & Wedderburn LLP, DWF LLP, Brodies, Olswang LLP Legal Services Providers 01-Apr-2024 20-Dec-2026 20-Aug-2027 666,667.00 20-Jun-2025 Spectrum Decorating Ltd Primary School Paint Works 23-Jun-2025 22-Jun-2026 - 50,000.00 181
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Award date Supplier Description Start date End date Extension date Value £ 23-Jun-2025 Softcat Plc Microsoft Office 365 Backup and Recovery Solutions 01-Aug-2025 31-Jul-2028 - 270,579.69 23-Jun-2025 Econ Engineering Ltd Hire of 12, 18 and 26 Tonne Gritters for Winter Maintenance 01-Oct-2025 31-Mar-2026 - 284,748.00 25-Jun-2025 AKW Medi-Care Ltd Disabled Adaptations Materials 07-Jul-2025 06-Jul-2028 06-Jul-2029 1,461,772.08 26-Jun-2025 Instock Ltd Mini Competition for the Supply and Delivery of Catering Sundries 30-Jun-2025 29-Jun-2029 - 775,900.65 30-Jun-2025 Allium UK Holding Ltd Building Standards Regulations (CIS) Licenses 17-Apr-2025 16-Apr-2027 - 85,990.49 30-Jun-2025 Prime Build Solutions Ltd Law Primary School - Internal Refurbishment 30-Jun-2025 08-Aug-2025 - 69,955.84 30-Jun-2025 Trust Housing Assoc Ltd 1 Care and Support in Extra Care Housing 01-Oct-2025 30-Sep-2027 30-Sep-2028 3,600,000.00 01-Jul-2025 MKM B.S. (Glasgow) Ltd Supply and Delivery of Timber Materials 07-Jul-2025 06-Jul-2028 06-Jul-2029 2,275,594.59 01-Jul-2025 Various Suppliers Mini Competition under Lot 1 of Passenger Transport Services Dynamic Purchasing System (DPS) 14-Aug-2025 25-Jun-2026 25-Jun-2027 1,692,373.32 02-Jul-2025 Landscapes & Contracts Ltd St John the Baptist Nursery – Canopy - Quick Quote for the take down of existing and installation of new structures at the nursery within St John the Baptist PS, Uddingston 07-Jul-2025 01-Aug-2025 - 67,348.58 02-Jul-2025 Leaseplan UK Ltd Negotiated Contract renewal – Contract Hire/Lease of Light Vehicles 01-Aug-2025 31-Jul-2026 - 365,370.84 03-Jul-2025 M Squared (Scotland) Ltd Quick Quote for Works: Fencing Works Measured Term Contract 2025-2027 07-Jul-2025 06-Jul-2027 - 762,928.00 03-Jul-2025 SMG Transport Ltd Direct Award from the Framework Agreement for the Provision of Passenger Transport Services 14-Aug-2025 25-Jun-2026 - 53,200.00 182
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Award date Supplier Description Start date End date Extension date Value £ 03-Jul-2025 Go Taxis Ltd Direct Award from the Framework Agreement for the Provision of Passenger Transport Services 14-Aug-2025 25-Jun-2026 - 62,244.00 08-Jul-2025 Stepford Contracts Ltd Quick Quote for St. Hilary’s Primary School – MUGA 28-Jul-2025 19-Sep-2025 - 163,982.08 09-Jul-2025 The Disabilities Trust Specialist Residential Care at Graham Anderson House 15-Apr-2025 15-Oct-2025 - 125,725.60 09-Jul-2025 Blantyre Park Services Ltd Quick Quote for Blantyre Leisure Centre – Air Handling & Internal Refurb Mechanical Sub-Contract Package 11-Aug-2025 14-Nov-2025 - 412,707.93 09-Jul-2025 Tilgear CDT Components for Education 01-Jul-2025 30-Jun-2029 - 50,000.00 11-Jul-2025 Gravitas Recruitment Group Ltd IT Project Lead – Capita One Project 14-Jun-2025 03-Oct-2025 - 58,160.00 11-Jul-2025 Aps Group (Scotland) Ltd Continuous Customer Feedback Services 21-Jul-2025 31-Mar-2026 - 50,000.00 11-Jul-2025 Women’s Aid South Lanarkshire & East Domestic Abuse and Refuge Services 01-Jan-2025 31-Dec-2026 - 878,009.22 16-Jul-2025 Joseph Leckie & Sons Contracts Ltd Quick Quote for Auldhouse Primary School Septic Tank Replacement 17-Jul-2025 10-Aug-2025 - 69,825.00 17-Jul-2025 Kooth Digital Health Limited Digital Mental Health 10-Jul-2025 09-Jun-2027 09-Jun-2028 298,075.51 20-Jul-2025 Sysco Gb Ltd T/A Brakes Direct Award for the Supply and Delivery of Groceries and Provisions 18-Jul-2025 17-Jun-2029 17-Jun-2030 14,256,128.50 22-Jul-2025 Various Suppliers Mini Competition under Lot 1 of Passenger Transport Services Dynamic Purchasing System (DPS) 14-Aug-2025 25-Jun-2026 25-Jun-2027 351,072.50 22-Jul-2025 Landcare Solutions (Scotland) Ltd NEC3 Engineering and Construction Short Contract for Braidwood Play Park Area Redevelopment 22-Sep-2025 03-Nov-2025 - 121,215.45 24-Jul-2025 Various Suppliers Mini Competition under Lot 1 of Passenger Transport Services Dynamic Purchasing System (DPS) 14-Aug-2025 25-Jun-2026 25-Jun-2027 303,712.34 183
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Award date Supplier Description Start date End date Extension date Value £ 25-Jul-2025 Care Messenger Holdings Limited Supply, Install and Support of Smart TVs 28-Jul-2025 30-Sep-2027 - 104,820.00 28-Jul-2025 Jewson Mini Competition for the Supply and Delivery of Road Marking Materials 22-Jul-2025 21-Jul-2029 - 241,960.93 28-Jul-2025 Allpay.Net Ltd Electronic Payment Services 01-Sep-2025 31-Aug-2027 31-Aug-2028 386,080.00 29-Jul-2025 Capita Business Services Ltd Provision, Support and Maintenance of Tessello Software e-learning and Development Platform 01-Aug-2025 31-Jul-2026 31-Jul-2027 261,805.50 29-Jul-2025 Street Lighting Supplies Ltd Quick Quote for the Supply and Delivery of Street Lighting Materials (Urbis Lanterns) 01-Aug-2025 31-Jul-2027 31-Jul-2028 50,000.00 30-Jul-2025 Excel Vending Ltd Negotiated Procedure for the Maintenance & Repair of Vending Machines at Various Locations throughout South Lanarkshire 28-Jul-2025 27-Jul-2029 27-Jul-2030 70,000.00 07-Aug-2025 Measure For Measure Limited Oracle Fusion Implementation Support 01-Jul-2025 31-Dec-2025 30-Jun-2026 60,200.00 08-Aug-2025 The Wind Section Ltd, Leaning Space Belfast Ltd, Haydock Music Ltd, Scientific Laboratory Supplies Ltd, CPP Trading Group Ltd, Band Supplies Ltd, Eastern Shires Purchasing Organisation, Bishop Sports & Leisure Ltd, Newitt & Co Ltd, Lyreco UK Ltd, Grosvenor House Papers Ltd, Yorkshire Purchasing Organisation, WF Education Group Ltd, Supply and Delivery of Education Materials 01-Aug-2025 31-Jul-2029 - 7,148,968.77 184
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Award date Supplier Description Start date End date Extension date Value £ Findel Education Ltd, TTS Group Ltd, SCG Global Education Ltd, Sensory Direct (UK) Limited, Abacus Creative Resources Ltd, Normans (Burton Upon Trent) Limited, Creative Activity Group Limited 12-Aug-2025 Voluntary Action South Lanarkshire 3rd Sector Supported Volunteering Programme 01-Apr-2025 31-Mar-2026 31-Mar-2027 540,000.00 12-Aug-2025 SAMH SAMH Listen and Link Service 01-Sep-2025 31-Aug-2026 31-Aug-2027 99,735.26 14-Aug-2025 Various Suppliers The Supply & Delivery of Coated and Uncoated Roadstone 2025-2026 01-Apr-2025 30-Sep-2026 - 1,083,930.75 14-Aug-2025 Environmental Essentials Ltd Provision of Asbestos Consultancy 17-Aug-2025 17-Feb-2026 17-May-2026 436,948.50 14-Aug-2025 M & S Fire Protection (GLW) Ltd Supply and Maintenance of Fire Safety Equipment including Signage (Lot 1) and Service, Repair and Maintenance of Fire Safety Equipment (Lot 2) 29-Sep-2025 28-Sep-2029 - 606,960.01 14-Aug-2025 Salvation Army Social Work Trust Support for Supported Accommodation 01-Nov-2025 31-Oct-2027 31-Oct-2028 1,033,830.00 14-Aug-2025 Various Suppliers Mini Competition under Lot 1 of Passenger Transport Services Dynamic Purchasing System (DPS) 14-Aug-2025 25-Jun-2026 25-Jun-2027 2,153,893.96 16-Aug-2025 R.C.R Safety & Training Ltd Provision of Road Operative Modern Apprenticeship Training 23-Jun-2025 31-Oct-2028 31-Oct-2029 88,870.52 20-Aug-2025 Mastek Systems Company Ltd Oracle Fusion Workforce Scheduling Implementation 18-Aug-2025 31-Mar-2026 - 85,958.00 22-Aug-2025 Ironside Farrar Ltd Landscape Architecture Services for New Build Housing – Various Sites 25-Aug-2025 20-Jul-2026 - 150,000.00 185
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Award date Supplier Description Start date End date Extension date Value £ 25-Aug-2025 Censis Technology Solutions Ltd Caresurround Device Management Platform Friends & Family App 01-Sep-2025 31-Aug-2026 - 150,000.00 26-Aug-2025 Salvation Army Salvation Army Intensive Support - Outreach 01-Apr-2025 31-Mar-2027 - 314,506.28 26-Aug-2025 RPS Consulting Services Ltd Civil and Structural Engineering Services for various projects throughout the South Lanarkshire area (General Services, HIP, New Build Housing & Sheltered Housing) 25-Aug-2025 30-Dec-2025 - 250,000.00 26-Aug-2025 Pick Everard Mechanical Engineering Services for various projects throughout the South Lanarkshire area (General Services, HIP, New Build Housing & Sheltered Housing) 25-Aug-2025 30-Dec-2025 - 350,000.00 28-Aug-2025 Salvation Army Social Work Trust Salvation Army Housing First - Outreach 01-Apr-2025 31-Mar-2027 - 209,670.85 28-Aug-2025 Sennit Construction Ltd South Vennel – Roof Replacement Phase 2 06-Aug-2025 14-Nov-2025 - 69,187.52 29-Aug-2025 Francis Healey Quick Quote for the Provision of Passenger Transport Services 03-Sep-2025 27-May-2026 - 61,880.00 02-Sep-2025 Ogilvie Construction Ltd Quick Quote for Social Bite Village, Rutherglen 15-Sep-2025 08-Dec-2025 - 954,070.64 08-Sep-2025 Canon UK Ltd Supply, Delivery, Installation and Maintenance of Multi-Functional Device (MFD) Hardware incorporating maintenance and Secure Print Management Software 10-Sep-2025 09-Sep-2030 - 3,000,000.00 09-Sep-2025 Envirosan Ltd Quick Quote for Works - Maintenance for Sewage Treatments Systems 01-Sep-2025 31-Aug-2028 31-Aug-2031 584,003.82 186
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Award date Supplier Description Start date End date Extension date Value £ 10-Sep-2025 Diverse Investments (Scotland) Ltd Mini Competition for the Receipt, Treatment and Processing of Bulky Waste 01-Oct-2025 30-Sep-2028 30-Sep-2030 4,838,587.10 11-Sep-2025 Hillhouse Quarry Group Ltd CR-26-EK-01 - Supply and Delivery of Roadstone - Hallside Boulevard, Cambuslang 07-Sep-2025 30-Oct-2025 - 102,061.60 12-Sep-2025 First Steps Future Training Ltd Mini Competition for Employability Service Construction Vocational Tasters South Lanarkshire wide 2025 31-Oct-2025 30-Oct-2026 - 84,996.00 12-Sep-2025 Clark Contracts Limited Removal and New Installation of Entrance Doors at Council HQ – West Entrance 18-Sep-2025 15-Dec-2025 - 98,069.15 17-Sep-2025 A Williams, AD Taxis Ltd, Andrew Borland Cars, Angus McCorquodale, Arcasoft UK Ltd, Farhana Riaz, Go Taxis Ltd, Hamilton TOA, Hastie Cars, J&S Private Hire, Jane McKelvie, Clydewide Taxis, Luke & Philip Thomson Taxis Ltd, Mark McQuarrie, McCall Cars, MS Riaz, Myle Connect Ltd, Philip & Jane Thomson Taxis, Ray Cars and Coaches Ltd, Richland (Scotland( Ltd, Robert Cumberland, Sandy Weir Passenger Transport Services Dynamic Purchasing System (April to Sept 2025 appointments) 27-Mar-2025 26-Mar-2030 26-Mar-2033 99,531,097.00* 18-Sep-2025 Globebrow Ltd Residential Learning Activity Trips 18-Aug-2025 17-Aug-2026 17-Aug-2027 945,395.22 18-Sep-2025 Women’s Aid South Lanarkshire & East Fund to Leave 15-Sep-2025 31-Mar-2026 30-Sep-2026 50,000.00 187
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Award date Supplier Description Start date End date Extension date Value £ 19-Sep-2025 South Lanarkshire College Gradu8 Programme 25-Aug-2025 03-Apr-2026 - 80,000.00 19-Sep-2025 South Lanarkshire College Delivery of Foundation Apprenticeships 26-Aug-2025 28-May-2026 - 243,000.00 19-Sep-2025 New College Lanarkshire Gradu8 Programme 25-Aug-2025 03-Apr-2026 - 80,000.00 19-Sep-2025 Woodall-Nicholson Ltd Direct Award for the Supply and Delivery of Light Vehicles for the 2025 – 2026 financial year 18-Sep-2025 31-Mar-2026 - 1,269,104.00 19-Sep-2025 Joseph Leckie & Sons Contracts Ltd RM-26-EK-05 - 2 x 4man Squads Carriageway Patching and Routine Works September - October 2025 22-Sep-2025 30-Nov-2025 - 69,740.00 22-Sep-2025 CCG (Scotland) Ltd New Build Housing Developments at Raploch Street, Larkhall 22-Sep-2025 19-Feb-2027 - 4,868,651.73 26-Sep-2025 Computacenter (UK) Ltd Web Security Gateway Licences 02-Oct-2025 01-Oct-2026 - 112,255.00 26-Sep-2025 Pulse Fitness Ltd Supply and Warranty/Maintenance of Gym Equipment for SLLC – Hamilton Water Palace 06-Oct-2025 05-Oct-2030 75,354.56 01-Oct-2025 Hubexo North UK Ltd NBS Chorus Subscription 01-Oct-2025 30-Sep-2026 30-Sep-2027 106,907.50 01-Oct-2025 Mind Marvels Limited Education Services Procured Service Arrangement – Providers below £50,000.00 30-Sep-2025 29-Sep-2027 - 50,000.00 02-Oct-2025 Edmundson Electrical Limited Mini-Competition for Supply and Delivery of Ventilation, Heating and Water Heating Materials 01-Oct-2025 30-Sep-2027 30-Sep-2029 850,928.77 02-Oct-2025 Allied Construction Services Scot Ltd Quick Quote for Works – Concrete Repairs 06-Oct-2025 05-Oct-2027 05-Oct-2028 1,141,542.19 02-Oct-2025 Spectrum Decorating Ltd Non-Housing Paint and Decoration Maintenance and Repairs 01-Oct-2025 30-Sep-2026 - 100,000.00 02-Oct-2025 Hillhouse Quarry Group Ltd Mini Competition for Warm Mix Asphalt Trial - SLC Area (Supply and delivery of coated roadstone) - October 2025 01-Oct-2025 30-Nov-2025 - 113,042.20 02-Oct-2025 Bell Group Ltd Void and Fire Damaged Property Decoration Works 01-Oct-2025 30-Sep-2026 - 600,000.00 188
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Award date Supplier Description Start date End date Extension
date Value £
02-Oct-2025 Nilfisk Ltd
Mini Competition for the Supply and
Delivery of Scrubber Dryers 07-Oct-2025 31-Mar-2026 - 104,957.00
03-Oct-2025 Ctrack Telematics Ltd
Supply, Installation and Maintenance of
a Corporate Telematics Solution 01-Mar-2026 31-Aug-2027 31-Dec-2027 275,355.00
06-Oct-2025 Hillhouse Quarry Group Ltd
Supply and Delivery of Roadstone -
Strathaven Road, Hamilton 12-Oct-2025 30-Nov-2025 - 62,402.78
07-Oct-2025 Pgl Travel Ltd Residential Trips for Education 14-Aug-2025 25-Jun-2026 - 111,918.50
07-Oct-2025 Covanburn Contracts Ltd
Bothwell Bridge Scour Repair and
Protection Works 29-Sep-2025 05-Dec-2025 - 188,444.28
08-Oct-2025 Broxap Ltd
Cycle Shelters at Schools and on
Street 2025-26 02-Oct-2025 31-Mar-2026 - 63,615.00
10-Oct-2025 Tillicoultry Quarries Ltd
Mini Comp – Clydesdale (October to
November) 11-Oct-2025 28-Nov-2025 - 216,990.06
10-Oct-2025 Burness Paull
Legal Services – Burness Paull LLP
(CCS Public Sector) 01-Apr-2024 05-Sep-2028 - 450,000.00
15-Oct-2025 Covanburn Contracts Ltd
Bothwell Bridge Scour Protection
Bagging Package 13-Oct-2025 31-Dec-2025 - 50,089.20
20-Oct-2025 Various Suppliers
Education Employability Training
Dynamic Purchasing System 01-Jun-2020 31-May-2026 31-May-2030 12,500,000.00*
20-Oct-2025
Centrica Business Solutions
UK Ltd
Negotiated Procedure for the
Maintenance of the Combined Heat
and Power Unit ("CHP") Unit at
Hamilton Water Palace 24-Oct-2025 23-Oct-2035 - 238,049.77
20-Oct-2025 Switch2 Energy Limited
St Leonards Heat Network Metering
and Billing 01-Nov-2025 31-Oct-2030 - 167,050.00
20-Oct-2025 Switch2 Energy Limited
St Leonards Heat Network Smart Meter
Installation 01-Nov-2025 31-Mar-2026 - 264,583.88
20-Oct-2025 Living Ambitions Ltd
Care Home Service for Adults with
Learning Disabilities – Castle Street
Care Home. 01-Feb-2026 31-Jan-2031 31-Jan-2034 10,761,107.25
189Page 190
Award date Supplier Description Start date End date Extension date Value £ 21-Oct-2025 Joseph Leckie & Sons Contracts Ltd 4 Man Tarring Squad – HTR Building Services 20-Oct-2025 30-Jan-2026 - 198,000.00 22-Oct-2025 All Care Services Ltd, Assist Care and Support Ltd, Careline Home Support, Cluaran HCS Ltd, Key Housing Association Ltd, Real Care Agency Ltd Care at Home and Housing Support Services Procured Services Arrangement (PSA) Phase 4 appointees 01-Jul-2024 30-Jun-2034 30-Jun-2039 714,300,000.00* 23-Oct-2025 Bemco Ltd Mini Competition for Supply and Delivery of Lamps, Light Fittings and Accessories 03-Nov-2025 02-Nov-2027 02-Nov-2029 664,681.38 24-Oct-2025 Glasdon UK Ltd Negotiated Procedure for the Supply and Delivery of Bollards and Verge Markers 01-Dec-2025 30-Nov-2028 30-Nov-2029 438,826.84 24-Oct-2025 Jr Construction (Scotland) Ltd Land Led Development and New Build Housing (Backmuir Road) 24-Oct-2025 28-Feb-2027 - 5,746,399.26 24-Oct-2025 Jr Construction (Scotland) Ltd Land Led Development and New Build Housing at Reid Street, Burnbank 23-Oct-2025 11-Mar-2027 - 6,006,886.16 27-Oct-2025 Paterson’s Waste Management Ltd Supply, Uplift and Disposal of Asbestos Waste Skips 03-Nov-2025 02-Nov-2030 - 150,000.00 29-Oct-2025 Td Tree & Land Services Ltd Quick Quote - Tree Surgeon Works for Trees affected by Ash Dieback Disease 20-Oct-2025 19-Oct-2026 - 203,134.35 29-Oct-2025 Barnardo’s Care at Home - Barnardo's – AR 17-Jul-2024 26-Feb-2031 - 68,465.15 29-Oct-2025 Barnardo’s Care at Home - Barnardo's – KA 18-Sep-2023 17-Jul-2029 - 71,903.29 30-Oct-2025 Everway Opco Limited Everway Read and Write Platform 01-Oct-2025 30-Sep-2027 30-Sep-2029 266,437.50 30-Oct-2025 The Nurture Group Network Ltd Supply of Nurture UK Emotional and Behavioural Interventions, Training and Resources 01-Nov-2025 31-Oct-2027 - 100,000.00 31-Oct-2025 Wheatley Care 1st Stop Accommodation 01-Dec-2024 31-May-2026 30-Nov-2026 213,415.66 03-Nov-2025 Abbeyfield Strathaven & District Care at Home 01-Jul-2025 30-Jun-2026 30-Jun-2027 52,519.82 190
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Award date Supplier Description Start date End date Extension
date Value £
03-Nov-2025
Joseph Leckie & Sons
Contracts Ltd
2 x 4 Man Squads Carriageway
Patching and Routine Works Nov-Dec
2025 RM-26-EK-06 03-Nov-2025 19-Dec-2025 - 93,050.00
03-Nov-2025 Computacenter (UK) Ltd
School Apps - Online Learning
Journals for Education 01-Dec-2025 30-Nov-2026 30-Nov-2027 77,156.30
03-Nov-2025 Careium UK Ltd Purchase of Eliza 4G Telecare Alarms 10-Nov-2025 09-Sep-2026 - 420,000.00
05-Nov-2025 Wheatley Care Outreach Support 01-Dec-2024 31-May-2026 30-Nov-2026 163,605.72
05-Nov-2025
Centrica Business Solutions
UK Ltd
Negotiated Procedure for the
Maintenance of the Combined Heat
and Power Unit ("CHP") Unit at
Larkhall Leisure Centre 03-Nov-2025 31-Oct-2030 - 103,084.78
05-Nov-2025 Careium UK Ltd
Supply of Sim Cards for Telecare
peripheral Equipment 10-Nov-2025 09-Nov-2027 09-Nov-2028 1,013,844.00
07-Nov-2025 Yardi Systems Ltd Lease Management Software 10-Nov-2025 09-Nov-2027 09-Nov-2028 155,204.00
07-Nov-2025 Sportex Group Ltd
NEC3 Engineering and Construction
Short Contract for the Design and
Construction of 1 x 3rd Generation
Pitch at John Cumming Stadium,
Carluke 17-Nov-2025 09-Feb-2026 - 295,524.42
09-Nov-2025 Maxi Construction Ltd Calderglen Zoo Roof Works 17-Nov-2025 06-Feb-2026 - 424,659.37
11-Nov-2025 Maclay Civil Engineering Ltd
Quick Quote for Works at Lanark
Interchange – Lanark Bus Station
Improvements 12-Jan-2026 20-Apr-2026 - 858,436.83
11-Nov-2025 Maxi Construction Ltd
Chatelherault Cafe and Toilets
Upgrade 05-Jan-2026 20-Feb-2026 - 246,347.63
12-Nov-2025
Blue Triangle (Glasgow)
Housing Intensive Support - Outreach 01-Dec-2024 31-Mar-2027 - 124,567.39
12-Nov-2025
Blue Triangle (Glasgow)
Housing Prevent and Sustain - Outreach 01-Dec-2024 31-Mar-2027 - 256,685.59
12-Nov-2025
Women’s Aid South
Lanarkshire & East MARAC Chair Appointment 01-Aug-2025 31-Jul-2027 31-Jul-2028 52,933.67
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Award date Supplier Description Start date End date Extension date Value £ 14-Nov-2025 Sacro Avert Service for SM 01-Apr-2025 31-Mar-2027 31-Mar-2028 73,961.75 18-Nov-2025 Angels Home Care Lanarkshire Ltd & Keane Premier Support Services (Phase 7) Adult Supported Living 01-Mar-2020 14-Sep-2035 - 242,837,766.00 18-Nov-2025 Routes To Work South Employability Programme 25/26 01-Apr-2025 31-Mar-2026 - 2,663,000.00 19-Nov-2025 Sacro Intensive Support Package (ISP) for DM 01-Apr-2025 31-Mar-2027 31-Mar-2028 638,405.00 21-Nov-2025 David Morton (Larbert) Ltd Former Vogue Cinema Demolition, Keith Street, Hamilton 24-Nov-2025 30-Jan-2026 - 143,475.00 24-Nov-2025 Number 9 Childminding, Sandra Kerr Childminding (Phase 12), Epic Education, Kirsty Currie Childminding, Lindsay's Early Learning Early Learning and Child Care Procured Service Arrangement 01-Apr-2020 31-Jul-2030 - 143,500,000.00* 24-Nov-2025 Gravitas Recruitment Group Ltd IT Programme Manager (TS) – The HOME Project 06-Oct-2025 31-Jan-2026 - 59,614.00 24-Nov-2025 Ailsa Building Contractors Ltd General Roofing Works 24-Nov-2025 23-Nov-2027 23-Nov-2028 1,769,071.95 26-Nov-2025 Gravitas Recruitment Group Ltd IT Programme Manager (BH) – The HOME Project 06-Oct-2025 31-Jan-2026 - 50,000.00 26-Nov-2025 Care & Repair in Lanarkshire Limited Assistive Technology Installation 01-Dec-2025 30-Nov-2026 30-Nov-2027 389,993.45 26-Nov-2025 Rompa ASN Sensory Equipment 28-Nov-2025 27-Nov-2026 - 150,000.00 27-Nov-2025 Landcare Solutions (Scotland) Ltd NEC3 Engineering and Construction Short Contract for Scottish Play Area Investment Programme Hamilton & Blantyre 05-Jan-2026 27-Mar-2026 - 288,613.19 27-Nov-2025 Tillicoultry Quarries Ltd CR-26-HM-05 - Supply and Delivery of Roadstone 08-Dec-2025 31-Dec-2025 - 50,975.61 192
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Award date Supplier Description Start date End date Extension date Value £ 27-Nov-2025 Qualitas International Ltd Mini Competition for Employability Service, Childcare Training Programme 01-Dec-2025 31-Mar-2026 - 63,900.00 01-Dec-2025 City Building Contracts LLP Supply and Install of Smart Storage Heating Controls 08-Dec-2025 31-Mar-2026 - 140,000.00 01-Dec-2025 David Morton (Larbert) Ltd Centre West Demolition, East Kilbride 05-Jan-2026 01-Mar-2027 - 1,480,896.25 02-Dec-2025 Computacenter (UK) Ltd Payables Fraud Software 01-Dec-2025 30-Nov-2027 - 91,789.68 04-Dec-2025 Sensory Guru Ltd ASN Sensory Equipment 28-Nov-2025 27-Nov-2026 - 150,000.00 10-Dec-2025 Tillicoultry Quarries Ltd Supply and Delivery of Roadstone - Mini Competition (Supply and Delivery of coated roadstone) - Clydesdale Area - January / February 19-Jan-2026 28-Feb-2026 - 159,915.50 10-Dec-2025 Park's Of Hamilton (Townhead Garage) Ltd Direct Award for the Supply and Delivery of Light Vehicles for the 2025 – 2026 financial year 08-Dec-2025 31-Mar-2026 - 439,969.65 15-Dec-2025 Askews, Blackwell, Bright Red, Browns Books, EBSCO, Glowworm, Hodder Gibson, Kelvin Books, OUP, Peters, Scotia And Chameleon, Star Books, Ulverscroft, Waterstones Supply & Delivery of Education Books/Textbooks 15-Dec-2025 14-Dec-2028 14-Dec-2029 2,200,000.00 15-Dec-2025 Gravitas Recruitment Group Ltd IT Project Manager Consultancy 05-Jan-2026 03-Jul-2026 - 58,500.00 15-Dec-2025 HLS McConnell Limited Back Up Contractor – Refurbishment Works 15-Dec-2025 15-Dec-2027 15-Dec-2029 4,800,000.00 15-Dec-2025 Jadu Creative Ltd Upgrade of SLC Website – SLC Website, Intranet and Galaxy 15-Dec-2025 14-Dec-2029 14-Dec-2031 155,530.75 18-Dec-2025 Edmundson Electrical Limited Mini Competition for Supply and Delivery of Cable and Cable Management Materials 05-Jan-2026 04-Jan-2028 04-Jan-2030 581,527.86 193
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Award date Supplier Description Start date End date Extension date Value £ 19-Dec-2025 Stepford Contracts Ltd Quick Quote for Works: Groundworks Measured Term Contract 2026 - 2028 22-Dec-2025 21-Dec-2027 - 1,081,415.39 19-Dec-2025 Fraser C Robb Limited, Hamilton Bros. (Engineering) Limited Mini Competition under Scotland Excel Framework for the Supply and Delivery of Grounds and Plant Equipment 1522, Lot 1 – Handheld Equipment 16-Dec-2025 31-Mar-2026 - 62,094.21 22-Dec-2025 Nec Software Solutions UK Ltd Licensing & Registration Solution 01-Jan-2026 31-Dec-2030 31-Dec-2035 183,850.00 22-Dec-2025 Storm Environmental Ltd Direct Award - The Supply and Delivery of Communal Recycling Bins 23-Dec-2025 31-Mar-2026 - 99,918.00 22-Dec-2025 Environmental Essentials Ltd Asbestos Consultancy Services 16-Feb-2026 15-Feb-2029 15-Feb-2030 1,224,043.18 22-Dec-2025 Rhodar Industrial Services Ltd Removal of Asbestos with Reinstatement and Remedial Works 21-Jan-2026 20-Jan-2028 20-Jan-2030 4,600,999.39 22-Dec-2025 Civica UK Ltd Environmental Health and Trading Standards System (Civica Cx)v 01-Feb-2025 31-Jan-2028 - 98,001.00 23-Dec-2025 Spacekraft Ltd Supply of Sensory Equipment 02-Dec-2025 01-Dec-2026 01-Dec-2027 300,000.00 23-Dec-2025 Hp Inc UK Limited Mobile Client Devices 16-Nov-2025 15-Nov-2027 15-Nov-2029 2,400,000.00 23-Dec-2025 Camcass Welding Ltd Quick Quote for Works – Mobile Welding Repair Services 12-Jan-2026 11-Jan-2029 11-Dec-2030 1,994,981.92 23-Dec-2025 Clark Contracts Limited Quick Quote for Works – Cathcart Road, Net Zero Commercial Development 22-Dec-2025 03-Aug-2026 - 1,996,041.31 26-Dec-2025 Causeway Technologies Ltd Causeway Project Accounting (CPA) System 22-Dec-2025 21-Dec-2026 21-Dec-2027 266,990.98 29-Dec-2025 Haven Products Ltd Supply of Care at Home Uniforms – Tunics and Trousers 31-Dec-2025 30-Dec-2028 30-Dec-2030 506,003.35 06-Jan-2026 Joseph Leckie & Sons Contracts Ltd RM-26-EK-07 - 2 x 4 Man Squads Carriageway Patching and Routine Works Jan-Feb 2026 12-Jan-2026 31-Mar-2026 - 106,490.00 194
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Award date Supplier Description Start date End date Extension date Value £ 07-Jan-2026 Various Suppliers Mini Competition under Scotland Excel Framework for the Supply and Delivery of Grounds and Plant Equipment 1522, Lot 2 – Push and Self-Propelled Equipment 05-Jan-2026 30-Apr-2026 - 82,036.70 08-Jan-2026 Brb Ltd Direct Award for the Design and Installation of Gas Central Heating Systems - Back Up Contractor 12-Jan-2026 11-Jan-2028 11-Jan-2030 800,000.00 08-Jan-2026 Instock Ltd Mini Competition for the Supply, Delivery and Installation of 20 Grid Combi Ovens 09-Jan-2026 31-Mar-2026 - 60,118.56 12-Jan-2026 Electrical Testing Ltd Mini Competition for the Structural Testing and Visual Inspection of Lighting Columns 16-Jan-2026 15-Jan-2030 - 450,000.00 14-Jan-2026 Bryson Tractors Ltd, Hamilton Brothers Engineering Ltd, Lloyd Ltd, Spalding's, Double A Trading Ltd Direct Award under Scotland Excel Framework for the Supply and Delivery of Grounds and Plant Equipment 1522, Grounds Machinery Parts 06-Jan-2026 12-Mar-2028 - 342,250.00 15-Jan-2026 P1 Solutions Ltd Mini Competition from South Lanarkshire Council’s NEC3 Engineering and Construction Short Contract for The Supply and Planting of Trees 16-Jan-2026 30-Apr-2026 - 155,363.61 19-Jan-2026 GMG Contractors Ltd Christie Place Fabric Works including RAAC Removal 16-Feb-2026 14-Sep-2027 - 1,186,350.41 19-Jan-2026 EDF Energy Customers Ltd Scottish Procurement Supply of Electricity Framework Call-off from Scottish Procurement Electricity Framework, SP-21-052 01-Apr-2026 31-Mar-2027 31-Mar-2028 77,918,632.22 195
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Award date Supplier Description Start date End date Extension date Value £ 21-Jan-2026 Dem-Master Demolition Ltd South Lanarkshire Council Phase 5 Demolition 19-Jan-2026 18-Jan-2029 18-Jan-2030 1,360,016.84 23-Jan-2026 Computacenter (UK) Ltd Mobile Device Management - Omnissa Workspace ONE 29-Jan-2026 28-Jan-2027 - 166,950.00 23-Jan-2026 Bemco Ltd Mini Competition for Supply and Delivery of Wiring Accessories and Circuit Protection 02-Feb-2026 01-Feb-2028 02-Feb-2030 921,773.26 27-Jan-2026 McConechy's Tyre Service Ltd The Supply and Fitting of Tyres for Vehicles and Plant 02-Feb-2026 31-Jul-2026 31-Jan-2027 550,000.00 27-Jan-2026 Bottomline Technologies Ltd BACS Processing Software 28-Jan-2026 27-Jan-2030 27-Jan-2031 300,219.82 28-Jan-2026 GCIL Self-Directed Support (SDS) Independent Information and Advice Service 01-Feb-2026 31-Jan-2029 31-Jan-2031 786,894.95 28-Jan-2026 Turner & Townsend Project Direct Award for Project Management Feasibility Work – South Lanarkshire Council Estates Strategy Review 02-Feb-2026 30-Jun-2026 - 220,000.00 29-Jan-2026 Park's Of Hamilton (Townhead Garage) Ltd Direct Award for the Supply and Delivery of Light Vehicles for the 2025 – 2026 financial year 20-Jan-2026 30-Apr-2026 - 425,007.82 29-Jan-2026 Hillhouse Quarry Group Ltd Supply and Delivery of Roadstone 02-Feb-2026 31-Mar-2026 - 51,776.58 29-Jan-2026 Hillhouse Quarry Group Ltd Supply and Delivery of Roadstone - East Kilbride Area - 02/02/26 - 27/02/26 02-Feb-2026 27-Feb-2026 - 79,965.70 30-Jan-2026 Aon UK Ltd Technical Insurance Policy 01-Feb-2026 31-Mar-2030 - 1,373,069.60 02-Feb-2026 Hub Southwest Scotland Ltd New Build – Cairnswell Avenue, Cambuslang 02-Feb-2026 19-Apr-2027 - 11,041,626.48 02-Feb-2026 Hub Southwest Scotland Ltd Estate Strategy Review Phase 1 21-Jan-2026 31-Mar-2026 - 154,479.89 03-Feb-2026 Waterman Infrastructure and Environment Ltd Mini Competition from ESPO's Consultancy Services Framework (664_25) under Lot 8b Environmental and Sustainability for the Preparation of 09-Feb-2026 31-Oct-2026 - 198,474.00 196
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Award date Supplier Description Start date End date Extension date Value £ 12 Urban Woodland Management Plans (UWMP) within South Lanarkshire (Lot 8b (A)) 04-Feb-2026 Kentallen Mechanical Services Ltd Quick Quote for Brandongate Floor 1 NHS Centre – Mechanical & Plumbing 02-Mar-2026 29-Jun-2026 - 103,861.80 04-Feb-2026 Tillicoultry Quarries Ltd Supply and Delivery of Roadstone - Mini Competition (Supply and Delivery of coated roadstone) - Clydesdale Schemes 16-Feb-2026 30-Apr-2026 - 53,778.36 04-Feb-2026 Spacekraft Ltd Supply of Sensory Equipment 02-Dec-2025 01-Dec-2026 01-Dec-2027 300,000.00 05-Feb-2026 Dennis Eagle Ltd Negotiated Contract - Installation of Air Conditioning Units to 19 Refuse Collection Vehicles (RCV's 27-Jan-2026 30-Jun-2026 - 134,872.83 06-Feb-2026 Bendcrete Leisure Ltd Design and Build of Calderglen Country Park Pump Track 11-Feb-2026 31-Jul-2026 - 240,000.00 06-Feb-2026 Broxap Limited Mini Competition for the Supply and Delivery of Free-Standing Hooded Bins 09-Feb-2026 30-Sep-2026 - 181,350.00 09-Feb-2026 Storm Environmental Ltd Supply and Delivery of 1100 L & 1280 L - 4 Wheeled Bins 09-Feb-2026 08-Feb-2030 - 120,000.00 09-Feb-2026 Keane Premier Healthcare Ltd Interim Care Home Beds 04-Dec-2025 04-Mar-2026 - 72,902.05 10-Feb-2026 Monsters Phonics Ltd Phonics and Spelling Programme and Resources 01-Feb-2026 31-Jan-2028 31-Jul-2030 50,000.00 11-Feb-2026 AM Phillip Trucktech Ltd, Arnold Clark Automobiles Ltd, Ciceley Commercials Ltd, DAF Trucks Ltd, Dennis Eagle Ltd, Dingbro Ltd, Eastern Western Motor Group Ltd, Fleet Factors Ltd, HGC Direct Ltd, Masterparts Supply and Delivery of Vehicle Parts 02-Feb-2026 01-Feb-2030 01-Feb-2031 7,500,000.00 197
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Award date Supplier Description Start date End date Extension date Value £ Ltd, Mich Diesel Ltd, Motus Group (UK) Ltd, Scania (GB) Ltd, Volvo Group UK Ltd, Sebi Schmidt UK Ltd, Econ Engineering Ltd, Farid Hillend Engineering Ltd, Scarab Sweepers Ltd, Whale Tankers Ltd, Plant Glazing Ltd, Southwest Windscreens Ltd, Strathclyde Windscreen Ltd, Hydraquip Hose & Hydraulics Ltd, Clark Ltd 11-Feb-2026 Various Suppliers Hire of Vehicles and Plant 21-Feb-2026 20-Sep-2026 - 1,260,000.00 12-Feb-2026 British Telecommunications PLC BT Private Circuits Renewals 24-Sep-2020 01-May-2028 - 849,388.17 13-Feb-2026 AMAC Roofing Sheeting Cladding Ltd Quick Quote for Roof Repairs at Low Parks 16-Mar-2026 08-May-2026 - 97,974.45 16-Feb-2026 Worldpay (UK) Ltd Payment Acceptance 01-Mar-2026 28-Feb-2027 28-Feb-2028 477,760.72 16-Feb-2026 Computacenter (UK) Ltd Equity Learning Package – School App 14-Feb-2026 13-Feb-2028 13-Feb-2029 261,554.21 16-Feb-2026 Physicare Provision of Employee Physiotherapy Services 08-Jun-2026 07-Jun-2029 07-Jun-2031 747,112.50 19-Feb-2026 Tillicoultry Quarries Ltd Supply and Delivery of Roadstone - East Kilbride Area - 03/03/26 - 14/03/26 03-Mar-2026 14-Mar-2026 - 75,424.90 19-Feb-2026 Hillhouse Quarry Group Ltd Supply and Delivery of Roadstone - Hamilton Area 2026 02-Mar-2026 31-Mar-2026 - 76,224.04 23-Feb-2026 Stepford Contracts Ltd NI-26-HM-01 - Zebra Crossing and Bus Stop Improvement Works -Hamilton 26-Feb-2026 04-Apr-2026 - 97,196.00 24-Feb-2026 Who Cares? Scotland Children and Young People’s Independent Advocacy Service 01-Mar-2026 28-Feb-2030 28-Feb-2032 706,119.21 198
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Award date Supplier Description Start date End date Extension date Value £ 27-Feb-2026 Stirling Park & Co Provision of Sheriff Officer Services 01-Mar-2026 28-Feb-2029 28-Feb-2031 196,987.39 01-Mar-2026 Stirling Park & Co Debt Management & Diligence Services 01-Apr-2026 31-Mar-2029 31-Mar-2031 455,385.51 03-Mar-2026 Oracle Corporation UK Ltd Oracle - Technical Support Services 06-Apr-2026 05-Apr-2027 - 189,260.93 05-Mar-2026 Karcher (UK) Ltd Direct Award for the supply and delivery of Heavy Vehicles 02-Mar-2026 30-Jun-2026 - 988,579.55 06-Mar-2026 Community Volunteers Enabling You Ltd, Do-Be Limited, Maths Circle Ltd, Renaissance Learning UK Limited, Scripture Union Scotland, Scottish Outdoor Education Centres Limited, Su Scotland Lendrick Muir, Synergy Training Services Limited, The Verdancy Group Ltd & Venture Trust Education Services Procured Service Arrangement 20-Dec-2021 19-Dec-2026 19-Dec-2031 42,500,000.00* 06-Mar-2026 Aps Group (Scotland) Ltd Continuous Customer Feedback Services 01-Apr-2026 31-Mar-2030 - 190,000.00 12-Mar-2026 Qi Managed Services Ltd Road Trace RSIF Application and Mobility Analysis 09-Mar-2026 08-Mar-2027 08-Mar-2028 159,900.00 13-Mar-2026 Systemslink 2000 Limited Hosted Energy Management System (Energy Manager) 01-Apr-2026 31-Mar-2029 31-Mar-2030 84,944.00 13-Mar-2026 Bytes Software Services Ltd NFC199 Adobe Licenses 31-Mar-2026 30-Mar-2029 30-Mar-2030 150,025.89 13-Mar-2026 Bryson Tractors Ltd SLC/CE/25/204 - Mini Competition from the Scotland Excel Grounds and Plant Equipment Framework Lot 9 - Plant Lifting Equipment for Supply of 1 x Manitou mlt741 -130PS D ST5 S1 Telehandler 16-Mar-2026 06-Jul-2026 - 108,450.00 16-Mar-2026 Oxed & Assessment Ltd Nuffield Early Language Intervention 01-Mar-2026 01-Mar-2028 01-Mar-2030 229,695.00 199
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Award date Supplier Description Start date End date Extension date Value £ 17-Mar-2026 Securigroup Services Ltd Provision of Security for Offices 01-Apr-2026 31-Mar-2028 31-Mar-2030 844,635.54 17-Mar-2026 Swarco Smart Charging Ltd EV Charging Infrastructure Service Contract Renewal 13-Mar-2026 31-Dec-2026 - 80,000.00 18-Mar-2026 Voluntary Action South Lanarkshire 3rd Sector Supported Volunteering Programme 01-Apr-2026 31-Mar-2027 31-Mar-2028 314,712.00 19-Mar-2026 Operation Play Outdoors Ltd Outdoor Play Learning Sessions and Equipment 01-Apr-2026 31-Mar-2027 31-Mar-2028 78,735.00 20-Mar-2026 Fujitsu Services Consol Annual Maintenance and Technical Support 01-Apr-2026 31-Mar-2027 - 197,748.00 20-Mar-2026 Randstad Solutions Ltd Social Care Agency Worker 09-Feb-2026 09-Aug-2026 08-Nov-2026 60,442.20 23-Mar-2026 Clydesdale Community Initiatives Carers Day Opportunities and Community Based Activities - Lanark 01-Apr-2025 31-Mar-2028 31-Mar-2030 545,578.73 23-Mar-2026 Hamilton Bros. (Engineering) Ltd, Bryson Tractors Ltd, Double A Trading Company Ltd, Fraser C Robb Ltd Mini Competition from the Scotland Excel Grounds and Plant Equipment Framework Lot 4 – Grounds Vehicles, Tractors and Equipment for Various Large Plant Equipment 16-Mar-2026 06-Jul-2026 - 1,176,604.00 23-Mar-2026 Joseph Leckie & Sons Contracts Ltd RM-26-EK-09 2 x 4 Man Squads Carriageway Patching and Routine Works March 2026 02-Mar-2026 30-Apr-2026 - 74,762.50 24-Mar-2026 Stepford Contracts Ltd NI-26-EK-02 EK Cycle Track A726 Strathaven Rd, EK 2025/2026 23-Mar-2026 31-May-2026 - 228,856.30 24-Mar-2026 Stepford Contracts Ltd NI-26-EK-01 - Stonelaw Road, Rutherglen 2025/2026 23-Mar-2026 31-May-2026 - 207,885.50 25-Mar-2026 Highland Industrial Supplies Ltd Negotiated Contract – The Supply, Delivery and maintenance of Robotic Scrubber Dryers 27-Mar-2026 26-Mar-2029 - 74,400.00 25-Mar-2026 Hub Southwest Scotland Ltd Gym & Studio Transformation Phase 2 21-Nov-2025 27-Mar-2026 - 733,334.40 25-Mar-2026 Hillhouse Quarry Group Ltd CR-27-HM-01 Supply and Delivery of Roadstone - Hamilton Area 7th to 19th April 2026 01-Apr-2026 29-May-2026 - 59,281.61 200
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Award date Supplier Description Start date End date Extension date Value £ 25-Mar-2026 Covanburn Contracts Ltd Quick Quote for Overton Park Bandstand – Refurbishment Phase 3 13-Apr-2026 10-Jul-2026 - 362,011.31 26-Mar-2026 Joseph Leckie & Sons Contracts Ltd Quick Quote for Blantyre Depot – Parking (Hard Landscaping) 20-Apr-2026 01-May-2026 - 91,489.97 28-Mar-2026 Crown Paints Ltd Supply and Delivery of Paint, Paint Sundries and Paint Packs 23-Mar-2026 22-Mar-2030 - 1,132,629.60 28-Mar-2026 Hub South West Scotland Ltd Electronic Gates Project 02-Feb-2026 31-Aug-2026 - 895,268.88 30-Mar-2026 Proact It UK Limited Citrix Licence Renewal 01-Apr-2026 31-Mar-2029 - 83,992.50 30-Mar-2026 Redsky IT (Hemel) Ltd Redsky Software Maintenance & Support 01-May-2026 30-Apr-2029 30-Apr-2032 142,573.69 31-Mar-2026 Hub South West Scotland Ltd Town Halls Transformation 16-Feb-2026 31-Aug-2026 - 971,146.45 31-Mar-2026 UK Plumbing Supplies Ltd T/A Plumbstore Supply, Delivery of Air Source Heat Pumps 07-Apr-2026 06-Apr-2028 06-Apr-2030 1,808,078.33 31-Mar-2026 Realm Homes Limited Negotiated contract for the acquisition of 43 Affordable Homes at New Road, Cambuslang 30-Mar-2026 31-Mar-2028 - 8,799,750.00 31-Mar-2026 Covanburn Contracts Ltd Mini Competition from South Lanarkshire Council's NEC3 Framework for Roads & Infrastructure under Lot 6 for the Clyde Walkway Repair Programme 07-Apr-2026 16-Jun-2026 - 186,999.45 *represents the contract value over the life of the long term Procured Service Arrangement for all suppliers 201
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7.2 Appendix 2: Procurement Strategy 2023-2028 Strategic Objectives update Objective Aim Outcome Progress Compliance Ensure compliance with Procurement Regulations and the Council’s Standing Orders on Contracts Improve compliance and mitigate risk of contract challenge. Procurement continues to monitor compliance with regulations and Standing Orders on Contracts across the Council, as evidenced by • Implementation of new procurement and purchasing arrangements under Oracle Fusion, including electronic authorisation of contracts. • Improvements in levels of compliant spend Value for Money To secure Best Value, balancing cost and quality of service and support the Council in achieving budget savings Improved Value for Money in support of the Council's Financial Strategy We continue to work with Resources in recognising demand and cost drivers and identifying opportunities for efficiencies, as evidenced by: • Procured Spend review under Council’s Transformational Review Programme • Management of price increase requests given inflationary pressures and market volatility Collaborative Identify and influence collaborative opportunities to work with public partners and drive value through the power of public sector procurement. Improved levels of collaborative activity and delivery of efficiencies We continue to engage with procurement partners to identify collaborative opportunities and influence development of collaborative working, as evidenced by: • 90% participation in Scotland Excel frameworks • Positive engagement with Scottish Procurement Alliance, Procurement for Housing and Government Commercial Agency Contract and Supplier Management Support Resources to take a proactive approach to contract and supplier management to achieve innovation and value in contract delivery. Ensure suppliers meet contractual obligations, drive improvements in supplier performance and achieve efficiency improvements. We can demonstrate an improved approach to contract and supplier management, as evidenced by: • Improved levels of engagement with Social Care providers • Development of new electronic performance appraisal arrangements in Oracle Fusion. • Increased engagement to drive value in contracts through Procured Spend Review 202
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Objective Aim Outcome Progress Fair Work First Work with suppliers to implement Fair Work First standards, including payment of the Living Wage and compliance with Council Charters Improved Fair Work and Living Wage arrangements for those involved in delivery of Council contracts We continue to promote Fair Work First and payment of the Living Wage, as evidenced by: • Annual confirmation of payment of Living Wage in Social Care and Early Learning contracts • Continued focus on Fair Work First recommendations from Scottish Government included in all appropriate tenders. Sustainable and Ethical Secure wider social, economic and environmental benefits through contracts as set out in the Sustainable Procurement Duty Meet the Sustainable Procurement Duty Procurement continues to self-assess progress using the Scottish Government’s Flexible Framework to assess the organisational approach to sustainable procurement. • Development of Whole Life Costing approach. • Improved achievement and reporting in Community Benefits Community Wealth Building Support and encourage the local economy to grow sustainably through the effective use of procurement to develop local communities and maximise use of Community Benefits Ensure the spending power of the Council and Community Benefits contribute towards Community Wealth and achieve National Outcomes Procurement contributes to the local spend pillar under the Community Wealth Building Strategy, as evidenced by: • Improving engagement with local enterprises with the Supplier Development Programme and pre-tender events • Improved outcomes for Community Benefits 203
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7.3 Appendix 3: Planned Future Regulated Procurements 2026/2027 and 2027/2028 Tender Description Expected award date Estimated value GradU8 Programme 03/04/2026 80,000 Oracle - Technical Support Services 05/04/2026 189,261 Case Management System Licenses Software and Support (Employability) 06/04/2026 117,249 Professional Training Services 07/04/2026 127,344 St John the Baptist MUGA pitch 07/04/2026 400,000 Accommodation and Support for Unaccompanied Asylum-Seeking Children 07/04/2026 1,668,814 Equipu Partnership Agreement 07/04/2026 10,832,578 Woodhead Area Underpasses Repairs 08/04/2026 50,000 Support for First Stop Emergency Access Accommodation – Willow Gate 09/04/2026 783,793 Supply and Delivery of Free-Standing Hooded Bins 10/04/2026 181,350 ASN Route Mapping Software 13/04/2026 76,600 Adult Advocacy Services 14/04/2026 2,282,274 Supply and Delivery of Kitchens including Surveys 17/04/2026 7,200,000 Maintenance and Servicing of Weighbridges at Roads Depots and Castlehill Waste Depot 20/04/2026 163,514 Scottish Government Play Area Investment Programme East Kilbride 21/04/2026 960,015 Larkhall Leisure Centre – Enabling Works Package 21/04/2026 1,952,137 Peer and Parent Support 23/04/2026 265,124 Supply, Delivery, Installation and Maintenance of Multi-Functional Device (MFD) Hardware incorporating maintenance and Secure Print Management Software 23/04/2026 3,654,073 204
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Tender Description Expected award date Estimated value Back-up Contractor - Multi-Disciplinary Maintenance Works 24/04/2026 600,000 Backup Contractor - Painting and Decoration Works 24/04/2026 600,000 Measured Term Render Works 24/04/2026 1,601,260 St. Leonard’s Crosswall Fabric Upgrade Works 24/04/2026 2,911,994 Supply and Delivery of Construction Materials 27/04/2026 600,000 Supply and Delivery of Cold Permanent Pothole Repair 28/04/2026 125,000 BACS Processing Software 29/04/2026 300,220 Steeple, Roof and Lightning Protection Works 29/04/2026 752,149 Traffic Order Management System 01/05/2026 104,540 Kirkstyles Early Learning Centre - Landscaping Phase 2 06/05/2026 75,000 Carriageway Patching and Routine Works May -June 2026 06/05/2026 109,520 Supply of Coffee and Associated Products 08/05/2026 65,000 Supply and Delivery of Lubricant Oils, Greases and Anti-Freeze 08/05/2026 156,000 Supply of Parts for Grounds Machinery 11/05/2026 360,000 Maple Drive, Larkhall - Footway Resurfacing 12/05/2026 55,000 Supply, Delivery and Installation of Furniture for Challenging Environments 12/05/2026 388,105 Calibration and Repair of Mechanical Testing Equipment 15/05/2026 100,000 Supply and delivery of Heavy Vehicles 15/05/2026 638,621 Signs Of Safety and Healing Implementation Training and Consultancy 18/05/2026 143,452 205
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Tender Description Expected award date Estimated value Traffic Management and Litter Picking in South Lanarkshire 19/05/2026 57,000 Loft and Cavity Wall Insulation Measured Term Contract 19/05/2026 552,449 Structural Consultant for various projects 21/05/2026 50,000 Hawbank Roads Depot – Spoil Bay Repairs 21/05/2026 115,670 Electromagnetic repairs to Non-Housing General Service Properties 21/05/2026 746,500 External Fabric Works 21/05/2026 20,000,000 External Wall Installations Fabric Works 21/05/2026 20,000,000 Adult Supported Living Procured Services Arrangement (PSA) ongoing applications 21/05/2026 242,837,766 Rigside Nursery Rebuild 22/05/2026 1,200,000 EK Carriageway Scheme Package 2026/2027 - Phase 1 26/05/2026 151,578 Supported Accommodation - Clydesdale Street 26/05/2026 448,781 First Stop Supported Accommodation - Wide Close 26/05/2026 602,348 Family First Stop – Charles Brownlee 26/05/2026 1,104,833 Employability Services Procured Service Arrangement 26/05/2026 4,000,000 Technical Managed Service 28/05/2026 148,624 Cairnlodge – Carriageway Resurfacing 28/05/2026 196,905 Delivery of Foundation Apprenticeships 28/05/2026 235,000 Mobile Voice and Data Services 28/05/2026 1,200,000 Outreach Support 29/05/2026 163,606 206
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Tender Description Expected award date Estimated value 1st Stop Accommodation 29/05/2026 213,416 Maintenance of Crematorium Equipment 31/05/2026 180,000 Supply and Delivery of Education and Office Furniture 01/06/2026 1,544,880 Mechanical Engineering Services for various projects throughout the South Lanarkshire area (General Services, HIP, New Build Housing and Sheltered Housing) 02/06/2026 130,000 Supply, Delivery, and Install of Non-Housing Timber Flooring 02/06/2026 472,875 Supply, Delivery and Installation of General Non-Housing Flooring 02/06/2026 945,750 Parent and Child Dyadic Therapy 04/06/2026 80,000 Bridge Joint replacement Package 04/06/2026 89,000 Care at Home and Housing Support Services Procured Services Arrangement (PSA) ongoing applications 04/06/2026 714,300,000 Fire Damage - Timber Kit 05/06/2026 84,000 Void Property Protection 05/06/2026 400,000 Installation of Door and Door Entry Systems MTC 2023 - 2026 05/06/2026 717,118 Provision of RoadAI System 06/06/2026 231,500 Roads works Sycamore Drive, Hamilton and Chantinghall Road, Hamilton 08/06/2026 116,231 Pitched Roof: Cambuslang Housing 08/06/2026 208,630 Fairhill Gym Extension 08/06/2026 391,081 Primary School Counselling 09/06/2026 120,000 Technology Peripherals and Infrastructure 09/06/2026 558,000 Glassford Bridge Refurbishment 10/06/2026 503,781 207
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Tender Description Expected award date Estimated value Electronic Counting for Local Government Elections 12/06/2026 250,000 EK Carriageway Scheme Package 2026/2027 - Phase 3 12/06/2026 64,000 Teiglum Road, Lesmahagow – Carriageway Resurfacing 13/06/2026 234,679 HQ Roofing and Fascia Works 15/06/2026 75,000 First Stop Supported Accommodation 16/06/2026 474,385 Building Services Multi-Disciplinary Maintenance Works 18/06/2026 200,000 Homelessness Out of Hours Service 19/06/2026 100,000 Lanark Road, Near Rosebank - Carriageway Resurfacing 23/06/2026 126,672 ICT Managed Security Services 23/06/2026 265,912 Lanark Memorial Hall – Replacement of House Lighting System and Stage Video Wall Display System 25/06/2026 233,365 Industrial Cleaning, Pest Control and Other Environmental Services - Lot 2: Pest Control 25/06/2026 1,000,000 Routine Maintenance including Parts and Repairs of Karcher Precinct Sweepers 25/06/2026 1,149,195 Supply and Delivery of Light Vehicles 2026/2027 25/06/2026 2,957,214 Supply and Delivery of Heavy Vehicles 2026/2027 25/06/2026 7,565,688 Maintenance of Fire Dampers 26/06/2026 211,887 Supply and Delivery of Ultracrete M90 26/06/2026 230,000 Support Services for Oracle Fusion 26/06/2026 657,627 Provision of Employee Occupational Health and Employee Assistance Programme (Counselling) 27/06/2026 1,544,772 Website Hosting 30/06/2026 311,248 208
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Tender Description Expected award date Estimated value Provision of Scientific Testing Services (including chemical analytical, bacteriological examination) 30/06/2026 350,000 The Supply, Installation and Maintenance of Vehicle Wash Bay Ramp 02/07/2026 62,000 The Hire and Maintenance of Industrial Power Washers 03/07/2026 531,863 Secure Destruction of Confidential Waste 08/07/2026 50,000 EK Footway Scheme - Lesmahagow Road, Strathaven 08/07/2026 151,358 Passenger Transport Services Dynamic Purchasing System: ongoing appointments 08/07/2026 99,531,097 Early Learning and Child Care PSA ongoing applications 08/07/2026 143,500,000 St Columbkilles and Woodhead PS ASN Adaptations 09/07/2026 60,000 EK Carriageway Scheme Package 2026/2027 - Phase 2 09/07/2026 434,354 Carriageway Resurfacing and Routine Works July - September 2026 10/07/2026 150,025 Cradle Access Hire, Survey and Emergency Remedial Works 10/07/2026 400,000 Fostering Provision 14/07/2026 338,807 Support South Lanarkshire Council’s Transformational Review of Customer Engagement 16/07/2026 64,000 Personal and Non-Personal Care Support for College Students 16/07/2026 290,693 Supply and Delivery of 2 Wheeled Bins 17/07/2026 390,000 Stonefield Park Gardens SH – Heating and Loft Insulation 21/07/2026 294,840 Stewartfield Way, East Kilbride Investigation Works 21/07/2026 327,795 The Supply and Fitting of Tyres for Vehicles and Plant 21/07/2026 550,000 Larkhall Leisure Centre Replacement 21/07/2026 27,000,000 209
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Tender Description Expected award date Estimated value Advertising Statutory Notices – Local Papers 22/07/2026 310,000 Wet Flooring Measured Term Contract 22/07/2026 879,162 Cadzow Dam Waste Transfer Station – Demolition 23/07/2026 102,349 Supply, Delivery and Hire of Secure Site Containers and Welfare Units 23/07/2026 207,868 Supply and Delivery of Industrial Gases 23/07/2026 270,000 Design, Supply, and Installation of Fire Doors - Towers 23/07/2026 8,406,000 Willie Devine Centre Alterations, Blantyre 24/07/2026 132,085 Carriageway Resurfacing – A706, Lanark 29/07/2026 100,000 The Supply and Distribution of Frozen Foods 29/07/2026 5,000,000 Education Services Procured Service Arrangement ongoing applications 29/07/2026 42,500,000 Domestic Appliance Repair 31/07/2026 50,000 Maths Recovery Supplies 31/07/2026 62,000 Contract Hire/Lease of Light Vehicles 31/07/2026 365,371 Mini Competitions under Lot 1 of Passenger Transport Services Dynamic Purchasing System (DPS) for academic year 2026/2027 31/07/2026 5,000,000 Provision of Literacy, Numeracy, Health and Wellbeing Educational Assessment Resources 01/08/2026 215,250 Installation, Service, Repair and Maintenance of Closomat Equipment 01/08/2026 261,380 Telecare Peripheral Equipment 14/08/2026 700,000 Residential Learning Activity Trips 17/08/2026 945,395 Void Management Scheme (Utilities) 28/08/2026 300,000 210
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Tender Description Expected award date Estimated value The Provision of Vehicle Breakdown Recovery Services 31/08/2026 325,000 Desktop Client Devices 31/08/2026 700,000 Stewartfield Way Ecology and EAI Assessment 31/08/2026 100,000 The Hire of Vehicles and Plant 20/09/2026 180,000 Employability Academy 30/09/2026 420,000 Printing and Issue of Postal Votes, Printing of Ballot Papers and Postal Vote Management System (PVMS) 30/09/2026 880,000 Tenants Contents Insurance 30/09/2026 1,016,979 Supply of Roadstone (Uplifts) 30/09/2026 1,083,930 Web Security Gateway Licences 01/10/2026 112,255 Fault Finding and Repair of Property Based CCTV Systems and New Installations 07/10/2026 400,000 Home Care Workforce Scheduling 16/10/2026 2,039,311 Employee Travel Services 31/10/2026 60,000 Supply and Delivery of Small Tools 30/11/2026 81,000 Provision of Independent Advice and Development Support to Customers in South Lanarkshire 30/11/2026 256,639 Treatment of Municipal Residual Waste 02/12/2026 127,980,000 Void and Fire Damaged Property Decoration Works 03/12/2026 600,000 Provision of Secure Cash Collection Services 31/12/2026 254,448 Domestic Abuse and Refuge Services 31/12/2026 878,009 Adult and Young Peoples Carer Service 31/12/2026 5,501,566 211
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Tender Description Expected award date Estimated value Fostering and Continuing Care 31/12/2026 9,700,000 Hamilton Masterplan Bairds Demolition 31/12/2026 2,000,000 Hamilton Masterplan – New Cross Demolition 31/12/2026 2,000,000 Hamilton Masterplan Duke St Demolition 31/12/2026 2,000,000 Supply and Delivery of Corporate Clothing 10/01/2027 200,000 Supply and Delivery of Personal Protective Equipment (PPE), First Aid Materials and Automated External Defibrillators 10/01/2027 3,000,000 Anti-Skid Road Surfacing and Reflective Studs Contract 20/01/2027 2,250,000 Procured Spend Review 26/01/2027 200,000 Provision, Maintenance and Support of Telephony and Communication Services 31/01/2027 3,100,000 Cloud Construction Software 05/02/2027 108,000 Supply and Delivery of Bitumen Products 23/02/2027 81,000 IT Service Management System 28/02/2027 200,000 Education Services Procured Service Arrangement – ongoing appointments 30/03/2027 500,000 Provision of Postal Services - Physical and Hybrid Mail (for outbound mail physical mail) 30/03/2027 1,000,000 Replacement for CRM System 31/03/2027 65,000 Carluke Skate Park Refurbishment Works 31/03/2027 50,000 Mini Tractor Hire for path Gritting 31/03/2027 500,000 Teacher Booking System 31/03/2027 50,000 The Repair and Maintenance of VAS Signs 31/03/2027 50,000 212
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Tender Description Expected award date Estimated value Glespin Play Area Redevelopment 31/03/2027 50,000 Kirkmuirhill Play Area Redevelopment 31/03/2027 50,000 Replacement/Refurbishment of seating within Hamilton Town House and Rutherglen Town Hall 31/03/2027 50,000 Replacement vending machines 31/03/2027 50,000 Tree Planting Opportunities - Preparation and Associated Work 31/03/2027 50,000 Estate Strategy Review Lift Consultant 31/03/2027 50,000 Social Media Publishing and Monitoring 31/03/2027 50,000 Loss Adjusting Services 31/03/2027 50,000 Coalburn Connections - Local visitor infrastructure enhancement as part of Douglas Valley adventure tour- ism initiative 31/03/2027 50,000 Calderwood Multi Storey Fabrics Feasibility Study 31/03/2027 50,000 Geotechnical - site investigation works 31/03/2027 50,000 Forest Street Office Refurbishment - Furniture 31/03/2027 55,000 SLC Headquarters, Almada Street - Renewal of Dumb Waiter 31/03/2027 60,000 Enabling Commercial Space 31/03/2027 70,000 Industrial development proposals 31/03/2027 70,000 Blacksmiths Raw Materials 31/03/2027 70,000 Arbor PPE and Equipment 31/03/2027 70,000 St. Mark's Primary School, Hamilton - Hard Landscaping 31/03/2027 75,000 Underbank Primary School - Sprinkler Tank Replacement 31/03/2027 75,000 213
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Tender Description Expected award date Estimated value Investment Programme: Display Screens for Schools 31/03/2027 80,000 Hire of Mini Tractors for Footway Gritting 31/03/2027 80,000 South Lanarkshire Lifestyle - Eastfield - Main Pool Filters 31/03/2027 95,000 New modular changing pavilions 31/03/2027 100,000 Early Years Admissions Management Programme 31/03/2027 100,000 Chimney Works 31/03/2027 100,000 Retread Contract 31/03/2027 100,000 Rhinophalt Contract 31/03/2027 100,000 CEEF - Battery storage 31/03/2027 100,000 Industrial Unit refurbs 31/03/2027 100,000 Dampness surveys and works 31/03/2027 103,000 Hawbank Roads Depot - Spoil Bay Repairs 31/03/2027 115,669 Burgh Business Centre, Rutherglen - Stonework to Facade 31/03/2027 117,000 Mechanical and Electrical Engineering Services 31/03/2027 130,000 Ecology (Bat and Bird Survey) 31/03/2027 150,000 Mount Cameron - Underground Lockups 31/03/2027 150,000 Blantyre Volunteer Group - Demolition 31/03/2027 150,000 Estate Strategy Review Geotechnical / Ground Investigation 31/03/2027 150,000 Travel Insurance 31/03/2027 175,932 214
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Tender Description Expected award date Estimated value Biometric sign in / sign out 31/03/2027 180,000 Synthetic Football Pitch Upgrades - John Cumming and Hamilton Palace Sports Grounds 31/03/2027 200,000 Interpretation Services including British Sign Language 31/03/2027 200,000 Heavy Vehicle Parts 31/03/2027 200,000 Secondary School Counselling 31/03/2027 200,000 DPS for Ecology Surveys (Bat Surveys) 31/03/2027 200,000 Framework for Light and Heavy Vehicle Repairs (Mechanical and Electrical) including Servicing and MOTs 31/03/2027 200,000 Reactive Repairs - Small Plant 31/03/2027 200,000 Supply and Delivery of Glass for Double and Single Glazed Units 31/03/2027 200,000 Supply and Delivery of Trees, Plants, Shrubs and Associated Products 31/03/2027 200,000 Provision of Flue Works in Various Properties 31/03/2027 200,000 Cadzow Dam Demolition 31/03/2027 200,000 St. Columbkille's Primary School - Window and Curtain Walling Phase 1 31/03/2027 200,000 Outdoor Spaces - MUGA and Community Space Upgrades 31/03/2027 200,000 Civil and Structural Engineering Services 31/03/2027 250,000 Supply, Delivery and Installation of Street Nameplates 31/03/2027 250,000 Lone Worker System 31/03/2027 250,000 Wiston Cruden Rural Properties - Structural Repairs 31/03/2027 250,000 Estate Strategy Review Civil and Structural 31/03/2027 250,000 215
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Tender Description Expected award date Estimated value Estate Strategy Review Ecology 31/03/2027 250,000 Estate Strategy Review Mechanical and Electrical 31/03/2027 250,000 Stonefield Park Gardens, Blantyre - Pipework 31/03/2027 294,840 Digital Blueprint Consultancy Service 31/03/2027 300,000 Coulter Primary School - Roof Replacement and PV Installation 31/03/2027 300,000 Terrorism Insurance 31/03/2027 343,136 Hamilton Town Centre Masterplan Project Consultants 31/03/2027 350,000 Heating Spares 31/03/2027 400,000 Stewartfield Way Drainage Investigation 31/03/2027 400,000 Wet flooring 31/03/2027 500,000 RAAC projects 31/03/2027 500,000 Window Cleaning - Various Locations 31/03/2027 500,000 Dampness and Remedial Works 31/03/2027 500,000 Disability Discrimination Act - General Building Works 31/03/2027 500,000 Estates Improvement Works 31/03/2027 500,000 Supply and Delivery of Timber Materials 31/03/2027 560,000 The Supply and Delivery of Liquid Fuels 31/03/2027 800,000 CEEF - BEMS upgrades 31/03/2027 1,000,000 Blantyre Waste Station Upgrade Works 31/03/2027 1,100,000 216
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Tender Description Expected award date Estimated value Arboriculture Call Out - Works Contract 31/03/2027 1,200,000 Alberta Avenue New Build Affordable Housing 31/03/2027 2,000,000 Speech and Language Therapy 31/03/2027 2,034,000 Supply and Distribution of Fresh Meats, Cooked Meats and Fresh Fish 31/03/2027 2,046,000 Glasgow Road, Strathaven - Design and Build - Affordable Housing 31/03/2027 2,834,820 Former Hunter PS Site New Build Affordable Housing 31/03/2027 3,000,000 Westburn Timbers Cambuslang External Fabric Upgrade 31/03/2027 650,000 Springhall Environmental Works 31/03/2027 2,000,000 Emergency Demolition Works 31/03/2027 4,000,000 Cruden Rural Properties - Structural Repair 31/03/2027 4,000,000 Kittoch Street, East Kilbride - Design and Build - Affordable Housing 31/03/2027 4,185,523 Homelessness Provision all areas 31/03/2027 5,000,000 Receipt and Treatment of Organic Waste 31/03/2027 8,256,404 Provision of Water and Waste Services 31/03/2027 14,000,000 Digital Connectivity Multi-Lot 31/03/2027 18,000,000 Stewartfield Way EK Improvement Works 31/03/2027 25,000,000 Estates Strategy - Various Projects 31/03/2027 24,000,000 EK Town Hall - Construction Phase 31/03/2027 30,000,000 Educational Services PSA ongoing applications 31/03/2027 42,141,617 217
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Tender Description Expected award date Estimated value Single Building Assessments 31/03/2027 504,000 High School Modular Extensions (Calderglen) 31/03/2027 900,000 High School Modular Extensions (Uddingston) 31/03/2027 677,000 Independent Living Accommodation Pods 31/03/2027 400,000 Headquarters Boiler Replacement 31/03/2027 1,000,000 Suspended Ceilings MTC 31/03/2027 1,087,150 Inspection and Servicing of Moveable Walls 31/03/2027 50,000 Larkhall Leisure Centre - Furniture and Equipment 31/03/2027 500,000 Dalquhandy Recreational Enhancements and Coalburn Connections 31/03/2027 TBC Feasibility Studios - Various locations (Town Centres and Leisure Facilities) 31/03/2027 TBC EK Centre West - Residential Development (Housing) 31/03/2027 20,000,000 Clydesdale Way - paths and infrastructure 31/03/2027 TBC Country Parks Master Planning – Phase 2 Project Manager 31/03/2027 TBC Chatelherault Play Park (Masterplan Funding) - Works 31/03/2027 900,000 Chatelherault Play Park (Masterplan Funding) Design 31/03/2027 500,000 Climate Emergency Fund 31/03/2027 TBC Clydesdale Play Investment Programme 31/03/2027 450,000 Coalburn Play Area 31/03/2027 80,000 Douglas Play Area 31/03/2027 TBC 218
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Tender Description Expected award date Estimated value Hamilton Palace Sports Ground 31/03/2027 200,000 Hankerton Play Area 31/03/2027 TBC Murray Allotment Site 31/03/2027 TBC Nature Restoration Fund Projects 31/03/2027 268,000 Phase 2 Of Clyde Walkway 31/03/2027 150,000 Replacement of Small and Large Plant (Grounds Machinery) 31/03/2027 TBC Transport appraisal of proposed Local Development Plan 31/03/2027 TBC Priory Avenue/Road New Build Affordable Housing (Lesmahagow) 31/03/2027 5,584,828 Douglas Valley branding, signage and website development 31/03/2027 67,000 Maintenance of Lift Installations 31/03/2027 353,491 Civil and Structural Engineering Services 31/03/2027 250,000 Geotechnical / Ground Investigation 31/03/2027 250,000 Group Activities for Adults and Older People 31/03/2027 TBC SLC Employee Training 31/03/2027 TBC Heat Network Regulation Support 31/03/2027 TBC Heat Options Feasibility Analysis 31/03/2027 TBC Isolating Switches 31/03/2027 TBC LHEES Energy Efficiency Measures 31/03/2027 150,000 Mechanical / Thermal modelling 31/03/2027 100,000 219
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Tender Description Expected award date Estimated value Sheltered Housing - Vacant Wings Conversion Feasibility (Meldrum, McKillop and David Walker) 31/03/2027 TBC Term Lift Consultant 31/03/2027 100,000 Westburn Timbers - Fabric Works 31/03/2027 1,000,000 Head Quarters Chiller Replacement 31/03/2027 400,000 The Provision of Specialist Cleaning and Clearance Services 31/03/2027 10,342,392 Milton Bridge, Lesmahagow - Targeted parapet repairs 31/03/2027 50,000 Hapturnal Bridge - Abutment and deck repairs with new parapet 31/03/2027 100,000 VAS Signs Part-time 20mph replacement 31/03/2027 155,000 Strathaven Road East Kilbride Phase 2 roads works 31/03/2027 500,000 Works to upgrade East Kilbride underpasses 31/03/2027 100,000 Cambuslang to Newton widening, surfacing and lighting 31/03/2027 370,000 Bogleshole Road, Cambuslang connection to Clyde Cycle Park 31/03/2027 750,000 Bothwell to Uddingston footpath works 31/03/2027 250,000 High Blantyre Road/ Russell Street ~ Toucan Crossing 31/03/2027 100,000 Quiet routes pilot Biggar to Carstairs Junction 31/03/2027 130,000 Hamilton Surface Water Management Plan 31/03/2027 95,000 Single Building Assessments 31/03/2027 576,000 Provision of an ICT Research and Advisory Service 31/03/2027 50,000 Summer Leavers Construction 31/03/2027 60,000 220
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Tender Description Expected award date Estimated value Summer Leavers Creative Industries 31/03/2027 60,000 Winter Leavers Construction 31/03/2027 60,000 Winter Leavers Creative Industries 31/03/2027 60,000 Blue Badge Digital Service Blue Badge Printing and Fulfilment Services 31/03/2027 75,000 Play Therapy 31/03/2027 80,000 The Supply, Delivery and maintenance of Robotic Scrubber Dryers 31/03/2027 100,000 SCHOLAR Forum Subscription Renewal 31/03/2027 123,283 Intensive Support - Outreach 31/03/2027 124,567 The Supply of Ad-Blue Fuel Additive 31/03/2027 160,005 Supply and Delivery of Permanent Road Signage and Associated Products 31/03/2027 162,000 Oracle Fusion Programme Support 31/03/2027 178,350 Maintenance of Honeywell Gent Alarms 31/03/2027 200,000 Supply and Delivery of First Aid Materials 31/03/2027 227,000 Prevent and Sustain - Outreach 31/03/2027 256,686 Carer Respite Service for People with Dementia 31/03/2027 285,000 Supply and Delivery of Composite/UPVC Doors and UPVC Windows 31/03/2027 300,000 Supply and Delivery of Plumbing Materials 31/03/2027 500,000 Care Homes for Adults 31/03/2027 697,576 Provision, Support and Maintenance of eLearning and Development Platform 31/03/2027 750,000 221
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Tender Description Expected award date Estimated value BT Private Circuits Renewals 31/03/2027 849,388 Orbis Annual Support, Maintenance and Consultancy 31/03/2027 1,029,260 Employability Programme 26/27 31/03/2027 2,663,000 Hire of Waste Disposal Skips 31/03/2027 2,705,000 Open Tender for the Supply and Delivery of Milk 31/03/2027 3,000,000 Oracle Fusion SI partner 31/03/2027 5,462,192 Secure Care Provision 31/03/2027 13,329,411 Multi Lot Roads and Infrastructure Framework 31/03/2027 23,500,000 Supply and Delivery of Audio-Visual Equipment 02/04/2027 345,000 Supply and Delivery of Boilers, Radiators and Associated Products 21/04/2027 1,776,360 Road Materials Testing Contract 12/05/2027 429,338 Oracle - OCI IAM - Universal Credit Expansion 17/05/2027 115,912 Cashless Parking 30/05/2027 55,000 Supply and Delivery of Commercial Catering Equipment 31/05/2027 450,000 Framework for the Provision of Vehicle Body Repairs 31/05/2027 980,000 Metal Roofing Works 08/06/2027 2,000,000 Supply and Delivery of Specialist Digital Paper 09/06/2027 280,000 Maintenance of Lighting Columns (Sports Pitches Floodlighting) 26/06/2027 640,000 Measured Term Contract for Kitchen Flooring 29/06/2027 1,997,280 222
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Tender Description Expected award date Estimated value Provision of Microsoft Support Services 30/06/2027 121,974 General Stationery and Office Paper 30/06/2027 3,600,000 Provision of Volume Mailing and Associated Services (for outbound mail and digital communications) 30/06/2027 3,643,014 Microsoft Enterprise Licensing Agreement 30/06/2027 5,000,000 Fencing Works Measured Term Contract 06/07/2027 762,928 Planned and Preventive Maintenance and Repair of Pool Plant 10/07/2027 958,519 Supply of Key Safes 22/07/2027 50,000 Supply and Delivery of Street Lighting Materials (Urbis Lanterns) 31/07/2027 50,000 Printing and Associated Services 31/07/2027 241,666 Supply, Implementation and Support of an EDRMS Corporate Solution 31/07/2027 745,503 Provision of Manned Security Services 31/07/2027 3,250,000 Reward and Recognition Scheme 11/08/2027 168,000 Employee Discounts Scheme 11/08/2027 178,471 Installation and Maintenance of Milestone CCTV Monitoring System 21/08/2027 326,092 Maintenance of Stage Production Systems 29/08/2027 1,200,000 Supply, Installation and Maintenance of a Corporate Telematics Solution 31/08/2027 400,000 Maintenance of Emergency Lighting Battery Cubicles 22/09/2027 50,000 Supply, Delivery, Installation and Maintenance of Bottled Water Coolers and Mains Fed Coolers 30/09/2027 220,000 Supply and Delivery of Ventilation, Heating and Water Heating Materials 30/09/2027 850,929 223
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Tender Description Expected award date Estimated value Cloud Hosting Services 30/09/2027 8,452,278 Concrete Repairs 05/10/2027 1,141,542 Waste Management Solution - In Cab Devices 25/10/2027 749,700 Supply of Nurture UK Emotional and Behavioural Interventions, Training and Resources 31/10/2027 100,000 Supply and Delivery of Street Lighting Materials (Cable and Wiring) 09/11/2027 50,000 Lease Management Software 09/11/2027 155,204 Supply and Delivery of Pedestrian Barriers 30/11/2027 50,000 Payables Fraud Software 30/11/2027 92,000 Back Up Contractor – Refurbishment Works 15/12/2027 4,800,000 Groundworks Measured Term Contract 21/12/2027 1,081,415 Disposal / Recycling of Gully Waste, Street Sweepings and General Road Construction Materials 27/12/2027 3,557,495 Supply, Delivery, Installation and Maintenance of Hot Beverage Machinery including training 31/12/2027 50,000 Supply and Delivery of Phonak FM Systems 09/01/2028 140,000 Hire and Maintenance of Small Plant including Independent Hand Arm Vibration and Noise Testing 09/01/2028 1,458,768 Environmental Health and Trading Standards Software Solution 31/01/2028 98,000 Cycle to Work Scheme 08/02/2028 303,107 The Supply and Delivery of Janitorial Products 18/02/2028 5,320,000 Cloud Hosted Process Mapping Software 29/02/2028 92,000 Supply and Maintenance of Software and Hardware for Parking System 31/03/2028 278,000 224
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Tender Description Expected award date Estimated value Receipt and Processing of Recyclate Waste - Container Mix 31/03/2028 931,095 Installation of street lighting columns, cables and other associated Equipment 31/03/2028 1,935,000 Supply and Support of Communications Hardware, Software and Licensing 31/03/2028 2,296,590 The Supply and Delivery of Grounds Maintenance Materials 31/03/2028 3,109,016 Supply and Delivery of Fresh Fruit and Vegetables 31/03/2028 4,773,745 Receipt and Processing of Recyclate Waste - Fibre Mix 31/03/2028 - Hamilton Masterplan Works packages 31/03/2028 TBC Burial and Cremation Software System 13/04/2028 229,180 Framework for Removals, Storage and Disposals 22/04/2028 667,500 Supply and Delivery of memorial plaques and inscriptions 30/04/2028 50,000 Repair, Inspection and Maintenance of Commercial Catering Equipment 30/04/2028 979,000 The Supply and Application of Tanker Applied Road Surface Coatings 30/04/2028 2,000,000 Maintenance of Commercial Heating - Out of Hours Contractor 15/05/2028 80,040 Provision of a Shared Digital ARC Technology Solution 16/05/2028 492,449 Lease Accounting and Portfolio Management System 25/05/2028 68,000 Provision of Water Infrastructure Services 02/06/2028 883,000 Structural Specialist Investigation of Transmission Lighting Columns 04/06/2028 60,000 Provision of Access, Hand, Mobile and Small Plant Operators Training 16/06/2028 480,000 Supply and Delivery of Temporary Signs and Associated Products 19/06/2028 115,240 225
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Tender Description Expected award date Estimated value The supply and delivery of replacement parts and fittings for Public Park play areas. 22/06/2028 50,000 Cashless Catering Solutions 30/06/2028 421,643 Disabled Adaptations Materials 06/07/2028 1,461,772 Adult Residential Care for Adults with High Complex Needs 19/07/2028 6,224,465 Supply and Delivery, Maintenance and Repairs of Cleaning Equipment 21/07/2028 320,000 The Supply and Delivery of Replacement Parts for Play Parks 31/07/2028 50,000 Microsoft Office 365 Backup and Recovery Solutions 31/07/2028 270,580 226
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Review of Procurement Strategy for 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on progress in the Procurement Strategy Action Plan 2025/2026 present the annual review of the Procurement Strategy for 2026/2027 present the Procurement Strategy Action Plan for 2026/2027 [1purpose] 2. Recommendation(s) 2.1. Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted. 1recs] 3. Background 3.1. The Council’s Procurement Strategy 2023 to 2028 was approved by Executive Committee on 17 May 2023. 3.2. In accordance with the Procurement Reform (Scotland) Act 2014, the Council must carry out an annual review of the Procurement Strategy. Progress on the delivery of the associated action plan is also reported at six monthly intervals to Finance and Corporate Resources Committee. 4. Procurement Strategy and Action Plan Update 2023/2024 4.1. The Procurement Strategy 2023 to 2028 included seven key strategic objectives, which linked to key outcomes for the Procurement Service. An update on each of these objectives and evidence of progress in working towards these outcomes is included in Appendix 1 with highlights included below:- continuation of the Council’s Procured Spend Review project, with efficiencies of £1 million included in the 2026/2027 budget improvement in levels of compliant spend in accordance with new Oracle Fusion contractual controls increased level of spend with local enterprises in 2024/2025 from 19% to 25% delivery of payment of Real Living Wage in all Social Care contracts, uplifted in April 2025 4.2. The Procurement Strategy Action Plan included specific projects for 2025/2026, in support of the strategic objectives. An update on progress across each of the actions to the end of March 2026 is provided in Appendix 2. 17 227
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4.3. A total of 11 actions were included in the action plan for 2025/2026, all of which are complete, with highlights below:- development of Whole Life Costing Approach, supporting achievement of Level 4 in Sustainability Flexible Framework: whole life costing will be used to support climate sustainability in appropriate projects supporting procurement requirements of the Council’s strategic Transformation programme implementing updated tender arrangements for Safe Staffing Act (2019) and commitments to Breastfeeding Friendly Scotland and Armed Forces Covenant 5. Procurement Strategy 2023 to 2028 Review 5.1. The Council is required to review the Procurement Strategy annually and this is the second annual review of the Procurement Strategy 2023 to 2028. The updated Strategy is included in Appendix 3. 5.2. The key strategic objectives, listed below, have been reviewed and updated to reflect current priorities and emerging issues:- compliance value for money collaboration contract and supplier management fair work first sustainable and ethical community wealth building 5.3. A number of strategic objectives have been expanded during this review period, including:- Value for Money: continue to identify efficiency opportunities for Council Budget Strategy through the Procured Spend Review Contractor and Supplier Management: commitment to social media promotion of all tender opportunities Compliance: ensure the Council’s obligations under the Care Reform Act 2025 are included in all relevant contracts 6. Procurement Strategy Action Plan 2026/2027 6.1. Appendix 4 details the Procurement Strategy Action Plan proposed for 2026/2027. 6.2. These specific actions contribute towards the achievement of the procurement strategic objectives and include:- support Resources with inflationary pressures and supply chain issues in current volatile markets review the Council’s approach to market engagement and produce updated guidance for Resources update sourcing strategy and tender documentation for the Care Reform Act (2025) and Subsidy Control Act (2022) 7. Employee Implications 7.1. There are no employee implications. 228
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8. Financial Implications 8.1. There are no direct financial implications associated with this report. 9. Climate Change, Sustainability and Environmental Implications 9.1. The Procurement Service are working with the Scottish Government’s Sustainable Toolkit, which aims to embed sustainable procurement into the Council’s procurement processes and monitors progress in achieving the Sustainable Procurement Duty, including Climate Change objectives. 10. Risk and Other Implications 10.1. The Procurement Reform (Scotland) Act 2014 requires any public organisation, which has an estimated total annual value of regulated procurement spend of £5 million or more, to prepare and publish a Procurement Strategy. An organisation must also review its Procurement Strategy annually and make such revisions as it considers appropriate for the purposes of the Act. The risk of non-compliance is mitigated by the proposals in this report. 11. Integrated Impact Assessment and Consultation Requirements 11.1. There is no requirement to carry out an equality impact assessment in terms of the proposals contained within this report. 11.2. Consultation on the revised Procurement Strategy and Procurement Strategy Action Plan for 2026/2027 has been carried out with all Resources via the Procurement Network. Jackie Taylor Executive Director (Finance and Corporate Resources) 1 August 2026 Link(s) to Council Values/Ambitions/Outcomes Accountable, effective, efficient and transparent Previous References Procurement Strategy 2023 to 2028, Executive Committee 17 May 2023 Procurement Strategy Review 2025/2026 Finance and Corporate Resources Committee 11 June 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Name: Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 229
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Appendix 1 Procurement Strategy 2023-2028 Key Objectives Objective Aim Outcome Progress Assessment of progress Compliance Ensure compliance with Procurement Regulations and the Council’s Standing Orders on Contracts Improve compliance and mitigate risk of contract challenge Procurement continues to monitor compliance with regulations and Standing Orders on Contracts across the Council, as evidenced by • Implementation of new procurement and purchasing arrangements under Oracle Fusion, including electronic authorisation of contracts. • Improvements in levels of compliant spend Good Value for Money To secure Best Value, balancing cost and quality of service and support the Council in achieving budget savings Improved Value for Money in support of the Council's Financial Strategy We continue to work with Resources in recognising demand and cost drivers and identifying opportunities for efficiencies, as evidenced by: • Procured Spend review under Council’s Transformational Review Programme • Management of price increase requests given inflationary pressures and market volatility Good Collaborative Identify and influence collaborative opportunities to work with public partners and drive value through the power of public sector procurement Improved levels of collaborative activity and delivery of efficiencies We continue to engage with procurement partners to identify collaborative opportunities and influence development of collaborative working, as evidenced by: Good 230
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• 90% participation in Scotland Excel frameworks • Positive engagement with Scottish Procurement Alliance, Procurement for Housing and Hub South West Contract and Supplier Management Support Resources to take a proactive approach to contract and supplier management to achieve innovation and value in contract delivery Ensure suppliers meet contractual obligations, drive improvements in supplier performance and achieve efficiency improvements We can demonstrate an improved approach to contract and supplier management, as evidenced by: • Improved levels of engagement with Social Care providers • Development of new electronic performance appraisal arrangements in Oracle Fusion. • Increased engagement to drive value in contracts through Procured Spend Review Good Fair Work First Work with suppliers to improve Fair Work First, including payment of the Living Wage and compliance with Council Charters Improved Fair Work First and Living Wage for those involved in delivery of Council contracts We continue to promote Fair Work First and payment of the Living Wage, as evidenced by: • Annual confirmation of payment of Living Wage in Social Care and Early Learning contracts • Continued focus on Fair Work First recommendations from Scottish Government included in all appropriate tenders. Good Sustainable and Ethical Secure wider social, economic and environmental benefits through contracts as set out in the Sustainable Procurement Duty Meet the Sustainable Procurement Duty Procurement continues to self- assess progress using the Scottish Government’s Flexible Framework to assess the organisational approach to sustainable procurement. Good 231
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• Development of Whole Life Costing approach. • Improved achievement and reporting in Community Benefits. Community Wealth Building Support and encourage the local economy to grow sustainably through the effective use of procurement to develop local communities and maximise use of Community Benefits Ensure the spending power of the Council and Community Benefits contribute towards Community Wealth and achieve National Outcomes Procurement contributes to the local spend pillar under the Community Wealth Building Strategy, as evidenced by: • Demonstrating increased levels of local spend and engagement with local contractors: for 2025/2026, this will be reported through the Local Government Benchmarking Framework in November 2026 Good 232
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Appendix 2 Procurement Strategy Action Plan 2025/2026 to 31 March 2026 Action Strategic Objective Responsibility Timescale Status Update Sustainable Procurement toolkit progress: update Flexible Framework 6 monthly: aiming to move to Level 4 in Process and Reporting from current performance at Level 3. Sustainable and Ethical Procurement 31 March 2026 Complete Achieved Level 4 in Process and Reporting following introduction of electronic performance appraisal functionality. Progress introduction of Whole Life Costing approach Sustainable and Ethical Procurement 31 March 2026 Complete Whole Life Costing approach developed and piloted, this will support climate sustainability for goods Continue to monitor Community Benefit outcomes through Cenefits software, including reporting to Procurement Network, CMT and in Procurement Annual Report. Sustainable and Ethical / Community Wealth Building Procurement / Resources 31 March 2026 Complete Community Benefits outcomes monitored effectively through Cenefits solution and reported to through Annual Procurement Report Progress the action plan for the Spend Pillar to support the delivery of the objectives of the Community Wealth Building strategy. Community Wealth Building Procurement / Economic Development 31 March 2026 Complete Spend Pillar progress monitored through Community Wealth Building Action Plan. Continue to monitor and respond to Scottish Government guidance on Living Wage. Fair Work First Procurement 31 March 2026 Complete Fair Work First standards and Living Wage guidance embedded in appropriate contracts. Continue to drive contractual and spend compliance through Oracle Fusion utilising electronic workflow processes across Resources. Compliance Procurement 31 March 2026 Complete Implementation of Procure to Pay functions have progressed well in the first year of Oracle Fusion following go live in April 2024. Efficiencies have been achieved as targeted in the operating model. 233
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Appendix 2 Procurement Strategy Action Plan 2025/2026 to 31 March 2026 Monitor impact of new Oracle Fusion electronic workflow performance appraisal function to support Resource contract management. Contract and Supplier Management Procurement and Resources 30 September 2025 Complete Performance appraisal functionality developed, and priority contracts scheduled from April 2026. Continued rollout of Oracle Fusion supplier portal to transform supplier engagement with Procure to Pay processes to electronic self-serve access. Contract and Supplier Management Procurement 31 March 2026 Complete Successful adoption of first tranche of suppliers accessing self-serve purchasing and invoicing completed. Contribute to the Council’s commitment to the Armed Forces Covenant and Breastfeeding Friendly Scotland by encouraging suppliers to participate in the schemes. Contract and Supplier Management Procurement 30 September 2025 Complete Commitment to both schemes included in tender documentation Ensure sourcing strategy and tender documents comply with new requirements of Safe Staffing Act 2019 Contract and Supplier Management Procurement and Legal 30 September 2025 Complete Safe Staffing Act requirements included in tender documentation To support the procurement requirements for the Council’s strategic investment programme Compliance Procurement 31 March 2026 Complete Procurement projects to support strategic investment programme achieved 234
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Appendix 3 Procurement Strategy 2023-2028 Annual review 2026/2027 235
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If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk Contents Section 1 Introduction by Executive Director of Finance and Corporate Resources 2 Section 2 National and local context Section 3 Purpose and delivery of the Strategy Section 4 Strategic objectives 236
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Section 1: Introduction by Executive Director of Finance and Corporate Resources This Strategy sets out the vision for council procurement for 2023-2028, demonstrating our commitment to achieving value for money and contributing to national and local priorities. The council’s vision is to “improve the quality of life for everyone in South Lanarkshire” and the works, supplies and services procured by the council have a direct impact on delivery of our services, from social care and educational supplies to new build housing. The council’s spending power can play a key role in influencing a more prosperous and sustainable South Lanarkshire, including promoting jobs and growth, fair work and tackling climate change. Our aim is to build on achievements delivered by the council’s previous procurement strategies and embed the principles of public procurement: equal treatment, transparency, competition and accountability. This strategy will be reviewed annually, and our outcomes monitored in the annual procurement report. The strategic objectives will promote best practice in procurement activity across the council, supporting delivery of high quality, sustainable and efficient services from our suppliers. Economic conditions continue to be challenging, with significant supply chain and inflationary pressures impacting on the council’s budgets for works, goods and services. Procurement will continue to support the council and our local economy during these economic circumstances and our strategic objectives reflect the wider remit for public procurement in responding to the Climate Change Emergency and Community Wealth Building. We will continue to focus on delivery of quality and value for money procured services while supporting local supply chains and quality employment opportunities. Jackie Taylor Executive Director of Finance and Corporate Resources South Lanarkshire Council 237
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Section 2: National and Local context Public sector procurement in Scotland is valued at more than £11 billion per annum and the profile and remit of procurement activity continues to evolve and change. The overarching aim of public sector procurement continues to be delivery of public value, as set out in the Scottish Model of Procurement below: The council operates within the Scottish Government’s Procurement Journey, which ensures openness and transparency in our approach and clarity for stakeholders and suppliers. The National Performance Framework sets out how local government can contribute to achievement of National Outcomes. The framework aims to implement sustainable procurement and obliges the council to consider how procurement will improve society, the economy and communities under the Sustainable Procurement Duty. Local Priorities The council’s procurement strategy allows the council to set out how procurement activity will contribute to the council and Community Planning Partnership’s wider priorities and objectives, as 238
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set out in the council plan "Connect". Procurement is at the centre of the council’s Value of being “accountable, effective, efficient and transparent” and contribute to many of the council’s strategic outcomes, including: Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Good quality, suitable and sustainable places to live People live the healthiest lives possible 239
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Our Spend Profile The council spends in the region of £400m on externally procured goods, supplies and services annually, with significant areas of expenditure including social care (£150m and construction and property (£120m)). 35% 28% 9% 8% 5% 5% 1% 9% Annual Procured Spend Social Care Construction and Property Utilities & Energy Transport and Vehicles ICT Waste & Environmental Services Food Other 240
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Section 3: Purpose and Delivery of Strategy Purpose of Strategy Under the Procurement Reform (Scotland) Act 2014, the council is required to publish a procurement strategy and review the objectives and outcomes annually. The strategy should establish the council’s strategic approach to procurement, setting out how we will deliver value for money and support delivery of national outcomes and the objectives set out in the council’s strategic plan. The council must also demonstrate how we will deliver the wider social, economic and environmental aims of procurement, as required by the sustainable procurement duty, while ensuring compliance with statutory duties and the council’s Standing Orders on Contracts. The purpose of our procurement strategy is to: • Set out clear objectives and provide a monitoring framework for reporting on our achievements and outcomes. Our strategic objectives are set out in Section 4. • Focus on people, processes and systems to deliver an effective and continually improving procurement service. Contracting Activity The council awards around 250 contracts above £50,000 each year, working within procurement regulations and our own Standing Orders on Contracts to ensure a compliant approach to contracts. We focus on open and connected procurement by publishing our Procurement Strategy and our forward plan of future opportunities is published in the Annual Procurement Report and Contract Register. We work with a range of collaborative partners in accessing framework opportunities, including Scotland Excel, Procurement for Housing, the Scottish Procurement Alliance, Crown Commercial Services and Hub South-West. The Procurement Service seek continual improvement with the Procurement and Commercial Improvement Programme, where we are currently ranked in the highest performance band and have developed a quality in house Trainee Procurement Officer graduate programme to develop talent and grow professional capacity. Strategic Objective 1 and 3 241
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Our Stakeholders Procurement works closely with both internal and external stakeholders to ensure works, goods and services are procured in accordance with strategic objectives to support the Council in delivering community services. Where appropriate, procurement arrangements will be determined by consultation feedback from community partners. Value for Money In responding to challenging economic conditions, Procurement is focused on supporting the Council to deliver Value for Money by: • Working closely with Resources in specifying works, goods and services and embedding a demand management approach. • Ensuring an open and competitive tendering approach to maximise value. • Working with collaborative partners to maximise public spending power. • Leading the Council’s Procured Spend Review to identify efficiencies for the Council Budget Strategy Strategic Objective 2 Community To support delivery of Council services to communities and contribute to positive economic growth, employment outcomes and net zero targets Suppliers Positive contract management approach with all suppliers and engagement with local SMEs and Supported Businesses for tender opportunities Colleagues Working with Council Resources and collaborative partners to deliver works, goods and services 242
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Supplier Engagement We are open and transparent in tendering activity and are committed to improving engagement with local SMEs and Supported Businesses under the council’s Community Wealth Building Strategy. This is a key strategic objective in supporting inclusive growth and fair employment opportunities: working closely with our partners in Economic Development and the Supplier Development Programme. The council has a number of performance measures in relation to supplier engagement and these are published in the Annual Procurement Report: • core trade spend with local enterprises • core trade spend across Lanarkshire and Glasgow City Region • payment of contractors and sub-contractors within 30 days Strategic Objective 4 and 7 Supplier Engagement Public Contracts Scotland Tender Opportunities •Meet the Buyer events •Talking Tenders •Pre-tender events •Build Lanarkshire •Prior Information Notices •Market Engagement •Contract Notices •Award Notices •Contract Register •Annual Procurement Report •Social Media 243
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Fair Work First and Real Living Wage The council assesses all appropriate contracts in accordance with the Scottish Government’s seven Fair Work First criteria, being: • Appropriate channels for effective voice, such as trade union recognition • Investment in workforce development • No inappropriate use of zero hours contracts • Action to tackle the gender pay gap and create a more diverse and inclusive workplace • Providing fair pay for workers, including payment of the Real Living Wage • Offer flexible and family friendly working practices for all workers from day one of employment • Oppose the use of fire and rehire practices The council encourages the payment of Living Wage in contracts and evaluates this as part of Fair Work First and continues to monitor Scottish Government guidance on Living Wage. Strategic Objective 5 244
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Sustainable Procurement Duty and the Sustainable Procurement Tools The Council recognises the key links between our Sustainable Development and Climate Change Strategy and the Sustainable Procurement Duty. This places a duty on each procurement process to consider how to improve the economic, social, and environmental wellbeing of the authority's area, facilitate the involvement of small and medium enterprises, third sector bodies and supported businesses in the process, and promote innovation. The Council works with the Scottish Government’s Sustainable Procurement Tools to optimise the economic, social and environment outcomes of procurement activity. Strategic Objective 6 Flexible Framework • Continuous assessment of how effectively sustainable procurement duty is embedded within the organisation Prioritisation Tool • Identifies risks and opportunities for sustainable procurement at category level and establishes sustainable priorities in future tendering activity Sustainabilit y Test • Determines sustainable procurement outcomes at individual tender level, including life cycle mapping 245
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Procurement of Food The Procurement team work closely with Council services who procure food and drink to ensure contractual arrangements are sustainable, reliable and meet nutritional standards while delivering Best Value and meeting the requirements of the Good Food Nation (Scotland) Act 2022. All food procurement contracts are subject to: • statutory food safety due diligence, including Environmental Health registration • compliance with food hygiene legislation • implementation of appropriate food safety management systems The Council applies a proportionate but robust approach for small and local suppliers, ensuring food safety standards are maintained while supporting local supply chains. Strategic Objective 6Community Benefits The Council seeks to maximise Community Benefits and will consider inclusion of Community Benefits in all suitable contracts above £50,000. We have developed a points menu to ensure that Community Benefits offered are commensurate with the value and term of the contract. Delivery of Community Benefits committed are monitored to maximise the positive impact on our communities. Our range of Community Benefits prioritises support for training and employment and support for young people and community groups. In partnership with Glasgow Region City Deal, the council has a Community Wish-List process in place to match community requirements with contractual opportunities. Strategic Objective 7 246
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Section 4: Strategic Objectives The council has identified seven strategic objectives to support the Procurement Strategy. In this section, we set out how we will achieve each objective and what our target outcome will be. Compliance Value for Money Collaboration Contract and Supplier Management Fair Work First Sustainable and Ethical Community Wealth Building 247
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Objective 1: Compliance Aim: Ensure compliance with Procurement Regulations and the council’s Standing Orders on Contracts How to achieve • Be open and transparent in our approach and monitor awareness of, and compliance with, Standing Orders and regulations. • Procurement team members are capable, confident and empowered to support procurement activity across categories. Drive improvement in Procurement Team capability through the Scottish Procurement Competency Framework • Continue to invest in Trainee Procurement Officer Programme to develop professional future capacity, including CIPS qualifications. • Procurement processes and systems are efficient, cohesive, streamlined and fit for purpose. • Monitor non-contractual spend and work with Resources to improve compliance. • Monitor performance against target of paying invoices within 30 days. • Quarterly meetings of the council’s Procurement Network to develop and review processes to ensure consistent standards council wide. • Aim for continual improvement in Scottish Government’s Procurement and Commercial Improvement Programme. • Develop the council’s Oracle Fusion system to secure improvements in procure to pay processes. • Ensure appropriate controls in place to identify and prevent procurement fraud in accordance with the Council’s Counter Fraud, Bribery and Corruption Policy. Outcome: Improve compliance, mitigate risk of contract challenge and prevent fraud Objective 2: Value for Money Aim: To secure Best Value, balancing cost and quality of service and support the council in achieving budget savings How to achieve • Support Resources in contract management, in recognition of challenging supply markets and inflationary pressures. • Recognise demand and cost drivers and work with Resources in identifying opportunities for efficiencies. • Implement principles of demand management, starting with “whether to buy” before “what to buy and how to buy”. • Implement Whole Life Costing approach to embed sustainability in long term value decisions. • Identify efficiency opportunities to contribute to Council Budget Strategy through the Procured Spend Review and the National Savings Programme from Scotland Excel Outcome: Improved Value for Money in support of the council’s Financial Strategy 248
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Objective 3: Collaboration Aim: Identify and influence collaborative opportunities to work with public partners and drive value through the power of public sector procurement How to achieve: • Engage with procurement partners to identify collaborative opportunities and influence development of collaborative working. • Collaborative partners include Scotland Excel, Scottish Procurement Alliance, Procurement for Housing and Crown Commercial Services. • Make an active contribution to the design of collaborative arrangements to reflect the Council’s objectives. Outcome: Improved levels of collaborative activity and delivery of efficiencies Objective 4: Contract and Supplier Management Aim: Support Resources to take a proactive approach to contract and supplier management to achieve sustainability, innovation and value in contract delivery How to achieve • Engage with suppliers to monitor contract performance and drive improvements and efficiencies. • Influence suppliers to contribute to climate change and sustainability targets. • Implement electronic process for contract and supplier management. • Encourage suppliers to participate in the Armed Forces Covenant and Breastfeeding Friendly Scotland schemes • Ensure Council’s obligations under the Care Reform (Scotland) Act 2025 and Care Reform Act (Scotland) 2025 are included in all relevant contracts Outcome: Ensure suppliers meet contractual obligations, drive improvements in supplier performance and achieve efficiency improvements. 249
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Objective 5: Fair Work First Aim: Work with suppliers to implement Fair Work First standards, including payment of the Real Living Wage and compliance with council Charters. How to achieve • Assess Fair Work First and Real Living Wage in all appropriate contracts. • Monitor compliance with Construction Charter, Ethical Care Charter and Fair Tax Charters adopted by the council. Outcome: Improved Fair Work Practices and Real Living Wage for those involved in delivery of council contracts Objective 6: Sustainable and Ethical Aim: Secure wider social, economic and environmental benefits through contracts as set out in the Sustainable Procurement Duty How to achieve • Support the council’s response to the Climate Change Emergency by improving environmental outcomes from procurement, including net-zero and carbon reduction plans. • Embed sustainability measures in procurement through use of Scottish Government’s Sustainability Tools and life cycle costing in appropriate contracts. • Require supply chain transparency from contractors to ensure appropriate ethical standards, Modern Slavery and avoid use of sanctioned countries and individuals. • Work with Police Scotland in prevention of Fraud and Disruption of Serious and Organised Crime in all appropriate contracts. • Promote the highest standards in food procurement, including consideration of animal welfare and food safety standards in our supply chains Outcome: Meet the Sustainable Procurement Duty 250
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Objective 7: Community Wealth Building Aim: Support and encourage the local economy to grow sustainably through the effective use of procurement to develop local communities and maximise use of Community Benefits How to achieve • Expand the capability of local businesses and social enterprises to bid for public sector contracts with support from Economic Development and the Supplier Development Programme. • Build on our knowledge of market supply through further analysis of local capacity to identify new opportunities for local business to grow. • Increase levels of pre-market engagement before commissioning to shape the preparation of tender requirements and prepare potential local bidders. • Increase promotion of tender opportunities to local sectors, including social media visibility of tender opportunities • Encourage local suppliers to bid for Scotland Excel contract opportunities to increase local business share of collaborative contract spend by all Scottish public bodies. • Work with anchor institutions to explore further opportunities for more local spend • Maximise our approach to Community Benefits, including delivery of Community Wish List. • Ensure contractors deliver social investment where appropriate. • Review procurement practices to deliver more local spend where possible. Outcome: Ensure the spending power of the council and Community Benefits contribute towards Community Wealth and achieve National Outcomes 251
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Monitoring Framework Delivery of the procurement strategy will be supported by an annual action plan. Each year the annual plan will be reviewed with new actions identified relevant to delivery of the strategic objectives. A reporting and monitoring framework ensure high levels of governance surround the delivery of the procurement strategy, as follows: • Annual review of the Procurement Strategy and six monthly update on strategic action plan reported to Committee. • Procurement Update, including strategic action plan, Performance Indicators and High-Risk High Value projects reported to the council’s Corporate Management Team six monthly. • Review of Sustainable Procurement Flexible Framework six monthly. • Annual service planning exercise to plan procurement activity with Resources for the forthcoming year. • Resource committee reports on Contracts Awarded every six months in accordance with Standing Orders on Contracts • Annual Procurement Report published annually in accordance with legislative requirements and approved by Committee. • Open and Transparent publication of the council’s Contract Register. 252
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Appendix 4 Procurement Strategy Action Plan 2026/2027 Action Strategic Objective Responsibility Timescale Progress rollout of Whole Life Costing approach Sustainable and Ethical Procurement 31 March 2027 Progress the action plan for the Spend Pillar to support the delivery of the objectives of the Community Wealth Building strategy. Community Wealth Building Procurement / Economic Development 31 March 2027 Continued rollout of Oracle Fusion supplier portal to transform supplier engagement with Procure to Pay processes to electronic self-serve access. Contract and Supplier Management Procurement 31 March 2027 Review the Council’s approach to market engagement and produce updated guidance for Resources Contract and Supplier Management Procurement 31 March 2027 To support the procurement requirements for the Council’s strategic investment programme Compliance Procurement 31 March 2027 Review updated guidance on Cyber Security for appropriate tenders Compliance Procurement 31 March 2027 Ensure sourcing strategy and tender documents comply with new requirements of Care Reform Act (2025) Compliance Procurement 31 March 2027 Consider Impact of Procurement Act 2023 cross border arrangements, which came into force February 2025 Compliance Procurement & Legal 31 March 2027 Review procurement approach to Subsidy Control in accordance with Subsidy Control Act 2022 updated guidance 2025 Compliance Procurement & Legal 31 March 2027 Support Resources with pricing pressures with continued market volatility Value for Money Procurement 31 March 2027 Review Council approach to dealing with bidders who may be engaged in grave professional misconduct as a result of human rights infringements and produce guidance. Compliance Procurement 31 March 2027 253
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Report Agenda Item Report to: Finance and Corporate Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Money Matters Advice Service - Annual Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- present the Money Matters Advice Service (MMAS) Annual Report for 2025/2026 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the MMAS Annual Report 2025/2026 be noted. 3. Background 3.1. Money Matters Advice Service provides integrated welfare rights, money advice, energy advice and community wellbeing services across South Lanarkshire on behalf of the Council. 3.2. The service plays a key role in supporting residents experiencing poverty, financial hardship, fuel poverty, debt, ill health, caring responsibilities and housing insecurity. 3.3. The Annual Report 2025/2026 provides an overview of service performance, project activity, partnership working and strategic developments during the year. 3.4. MMAS is accredited to Type II and Type III under the Scottish National Standards for Advice and Information Providers in relation to Welfare Rights and Money Advice services. The Standards provide independent assurance that services are delivering high-quality, person-centred advice and casework and require accredited organisations to demonstrate transparency and accountability in relation to service performance. 3.5. As part of these requirements, accredited organisations are expected to make information relating to service performance publicly available. The publication of the Money Matters Advice Service Annual Report 2025/2026 (attached at Appendix 1) fulfils this requirement and provides an overview of service activity, outcomes, partnership working and strategic developments during the year. 18 255
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4. Highlights from the Annual Report 2025/2026 4.1. Residents Supported During 2025/2026 MMAS:- supported 12,723 unique residents (11,769 new unique clients in 2025-26; some older cases were carried forward into the new financial year) created 31,803 new cases handled almost 23,000 telephone and digital enquiries maintained a client contact rate of 95% within five working days 4.2 In 2024/2025 MMAS supported 14,428 unique clients (12,404 new unique clients in 2024/2025), meaning there was reduction of 13% of all clients supported in 2025/2026 and 5% of new unique clients. There has been a slight decrease since the height of demand in 2023/2024 caused by the cost-of-living and energy crisis. 4.3. In 2025/2026, Money Matters Advice Service opened 31,803 new cases, compared with 41,399 in 2024/2025. While this represents a significant reduction in overall case numbers, much of the decrease can be attributed to the continuing migration of claimants to Universal Credit. Under the previous benefits system, separate cases were often recorded for each of the six legacy benefits, whereas Universal Credit combines these into a single claim. As a result, fewer cases are recorded despite clients often requiring support with the same range of needs in those cases. 4.4. It is important to note that Universal Credit cases are frequently more complex than those relating to the legacy benefits they replaced. 4.5. The reduction in case numbers has also been influenced by changes within the wider crisis support landscape. Over the past year, a number of food banks and fuel support schemes have introduced tighter eligibility criteria, reducing access to some forms of emergency assistance. 4.6. Financial Outcomes The service generated significant financial benefits for residents, including:- £24.9 million in benefit gains Clients presented with over £12 million of problem debt (an increase of 6% on the previous year) highlighting the significant financial pressures facing many households across South Lanarkshire £2.58 million of debt written off (an 11% increase on the previous year) An overall return of £12.91 for every £1 invested by South Lanarkshire Council 4.7. Crisis and Community Support The service continued to provide vital crisis intervention support through:- assisting residents to access 2,183 fuel vouchers worth £107,282 making 1,855 foodbank referrals completing the Cash First Project that between October 2023 and September 2025, issuing 8,763 vouchers worth £438,150 to South Lanarkshire residents who were experiencing a food or fuel crisis continued to provide advice through Community HUB outreach provision integrated Crisis and Community support with the specialist advice teams in MMAS to ensure holistic advice was provided 256
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5. Partnership Working 5.1. During 2025/2026, MMAS continued to work closely with a wide range of local, regional and national partners to maximise the support available to South Lanarkshire residents and strengthen pathways into advice, financial inclusion and crisis support services. 5.2. Key partnerships included:- South Lanarkshire Citizen Advice Bureaux NHS Lanarkshire Accountant in Bankruptcy Social Security Scotland The MacMillan Cancer Charity SGN The Fuel Bank Foundation Housing Associations and Registered Social Landlords Jobcentre Plus Lanarkshire Carers Community Link Workers South Lanarkshire Council Housing Services South Lanarkshire Council Social Work Resources South Lanarkshire Employability Services a network of approximately 50 referral partners across the statutory, third and community sectors 5.3. Partnership working also enabled MMAS to secure and deliver externally funded projects and services, extending support to residents and reducing pressure on Council resources. 6. Emerging Challenges and Opportunities 6.1. Looking ahead, several challenges and opportunities are expected to influence service delivery during 2026/2027 and beyond. These include:- a changing advice landscape, where access to some forms of crisis support, including food and fuel assistance, continues to become more restricted, whilst many households remain affected by ongoing cost-of-living pressures and financial insecurity participating and supporting the development of Marmot Community Hubs, anticipated to commence during Autumn 2026, providing opportunities to strengthen community-based support, improve early intervention and enhance access to advice services within local communities ensuring delivery of numerous partnership projects, including a Scottish Government Project to support children suspected of having or who have been diagnosed as having a neurodivergent condition maintaining accreditation under the Scottish National Standards for Advice and Information Providers, including preparation for the next external reassessment scheduled for 2028 and ensuring continued compliance with Type II and Type III standards 6.2. MMAS will continue to work with other Council services, community planning partners and external funders to respond to these challenges and opportunities and ensure residents can access high-quality, preventative and person-centred support. 257
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7. Annual Report - Appendices 7.1. The Annual Report includes a series of appendices that provide additional analysis of service delivery, client demographics and performance outcomes. 7.2. Analysis by electoral ward demonstrates that MMAS supported residents from every ward in South Lanarkshire during 2025/2026, highlighting the broad reach of the service. While levels of engagement varied between wards, the findings confirm that financial hardship and demand for advice services continue to affect communities across the local authority area. 7.3. Analysis by Scottish Index of Multiple Deprivation (SIMD) data zone shows that the Service continues to maintain a strong presence within some of South Lanarkshire's most deprived communities. However, the data also suggests that increasing numbers of residents from traditionally less deprived areas are seeking support, reflecting the wider impact of cost-of-living pressures across all communities. 7.4. Client demographic information demonstrates that MMAS continues to support many of South Lanarkshire's most vulnerable residents. A significant proportion of clients reported low household incomes, health conditions, caring responsibilities or other circumstances associated with increased financial vulnerability and social exclusion. 7.5. Customer satisfaction findings were overwhelmingly positive, with clients reporting high levels of satisfaction with the accessibility, professionalism and quality of support provided. Feedback highlighted the positive impact the Service has on reducing financial stress, improving wellbeing and helping residents navigate complex financial and welfare issues. 7.6. The appendices also explain the methodology used to calculate and verify financial gains. This demonstrates that the £27.4 million achieved for South Lanarkshire residents during 2025/2026 is based on nationally recognised reporting standards and robust quality assurance processes. The report estimates that MMAS generated a return of approximately £12.91 for every £1 invested by South Lanarkshire Council. 7.7. The Annual Report demonstrates that MMAS continues to make a significant contribution towards the Council's priorities around poverty reduction, financial inclusion, prevention and community wellbeing. During 2025/2026 the Service supported over 12,700 residents, generated more than £27.4 million in financial gains and continued to adapt to an increasingly complex advice landscape. The report highlights both the scale of need across South Lanarkshire and the important role that advice services play in supporting residents and preventing wider social and financial problems. 7.8. The report will be published on the Council's website following presentation to Finance and Corporate Resources committee. 8. Employee implications 8.1. There are no known employee implications arising from this paper. 9. Financial Implications 9.1. There are no know financial implications of this paper. 258
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10. Climate Change, Sustainability and Environmental Implications 10.1 There are no known climate change, sustainability or environmental implications arising from this paper. 11. Risk and other implications 11.1. There are no implications for risk in terms of the information contained within this report. 12. Integrated Impact Assessment and Consultation Requirements 12.1 An Integrated Impact Assessment is not required as this paper is for information only and does not propose any change to Council policy, service provision or resource allocation. 12.2 No formal consultation has been undertaken in relation to this paper. However, the Annual Report includes analysis of client feedback, service user demographics and service outcomes which have informed the findings presented. Jackie Taylor Executive Director (Finance and Corporate Resources) 28 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Finance and Corporate Resources,10 September 2025 List of Background Papers Money Matters Advice Service Annual Report 2025/2026 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Name: Craig Fergusson, Head of Finance (Transactions) Ext: 4591 (Tel: 01698 454951) E-mail: Craig.Fergusson@southlanarkshire.gov.uk 259
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Introduction Year in Review Part One: Delivering Advice and Support Community Wellbeing Team Money Advice Team Welfare Rights Team Energy Advice Team Case Studies How to Refer to Money Matters Advice Service (MMAS) Part Two: Projects, Partnerships and Innovation Targeted support through strong partnerships Early Years – Families with Young Children Households in Fuel Crisis SGN Energy Advice Project Cash First Project: Delivered Dignified Support During the Cost-of-Living Crisis Supporting Communities Through Local HUBs Supporting Lanarkshire's Carers Part Three: Emerging Challenges and Opportunities A Changing Advice Landscape Developing a Trauma-Informed Approach: Supporting People Through Person-Centred Practice Ask and Act Duties under the Housing (Scotland) Act 2025 Maintaining Excellence Through the Scottish National Standards Part Four – Appendices Client Distribution by Electoral Ward Understanding Our Clients by Level of Deprivation Who We Support Client Feedback and Satisfaction How we Calculate Financial Gains Service Delivery by Electoral Ward 262
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Introduction Welcome to the Money Matters Advice Service (MMAS) Annual Report for 2025–26. This report highlights the work undertaken during a year in which many residents continued to face significant financial pressures arising from the cost-of-living crisis, poor health, caring responsibilities, housing insecurity and wider social inequalities. Against this backdrop, MMAS remained committed to delivering accessible, person-centred support that helps residents address immediate difficulties while building longer-term financial stability and resilience. Throughout the year, the Service continued to adapt to a changing advice landscape. While overall case numbers reduced, the level of need remained high and the issues presented by clients often became more complex. Increasingly, residents required support across multiple areas, including welfare benefits, debt, energy affordability, housing-related concerns and crisis intervention. MMAS responded through a coordinated, holistic model that ensures people receive the right support at the right time. This report is structured around three key themes. The first explores the work of the Community Wellbeing, Welfare Rights, Money Advice and Energy Advice Teams, whose combined efforts supported over 12,700 residents during the year. The second highlights the projects and partnerships that extend the reach of the Service, including work supporting carers, families with young children, people affected by cancer, households experiencing fuel poverty and residents seeking employment. The third considers the wider challenges and opportunities facing advice services, including welfare reform, homelessness prevention, trauma-informed practice and the continuing need to tackle poverty and financial exclusion. During 2025–26, MMAS secured almost £25 million in welfare rights gains, helped clients address over £12 million of problem debt and delivered an overall financial benefit of more than £27.4 million for South Lanarkshire residents. Behind these figures are thousands of individual stories of people receiving support during some of the most difficult periods of their lives. The report concludes with appendices examining who accesses the Service and where support is being delivered across South Lanarkshire. Together, these sections demonstrate the breadth of our reach, our continued focus on supporting those most affected by poverty and inequality, and the value of investing in high-quality advice services. The achievements outlined throughout this report reflect the dedication, professionalism and compassion of our staff and partners. Their commitment continues to make a significant difference to residents, helping to improve financial wellbeing, reduce poverty, prevent crisis and strengthen communities across South Lanarkshire. 263
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Year in Review Annual Highlights 2025–26 PEOPLE SUPPORTED �� 12,723 Unique Residents Assisted �� 31,803 New Cases Created ��������� 95% Clients contacted within 5 days CRISIS & COMMUNITY SUPPORT � 2,183 Fuel vouchers issued to clients 🍽🍽 1,855 Referrals to local foodbanks 🎟🎟 22,988 Telephone and Digital enquiries handled DELIVERING FINANCIAL OUTCOMES ✔ £2.58 M Debt Written Off ����� £24.89 M Financial Gains (Benefits) ��� £12 M Total debt dealt with ��� £12.91 Return per £1 Invested by SLC 264
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Part One: Delivering Advice and Support Community Wellbeing Team The Community Wellbeing Team continued to play a critical role within Money Matters Advice Service (MMAS) during 2025–26, acting as the frontline gateway to support for residents experiencing financial hardship and wider social challenges. As the first point of contact for many residents, the team provides much more than access to services; it delivers early intervention, crisis prevention and person-centred support at some of the most difficult points in people's lives. Throughout the year, the team managed 16,805 telephone enquiries, maintaining a high level of accessibility despite continuing changes in demand and service delivery. Overall, 94.83% of calls were answered, ensuring residents could quickly access support when required. Alongside telephone contact, the team also processed 6,183 digital referrals, providing multiple routes for residents to seek assistance and ensuring that support remained accessible across South Lanarkshire. Spoke to Janice who couldn’t have been friendlier and more helpful and was very informative. The work of the Community Wellbeing Team extends far beyond answering calls and processing referrals. The team plays a pivotal role in identifying unmet need, coordinating support and ensuring residents receive the right intervention at the earliest opportunity. They also provide essential day-to-day business support across the wider service, helping to coordinate workloads, manage referrals and maintain the smooth operation of MMAS. During 2025–26, the team undertook a substantial range of activity, including: • 3,622 general enquiries • 552 Financial Wellbeing Health Check referrals • 3,412 enquiries requiring further assessment or escalation • 3,793 tasks generated and coordinated • 4,422 completed tasks • 1,970 incoming items of correspondence • 6,596 outbound communications • 396 SGN energy-related referrals • 227 completed Adult Disability Payment (ADP) and Pension Age Disability Payment (PADP) applications These figures demonstrate the breadth and complexity of the team's contribution and highlight the significant amount of work taking place behind the scenes to coordinate support for residents. Importantly, the Community Wellbeing Team should not be viewed as a traditional high- volume contact centre operating on a transactional model. Instead, the service adopts a relational and person-centred approach, recognising that many residents contact MMAS during periods of crisis, uncertainty and vulnerability. Individuals contacting the team are often experiencing multiple and interconnected challenges including financial hardship, poor physical or mental health, bereavement, social isolation, housing instability or family difficulties. 265
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Staff therefore invest time in building trust, understanding wider circumstances and identifying needs that may not initially be apparent. What may initially present as a request for food or fuel assistance frequently reveals broader issues relating to benefit entitlement, debt, housing concerns, health conditions or wider family circumstances. Through taking time to listen and understand the individual behind the presenting issue, the team is able to provide meaningful interventions which support longer-term stability rather than simply responding to immediate crisis. This relational approach is reflected in increasing call handling times across the service, with average calls exceeding 8 minutes during the year. While this can reduce throughput compared with more transactional service models, it reflects the complexity of the issues being presented and the team's commitment to delivering high-quality, person-centred support rather than processing interactions as quickly as possible. Rather than simply acting as a gateway into services, the Community Wellbeing Team often becomes the first trusted relationship residents establish when seeking support. The team's ability to build rapport, identify underlying needs and coordinate effective interventions plays a critical role in preventing problems from escalating, reducing pressure on wider services and improving outcomes for some of South Lanarkshire's most vulnerable residents. 266
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Money Advice Team The Money Advice Team continues to play a vital role in supporting residents across South Lanarkshire who are experiencing financial hardship, problem debt, and the ongoing pressures of the cost-of-living crisis. In 2025–26, the service supported over 2,078 unique clients, helping individuals and families regain control of their finances, avoid crisis situations, and work towards long-term financial stability. The team provides free, confidential, and impartial advice across a wide range of money and debt issues up to Scottish National Standards Level III, supporting clients with a variety of debts issues including rent and mortgage arrears, council tax and fuel debt, and unsecured borrowing such as credit cards and personal loans. Advisors work closely with clients to develop sustainable budgets, maximise income, prioritise essential outgoings, negotiate affordable repayment plans, and access appropriate formal debt solutions, including Debt Arrangement Schemes and Bankruptcy where appropriate. During the past year, the team supported clients to address £12 million (up 6% on previous year) of problem debt, writing off more than 2.5 million (up 13%). In addition to the significant financial impact, this work has contributed to reducing stress, preventing eviction and homelessness, and improving overall wellbeing. As one client reflected: “She was genuinely interested and responsive to my problem and made me feel that the stress of trying to solve it on my own was gone.” A key priority this year has been reducing delays in accessing appropriate debt solutions, enabling clients to achieve relief from financial stress more quickly. Advisors have maintained flexible engagement through a range of channels, including telephone, face-to- face appointments, and digital case management. Processes continue to be reviewed and refined to ensure a seamless, efficient, and effective client experience. Demand for the service has continued to rise, with increasing complexity in priority debt cases driven by ongoing cost of living pressures. In response, the team has strengthened its outreach by delivering services through community hubs and deepening partnerships with Housing, Social Work, and Benefits and Revenue Services. This collaborative approach ensures residents can access support at the earliest opportunity and in the most convenient setting. In response to South Lanarkshire Council’s declared housing emergency, the Money Advice Team has taken on an enhanced role in homelessness prevention. By intervening early with residents facing rent or mortgage arrears, the team helps negotiate repayment plans, address underlying debt issues, and support individuals and families to remain in their homes. This targeted work is a key component of the Council’s wider strategy to address increasing housing pressures. Looking ahead, a key focus will be strengthening internal and external partnerships in line with the ‘Ask and Act’ duty under the Housing (Scotland) Act 2025. This will place responsibilities on public bodies to identify households at risk of homelessness and take preventative action. Early referral to Money Advice services will be central to this approach, helping to reduce risk, alleviate pressure on clients, and support housing services. 267
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Through its work, the Money Advice Team continues to make a significant contribution to reducing poverty, preventing homelessness, and promoting financial inclusion across South Lanarkshire. The service remains committed to adapting and responding to emerging challenges in the year ahead. 268
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Welfare Rights Team The Welfare Rights Team continues to play a central role within Money Matters Advice Service (MMAS), supporting residents across South Lanarkshire to maximise their income and access the full range of social security benefits and entitlements available to them. During 2025–26, the team continued to make a significant impact in the lives of individuals and families experiencing financial hardship, particularly those affected by ill health, disability, bereavement, caring responsibilities, unemployment, low income, and the ongoing cost-of-living crisis. The team provides comprehensive Welfare Rights support and up to Level III advice across a wide range of complex benefit matters. This includes undertaking benefit entitlement checks, assisting with the completion of benefit application and review forms, challenging benefit decisions, preparing mandatory reconsiderations and appeals, undertaking kinship care calculations, assessing the financial implications of returning to work, and representing clients at Social Security tribunals. The specialist knowledge and experience within the team ensures residents receive informed and effective support throughout every stage of the welfare benefits process. During 2025–26, the Welfare Rights Team supported 9,968 individuals and families and secured financial gains totalling £24.9 million on behalf of clients. These gains included both backdated benefit awards and ongoing benefit entitlements, providing a vital source of financial support for many households experiencing poverty and financial insecurity. The team represented clients in 103 appeals during the year, with over 56% resulting in successful outcomes for residents. These outcomes often had a significant impact on household income, financial stability, and overall wellbeing. One client described the support they received as follows: “Money Matters Advice Service is excellent. The adviser was superb and knew the advice and service I needed. I have been very happy with the help I received, from doing the forms to the financial gain I received. The service eased so much stress after being diagnosed with cancer.” Partnership working continues to be a key strength of the Welfare Rights Team. The team works closely with a wide range of internal and external partners to ensure residents are identified and referred for support as early as possible. This includes close working relationships with NHS primary and secondary care services, Community Link Workers, Advocacy Services, Jobcentre Plus, Lanarkshire Carers, and other community-based organisations. The team also provides an important support function across South Lanarkshire Council services. Welfare Rights Advisers are responsible for undertaking all kinship care financial calculations requested by Social Work Services and regularly provide advice and guidance to council colleagues on complex welfare benefit issues. In addition, the team has developed and delivered a range of welfare rights and service awareness training courses available to South Lanarkshire Council employees through Fusion. These courses aim to improve understanding of welfare benefits, increase awareness of available support, and strengthen staff capacity to identify residents who may benefit from referral to MMAS. Welfare Rights Advisers also regularly engage with both 269
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internal and external partners to promote awareness of benefits and encourage appropriate referrals. The Welfare Rights Team includes several specialist adviser roles designed to meet the needs of specific client groups. This includes advisers specialising in support for serving Armed Forces personnel and veterans, early years and families with children under five or expecting a child, clients affected by cancer, council and NHS employees experiencing cost-of-living difficulties, kinship care support, benefits relating to neurodivergent children, and residents requiring back-to-work financial advice and support. By helping residents maximise household income, improve financial resilience, and access essential support, the Welfare Rights Team continues to play a vital role in tackling poverty, reducing financial inequality, and improving outcomes for some of the most vulnerable individuals and families across South Lanarkshire. 270
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Energy Advice Team The ongoing cost-of-living crisis has placed unprecedented pressure on households, with energy affordability emerging as one of the most significant challenges. Rising prices have affected every community we serve, and demand for specialist support has continued to grow. Over the past year, Money Matters supported households with more than £1.2 million in energy-related debt, and more than 3,000 households received basic energy advice from our service. Our Energy Advice Team provides comprehensive, practical assistance to help households navigate an increasingly complex energy landscape. The team offers guidance on a wide range of issues, including energy efficiency advice and access to grants, tariff reviews, support with energy debt, help accessing energy funds, negotiating affordable repayment arrangements, resolving metering problems, addressing complex billing issues, and managing complaints with suppliers or the ombudsman. This holistic approach ensures that clients receive the tailored support they need to stabilise their energy situation and reduce financial stress. I would like to mention Mark. I was extremely concerned about the situation I found myself in. Mark was extremely knowledgeable and reassuring. He helped bring the situation to a fantastic conclusion. I can't speak highly enough. In addition to one-to-one casework, the team continues to deliver vital support through our network of local outreach hubs, ensuring advice is available within the heart of the communities we serve. We also maintain a regular presence at Hairmyres Hospital, offering immediate access to energy advice for staff, patients, and visitors who may be experiencing financial pressure or uncertainty around their energy use. Looking ahead, our focus is on strengthening early intervention and empowering households to take greater control of their energy consumption. Over the coming year, we will prioritise promoting energy efficiency, supporting new tenants to correctly set up their energy accounts, helping clients uncap meters where appropriate, reducing reliance on fuel vouchers by addressing underlying issues, and equipping households with the knowledge and confidence to manage their energy bills more effectively. Through this work, the Energy Advice Team continues to play a crucial role in supporting households through financial hardship, improving wellbeing, and ensuring that everyone has access to safe, affordable energy. 271
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Case Studies Welfare Rights Team A parent caring for a young child with an undiagnosed neurodivergent condition contacted the service while awaiting assessment. The client was working part-time but was finding it increasingly difficult to balance employment with the additional care and support needs of their child. A comprehensive benefits check identified a potential entitlement to Child Disability Payment. Following a successful application, the family also became entitled to additional Universal Credit, increased support with rent and Council Tax, and the Child Winter Heating Payment. The additional income provided much-needed financial stability, enabling the client to remain in work and access suitable childcare. The client described feeling overwhelmed by the positive change in their circumstances and the reduction in financial pressure. Macmillan Welfare Rights Service A couple were referred to the Welfare Rights Team following a terminal cancer diagnosis. A full benefits assessment identified entitlement to Pension Age Disability Payment under the Special Rules for Terminal Illness process. Following a successful award, the household also became entitled to additional support through Pension Credit, Council Tax Reduction and Carer Support Payment. The team's involvement continued following the death of the client's partner. An adviser provided ongoing support to maximise the widow's income as a single person and successfully secured assistance with funeral expenses. The client expressed deep appreciation for the support received during one of the most difficult periods of their life, highlighting the value of having practical and compassionate assistance when it was needed most. Community Wellbeing Team A family with five children contacted the service after experiencing financial difficulties caused by a gap in benefit payments and rising household costs. With no money available and no credit remaining on their gas or electricity meters, the family were struggling to meet basic day-to-day needs. Ongoing health issues within the household added further pressure to an already challenging situation. The Community Wellbeing Team acted quickly to provide emergency support, including fuel vouchers and a foodbank referral to ensure access to heating, electricity and essential food supplies. The family was also referred for budgeting support and a Welfare Rights assessment to explore additional benefit entitlements and eligibility for a Discretionary Housing Payment. This immediate intervention helped stabilise the family's circumstances, relieving the immediate crisis while putting longer-term support in place to improve their financial wellbeing. Money Advice Team After years of struggling with mounting debt, a client sought support from Money Matters following advice from their GP. The stress of managing creditor pressure and wage arrestment had significantly affected their mental health and ultimately led to them leaving work. During their initial appointment, a Money Adviser took time to fully understand the client's circumstances and explore the options available. Following a detailed assessment, bankruptcy was identified as the most appropriate debt solution. Although initially concerned about the stigma often associated with bankruptcy, the client was reassured that it was a legitimate route to resolving unmanageable debt and rebuilding financial stability. 272
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With support from the adviser, the application was completed and approved within days. The outcome brought immediate relief, removing a significant source of stress and allowing the client to focus on their health and recovery. Energy Advice Team An elderly homeowner contacted the service worried about rising energy costs and concerned about how she would manage through the winter months. During discussions with an Energy Adviser, it became clear that her ageing heating system, which was over 25 years old, was no longer operating efficiently and was contributing to high energy bills and an inadequately heated home. The adviser referred the client to one of the service's energy partners to explore available assistance. Following assessment, she was awarded a fully funded package of energy efficiency improvements worth £13,500, including a new heating system, upgraded radiators, improved insulation and other energy-saving measures. The improvements transformed the client's situation, providing a warmer, more energy- efficient home, reducing ongoing fuel costs and giving her peace of mind that she could remain comfortable without worrying about the affordability of heating her home. 273
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How to Refer to Money Matters Advice Service (MMAS) Residents and partner organisations can make referrals to MMAS in several ways. Emergency Support and Telephone Referrals Urgent requests for emergency support, including foodbank and fuel bank referrals, must be made by calling the Community Wellbeing Team Helpline. This allows us to respond in real time and work towards making referrals to the appropriate partner agency on the same day. Residents and partner organisations can also use the helpline to make referrals for any other MMAS service. The Helpline number opening times are: Monday, Tuesday, Thursday, Friday 9am-4pm, Wednesday 11am-4pm. The Helpline number is: 0300 029 0041 Online Referral Form Residents and partner organisations can submit a referral using our online form, which can be accessed by scanning the QR code with a smartphone or visiting www.southlanarkshire.gov.uk and navigating to Benefits and money advice → Managing your money → Money Matters Advice Service → Enquiry Form Supporting evidence can also be uploaded with the form where required. Email Referrals We cannot accept referrals by email. Emails often do not include all the information required, which can delay the referral being processed. Using the online referral form or contacting the Community Wellbeing Team Helpline helps ensure that referrals are processed promptly and residents receive a quicker response. Community Hubs Residents can also speak to MMAS in person at one of our Community Hubs. A full list of Hub locations and details of when MMAS will be attending are available at www.southlanarkshire.gov.uk. Navigate to: Benefits and money advice → Managing your money → Money Matters Advice Service → Community Hubs 274
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Part Two: Projects, Partnerships and Innovation Targeted support through strong partnerships MMAS continues to deliver a range of targeted projects in partnership with key agencies, ensuring that support reaches those most at risk of poverty, poor health, and financial exclusion. In 2025-26 our project work has expanded both in reach and impact, offering tailored advice and income maximisation support across diverse settings. SGN Energy project Funded by SGN, the initial project ran for 18 months and supported 8,694 households. The primary focus was on reducing fuel poverty among vulnerable households through a range of targeted interventions. These included providing emergency support, assisting with applications for energy grants, promoting Priority Services Registration for energy and water, raising awareness of carbon monoxide (CO) risks, and distributing free CO monitors where required. Macmillan cancer support project In partnership with Macmillan Cancer Support, this project funds a specialist Welfare Rights Officer who provides tailored benefits advice and support to people affected by cancer. Advisers work closely with patients, families and healthcare professionals to ensure individuals access the financial support available to them, including referrals for debt and energy advice where required. A cancer diagnosis can lead to significant financial pressures through reduced income, increased household costs, travel expenses and additional care needs. Timely welfare advice helps reduce financial hardship and stress, enabling individuals and families to focus on their health and wellbeing. During 2025–26, the service supported 745 clients affected by cancer, securing over £1.9 million in annual financial gains, demonstrating the value of early intervention and specialist advice. Neurodiversity in Children project The Neurodiversity in Children Project is a one-year test-of-change initiative funded through the Scottish Government's Child Poverty Practice Accelerator Fund during 2026–27. Delivered in partnership with the South Lanarkshire Autism Resources Co- ordination Hub, it aims to increase the early take-up of disability benefits and financial support for families caring for neurodivergent children and young people. Many families face additional costs and financial pressures long before a formal diagnosis is received. As Child Disability Payment is based on a child's care and mobility needs rather than a diagnosis, eligible families may be able to claim while awaiting assessment. The project will provide a dedicated Welfare Rights Officer to help families understand their entitlements, apply for benefits, and maximise household income. By improving access to support at an earlier stage, the project seeks to reduce child poverty and improve financial wellbeing for families across South Lanarkshire. 275
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NHS cost of living project – Hairmyres Hospital Embedded within Hairmyres Hospital, this project offers immediate financial advice and support to NHS Teams and their patients affected by the cost-of-living crisis. The on-site adviser works with clinical staff to raise awareness of support available within Money Matters Advice Service and identify the needs of patient, whilst delivering rapid, compassionate support when needed. This project is extended to support SLC/NHS employees also facing financial difficulty and offering free and confidential advice and support. Employability project – South Lanarkshire Council’s employability services In partnership with South Lanarkshire Council’s employability services, this project helps individuals overcome financial barriers to work. This project provides benefits, debt and energy advice to clients as they prepare for, return to, increase or sustain employment, ensuring they can transition into work without risking financial hardship. This involves back to work calculations, appropriate benefit applications and assistance to apply for work related grants. This funded project allows for an adviser to provide outreach support within some Jobcentre plus offices, attend hubs whilst working closely with Routes to work and Employability. This project has generated just over £741k in annual financial gains in 25/26. 276
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Early Years – Families with Young Children (Formerly the Telephone Advice Line for Pregnant Women and Young Families) This project provides personalised support to families with children under five and those expecting their first child. The service helps families understand their benefit entitlements, access maternity and early years support, manage household finances, and address debt issues. Many families experience financial pressures during pregnancy and early parenthood due to increased costs, reduced earnings, employment changes, and difficulties accessing available support. Poverty at this stage can affect maternal health and wellbeing, increase stress, impact housing stability, and make it harder to prepare for the arrival of a child. Early intervention through income maximisation helps prevent families reaching crisis point. The project supports access to a wide range of assistance, including social security benefits, maternity payments, disability benefits, childcare support, grants, return-to-work advice, energy and debt advice, and emergency assistance. Many families are unaware of the support available or face barriers navigating complex application processes. By providing practical guidance and advocacy, the project helps ensure families receive the financial support to which they are entitled, reducing hardship and improving outcomes for both parents and children. During 2025–26, the project supported 853 families, securing more than £749,000 in financial gains. Together, these projects demonstrate the value of integrated services that meet people where they are—at home, in hospital, and in the community—and recognise financial wellbeing as a key contributor to wider health and social outcomes. 277
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Households in Fuel Crisis In 2025–26, MMAS continued its valued partnership with the Fuel Bank Foundation to support households experiencing fuel poverty and energy hardship. During the year, 1,476 emergency fuel vouchers were issued to 1,015 clients through the Fuel Bank Foundation, helping vulnerable households maintain access to gas and electricity during periods of acute financial difficulty. The vouchers issued through the Fuel Bank Foundation had a total value of £72,514. In total, 2,183 energy vouchers were issued across all support programmes during the year, including: • 1,476 issued through the Fuel Bank Foundation • 536 issued through funding provided via MMAS’s partnership with SGN • Referrals for fuel vouchers through the Clydesdale Foodbank • Support through the Scottish Power Hardship Fund • Referrals to Scottish Community Action for Renewables and Fuel (SCARF) Collectively, vouchers issued through SGN, the Scottish Power Hardship Fund, SCARF and referrals through the Clydesdale Foodbank amounted to a further £30,070 in support, bringing the overall value of energy voucher assistance provided during the year to £107,282. The number of vouchers issued this year reduced in comparison to previous years following changes to the eligibility criteria for accessing fuel vouchers. The revised criteria are intended to ensure that support is targeted at households experiencing genuine fuel crisis, with supporting evidence now required as part of the application process. While this can present additional challenges for some clients, MMAS continues to provide support wherever possible, including exploring alternative sources of assistance and practical solutions tailored to individual circumstances. MMAS remains committed to developing strong partnership working arrangements with other organisations and providers to maximise the support available to vulnerable clients within our communities. 278
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SGN Energy Advice Project The SGN-funded Energy Advice Project played a significant role during 2025–26 in supporting vulnerable households experiencing fuel poverty and wider energy-related hardship across South Lanarkshire. Funded by SGN, the project supported 8,694 households throughout the funding period and provided a wide range of targeted interventions designed to reduce fuel poverty and improve household resilience. Support included emergency financial assistance, billing and supplier advocacy, assistance with energy grant applications, benefit entitlement checks, Priority Services Registration (PSR) for both energy and water, and the promotion of carbon monoxide safety awareness, including the distribution of free CO monitors where appropriate. As the project developed, it became increasingly evident that residents were experiencing a broad spectrum of complex energy-related difficulties extending beyond fuel debt alone. Advisers regularly supported households affected by rising energy costs, capped meters, self-disconnection, supplier disputes, and difficulties establishing energy accounts at the start of tenancies. These issues often contributed directly to financial hardship, backdated billing, and increased vulnerability. In response to these emerging challenges, the Energy Team developed specialist expertise and tailored interventions to help residents navigate increasingly complex energy systems and supplier practices. The project also highlighted the importance of early intervention and preventative support, particularly in relation to tenancy set-up processes and prepayment meter issues, which were identified as significant drivers of fuel poverty risk. The project demonstrated the value of integrated partnership working and a holistic support model. Energy advice frequently acted as a gateway to wider money advice, welfare rights, and crisis support services, helping residents access broader financial assistance and improving engagement with vulnerable households. Strong partnership arrangements with housing and NHS significantly improved referral pathways and ensured residents could access support at an earlier stage. Key outcomes delivered through the project included: • 8,694 households supported • 4,083 households receiving energy advice • 2,309 Priority Services Register (Energy) registrations • 2,225 Priority Services Register (Water) registrations • 1,467 households assisted with billing support • 522 clients receiving debt advice • 609 benefit entitlement checks completed • 532 emergency fund interventions provided The success and impact of the project has resulted in further funding being secured from SGN, enabling MMAS to continue developing and expanding specialist energy advice and fuel poverty support services for residents across South Lanarkshire during the period 2026–2028. This continued investment will support the ongoing delivery of early intervention, crisis prevention, and targeted assistance to vulnerable households experiencing fuel poverty and wider energy-related hardship. 279
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Cash First Project: Delivered Dignified Support During the Cost-of-Living Crisis The Cash First Project was launched in October 2023 as part of South Lanarkshire Council's response to the cost-of-living crisis. Funded through the Scottish Government's Local Authority COVID Economic Recovery Fund (LACER) and delivered by the Money Matters Advice Service (MMAS) in partnership with South Lanarkshire's Citizens Advice Bureaux, the project provided immediate financial support to residents experiencing food and fuel insecurity. Rather than relying solely on traditional emergency aid, eligible households received £50 PayPoint vouchers, giving people greater choice and dignity in meeting essential needs. Between October 2023 and September 2025, the project supported 5,258 households through 8,763 vouchers worth £438,150. Importantly, 97% of eligible applicants received support on the same day they contacted the service. A key strength of the project was its integration within MMAS's wider holistic support model. Alongside crisis assistance, clients were connected to Welfare Rights, Money Advice and Energy Advice services to address the underlying causes of financial hardship. This approach generated an estimated £15.9 million in wider financial gains through benefit uptake, debt solutions and income maximisation activity. Most households required only limited support, with 63.8% receiving a single voucher and a further 19.5% receiving two. The relatively low level of repeat presentations reflects the effectiveness of combining emergency assistance with longer-term advice and support that helped improve financial stability and resilience. The project also provided valuable insight into the drivers of hardship across South Lanarkshire. Rising living costs, ill health, debt, unexpected expenses and delays in benefit payments were among the most common reasons for support. The majority of recipients were from low-income households, including social housing tenants, lone parents and people living with long-term health conditions. Although dedicated funding ended in September 2025, the project demonstrated the value of combining rapid crisis intervention with wider financial inclusion support. The learning continues to shape MMAS service delivery, strengthening partnerships and informing future approaches to helping residents overcome financial hardship and build greater financial resilience. 280
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Supporting Communities Through Local HUBs During 2025–26, the Community HUBS programme continued to strengthen the presence and accessibility of South Lanarkshire Council's Money Matters Advice Service (MMAS) within local communities. Delivered from trusted community venues, the HUBS provide an important face-to-face point of contact for residents seeking support with debt, welfare rights, energy issues and wider financial hardship. MMAS currently delivers outreach support through six regular HUB locations: • Clic Lanark Pharmacy, Lanark • Burnbank Gilmour Parish Church, Hamilton • Hillhouse Parish Church, Hamilton • Strutherhill Community Hub, Larkhall • Greenhills Community Centre, East Kilbride • Hareleeshill Gospel Hall, Larkhall The HUBS help ensure advice services remain visible, approachable and accessible to residents who may face barriers to engaging with office-based, digital or telephone services. They also provide an effective route into wider MMAS services where more specialist support is required. Delivery is supported collaboratively by Money Advice, Welfare Rights and Energy Advice staff, enabling a holistic approach that recognises the links between debt, low income, fuel poverty and wider wellbeing issues. This helps identify underlying problems early and ensures coordinated support tailored to individual needs. Demand for HUB-based support has continued to grow, with increasing interest from communities and partner organisations seeking additional sessions and expansion into new areas. This reflects the recognised value of locally delivered, preventative advice services and the importance of maintaining a visible presence within communities experiencing financial hardship. Alongside community HUB activity, MMAS also provides weekly outreach support within Hairmyres Hospital, working with hospital staff and discharge teams to help prevent delayed discharges where patients may be returning home without adequate energy provision. The HUBS continue to be well regarded by residents and partner organisations, helping to reduce barriers to support, strengthen community relationships and improve engagement with vulnerable households. Several locations have recently introduced client feedback processes to support service improvement and strengthen future evaluation of outcomes and impact. 281
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Supporting Lanarkshire's Carers Carers play a vital, yet often unseen, role in supporting some of the most vulnerable members of our communities. Every day, unpaid carers dedicate their time, energy and emotional resilience to caring for family members, friends and loved ones who are affected by disability, long-term illness, mental health conditions or the challenges associated with ageing. Without their contribution, many individuals would struggle to remain independent and health and social care services would face significantly greater pressures. While caring can be rewarding, it can also create substantial financial challenges. Many carers are required to reduce their working hours, change employment, or leave work altogether to meet their caring responsibilities. This loss of income often comes at the same time as increased household costs associated with caring, placing many carers at greater risk of poverty and financial insecurity. Money Matters Advice Service recognises the invaluable contribution made by carers and remains committed to ensuring they receive the financial support to which they are entitled. Through specialist welfare rights advice, benefit checks and income maximisation support, the service helps carers navigate a complex benefits system and access support such as Carer Support Payment, Universal Credit, Pension Credit, Council Tax Reduction and disability-related benefits for the person they care for. In many cases, carers are unaware of the full range of support available to them or may not realise that an award of disability benefits for the cared-for person can unlock additional entitlement for the carer and other members of the household. By taking a holistic approach, advisers are able to identify opportunities to maximise household income and improve financial resilience. During the year, support provided by Money Matters Advice Service generated more than £5 million in annual financial gains for carers across South Lanarkshire. These additional resources help carers meet the financial demands of their caring role, reduce financial stress and improve overall wellbeing for both carers and those they support. Supporting carers is not simply a matter of financial inclusion; it is an investment in stronger families, healthier communities and more sustainable public services. By helping carers access the support they are entitled to, Money Matters Advice Service continues to play an important role in recognising and valuing the essential contribution carers make to communities throughout South Lanarkshire. 282
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Part Three: Emerging Challenges and Opportunities A Changing Advice Landscape The advice landscape continued to evolve during 2025–26, with changes in welfare policy, crisis support provision and the wider cost-of-living environment influencing how residents engaged with advice services. At first glance, overall case numbers reduced during the year. However, this does not necessarily indicate a reduction in demand or need. While case volumes fell by 23%, the number of unique clients assisted reduced by only 5%, suggesting that financial hardship remains widespread across South Lanarkshire. One of the most significant changes was the conclusion of the Cash First Project and the tightening of eligibility criteria for some food and fuel support schemes. These changes reduced the range of practical assistance available and may have discouraged some individuals from seeking help. There is also evidence that demand has been displaced to other agencies, who themselves are struggling. In response, MMAS has continued to develop partnerships and secure additional sources of support for residents facing hardship. The continued rollout of Universal Credit Managed Migration has also changed the nature of advice work. As multiple legacy benefits are replaced by a single Universal Credit claim, fewer cases are recorded overall, although the issues presented are often more complex and require advisers to address several aspects of a client's circumstances within one case. While some areas of activity reduced, demand in others increased. Debt advice cases continued to rise, energy advice activity more than doubled, and digital referrals increased significantly. The Community Wellbeing Team now generates almost two-thirds of all MMAS cases through its triage and assessment function, reflecting the Service's focus on early intervention and directing residents to the right support at the earliest opportunity. Importantly, financial gains remained strong despite lower case numbers. Advisers helped many residents secure Transitional Protection through Managed Migration, while increased benefit take-up activity and the continued rollout of devolved Scottish social security benefits also contributed to positive outcomes. Looking ahead, MMAS anticipates further change during 2026–27. New initiatives, including the Neurodiversity in Children Project, expanded Macmillan-funded services and the development of Marmot Community Hubs, are expected to create new opportunities for engagement and early intervention. The Service will also continue working with partners to expand access to crisis support and practical assistance for residents experiencing financial hardship. 283
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Developing a Trauma-Informed Approach: Supporting People Through Person-Centred Practice Money Matters Advice Service (MMAS) recognises that many people accessing support have experienced adversity, including poverty, debt, poor health, bereavement, domestic abuse and homelessness. These experiences can affect confidence, decision-making and a person's ability to engage with services. During 2025, MMAS successfully achieved accreditation under the Scottish National Standards for Advice and Information Providers. The assessment provided independent assurance of service quality and recognised the Service's commitment to accessible, person-centred support. The assessment also highlighted the importance of continuing to develop services that ensure residents feel respected, listened to and understood. As part of its commitment to continuous improvement, MMAS recognises the opportunity to further strengthen approaches that support engagement and improve the client experience. The Scottish Government and COSLA have identified the development of trauma-informed and trauma-responsive services as a national priority. For MMAS, this represents an important aspiration and an opportunity to build on the person-centred principles already embedded within service delivery. This includes: • Treating residents with dignity, respect and compassion; • Recognising how adverse life experiences may affect engagement; • Reducing barriers to accessing support; • Promoting choice and involvement in decision-making; • Strengthening staff awareness of trauma-informed practice; and • Considering how future service developments can support more responsive engagement. Developing a trauma-informed approach is a long-term commitment rather than a single project. By continuing to strengthen understanding and practice, MMAS aims to improve client experiences, enhance engagement and support more positive and sustainable outcomes for residents across South Lanarkshire. 284
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Ask and Act Duties under the Housing (Scotland) Act 2025 The Housing (Scotland) Act 2025 introduces new “Ask and Act” duties designed to strengthen homelessness prevention through earlier identification of risk, timely intervention and improved partnership working. From 2027, relevant public bodies are expected to have a statutory responsibility to identify people at risk of homelessness and ensure they receive appropriate support. Although these duties have not yet commenced, Money Matters Advice Service (MMAS) is already well placed to support South Lanarkshire Council in delivering the preventative aims of the legislation. MMAS operates a holistic, person-centred model that closely aligns with the Ask and Act framework. Every resident referred to the service receives an initial assessment designed to identify not only their presenting issue but also wider financial, social and wellbeing factors that may contribute to housing insecurity and vulnerability. Once identified, residents can be supported by one or more specialist teams to address the underlying causes of hardship. The Welfare Rights Team helps maximise household income through benefit checks, applications and appeals. The Money Advice Team supports residents with budgeting, creditor negotiations and debt solutions. The Energy Advice Team assists households experiencing fuel poverty through energy advice, grant applications and supplier support. The Community Wellbeing Team provides triage, crisis intervention and access to wider support services. Through this integrated approach, MMAS helps identify risks at an early stage, coordinates support across services and addresses both immediate crises and the longer-term causes of financial hardship. As a result, the Service is well positioned to contribute to South Lanarkshire Council's future response to the Ask and Act duties and the wider objective of preventing homelessness through early intervention and partnership working. 285
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Maintaining Excellence Through the Scottish National Standards During 2025–26, Money Matters Advice Service continued to maintain its Type II and Type III accreditation under the Scottish National Standards for Advice and Information Providers, demonstrating our ongoing commitment to delivering high-quality, person- centred advice services. Maintaining accreditation requires continuous investment in quality assurance, staff development, case auditing and service improvement. Throughout the year, the Service continued to provide both Type II casework and Type III specialist advice, supporting residents with complex debt, welfare rights and financial inclusion issues. A key focus in 2026-27 will be ensuring that learning from case reviews, client feedback and performance monitoring is used to strengthen service delivery. Regular supervision, case checking and training help ensure that residents receive accurate, consistent and effective support. Maintaining these nationally recognised standards provides assurance to residents, partners and funders that Money Matters Advice Service continues to deliver trusted, professional and specialist advice. It also supports our wider commitment to continuous improvement and delivering the highest possible standard of service to South Lanarkshire residents. 286
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Part Four – Appendices Client Distribution by Electoral Ward Money Matters Advice Service supported residents from every electoral ward in South Lanarkshire during 2025–26, demonstrating the broad reach of the service and the widespread demand for advice and support. Demand relative to population size was highest in Hamilton South, Larkhall, Blantyre and Hamilton West and Earnock, while some wards, including East Kilbride West, Bothwell and Uddingston and Avondale and Stonehouse, generated a lower proportion of clients. These differences do not necessarily reflect levels of need alone. Local service provision and referral arrangements can influence how residents access support. For example, some food banks in East Kilbride allow self-referral, reducing the need for residents to contact MMAS for crisis support. The data also highlights that financial difficulties are affecting residents across all communities, not just those experiencing the highest levels of deprivation. Cost-of-living pressures continue to create demand for advice services throughout South Lanarkshire. Overall, the findings demonstrate that MMAS continues to provide an accessible, South Lanarkshire-wide service, supporting residents wherever financial difficulties arise. Key Findings: • Residents from every electoral ward accessed MMAS support. • Hamilton South, Larkhall, Blantyre and Hamilton West and Earnock generated the highest demand relative to population. • Local referral pathways and alternative support provision can influence client numbers. • Financial hardship continues to affect households across all parts of South Lanarkshire. 287
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5.59% 4.97% 4.11% 5.32% 4.70% 3.99% 4.52% 4.62% 6.06% 4.84% 4.59% 4.66% 5.10% 4.80% 4.51% 6.85% 5.92% 5.86% 4.40% 4.61% 3.44% 6.94% 2.37% 5.14% 5.45% 2.97% 4.45% 4.87% 5.26% 4.83% 5.35% 4.78% 4.35% 1.82% 5.87% 7.83% 6.84% 7.34% 5.30% 4.79% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Avondale and Stonehouse Blantyre Bothwell and Uddingston Cambuslang East Cambuslang West Clydesdale East Clydesdale North Clydesdale South Clydesdale West East Kilbride Central North East Kilbride Central South East Kilbride East East Kilbride South East Kilbride West Hamilton North and East Hamilton South Hamilton West and Earnock Larkhall Rutherglen Central and North Rutherglen South Clients Distribution by Electoral Ward Population as a % Clients as a % 288
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Understanding Our Clients by Level of Deprivation The Scottish Index of Multiple Deprivation (SIMD) is the Scottish Government's official measure of relative deprivation, ranking small geographic areas across Scotland using indicators including income, employment, health, education, housing, crime and access to services. Analysis of client postcode data shows that MMAS continues to reach residents living in some of South Lanarkshire's most disadvantaged communities. During 2025–26, 21% of clients lived within Scotland's 10% most deprived data zones, compared with 23% in 2024– 25. While this represents a modest reduction in the proportion of clients from the most deprived communities, it does not necessarily indicate a reduction in need. The continuing impact of inflation, rising household costs and wider economic pressures may be resulting in a greater proportion of residents from traditionally less deprived areas seeking advice and support for the first time. Financial hardship is increasingly affecting households across a broader range of income groups and communities than has historically been the case. The SIMD profile of MMAS clients therefore reflects two important realities. Firstly, the service continues to maintain a strong reach into communities experiencing the highest levels of deprivation, where financial vulnerability is often most acute. Secondly, it highlights that the need for money, welfare rights and debt advice is not confined to the most deprived areas and that cost-of-living pressures continue to impact residents across South Lanarkshire. These findings demonstrate the importance of maintaining accessible, universal advice services that are available to all residents whilst continuing to support those communities most affected by poverty, inequality and financial exclusion. 21.32% 16.03% 17.48% 12.40% 9.81% 7.23% 4.65% 5.44% 3.85% 1.80% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 1 2 3 4 5 6 7 8 9 10 Clients by SIMD Area 289
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Who We Support The demographic profile of Money Matters Advice Service clients demonstrates that the service continues to reach residents facing significant financial, health and social challenges. Women accounted for 55.5% of clients, with men representing 43.8%. Financial hardship remains a defining feature of the client group. More than half of all clients (52.1%) had annual household incomes below £6,000, while almost 84% reported incomes of less than £15,000 per year. Health issues were a major factor for many residents seeking support, with 75.3% reporting a health condition. Of these, 58.9% related to physical health and 41.1% to mental health. This highlights the strong connection between financial wellbeing and wider health inequalities. Demand was highest among working-age adults, particularly those aged 45–59 (26.1%), although the service supported people across all age groups, including a significant number aged over 71 (14.5%). Nearly one in five clients (17.8%) identified as carers and 43.4% were registered on the Priority Services Register, reflecting additional vulnerabilities within the client population. Many clients were economically inactive, with 27.7% permanently sick or disabled, 16.1% retired and 14.1% unemployed. Housing circumstances were diverse, with 45.2% living in Scottish Secure Tenancies and 23.4% being homeowners, demonstrating that financial difficulties affect residents across all housing tenures. Overall, the data shows that MMAS continues to support many of South Lanarkshire's most vulnerable residents, providing assistance to people facing multiple and often interconnected challenges including poverty, ill health, caring responsibilities and financial insecurity. 290
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52.1% 15.9% 15.1% 7.9% 4.2% 2.2% 1.5% 1.1% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Income Bands Male, 43.8% Female, 55.5% Other, 0.7% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Male Female Other Gender Male Female Other 2.3% 7.1% 12.9% 17.8% 26.1% 10.1% 9.2% 14.5% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 0-15 16-2425-3435-4445-5960-6465-70 71+ By Age 52.5% 12.6% 16.6% 6.9% 11.4% Single Adult Single Parent Couple (with no dependents) Couple(with dependents) Not Recorded Household Composition 12.9% 2.5% 0.4% 7.3% 1.4% 0.3% 6.7% 45.2% 23.4% Other Temporary Accomodation Supported Accomodation Living with Family/Lodgers Homeless Care Home Private Residential Scottish Secure Tenancy Homeowners Housing Status 1.0% 3.0% 7.9% 6.6% 0.8% 0.4% 0.1% 2.8% 27.7% 13.6% 14.1% 16.1% 1.3% 4.6% At School Carer Employed - Full Time Employed - Part Time Further/Highe Education Further/Higher Education Training Scheme Looking after the… Permanently Sick / Disabled Not Recorded Registered Unemployed Retired Self Employed Short Term Sick or Disabled Economic Status 291
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17.8% 82.2% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% Yes No Is a Carer 75.3% 24.7% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% Yes No Has Health Problem 43.4% 56.6% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Yes No On Priority Service Register 58.9% 41.1% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% Physical Health Mental Health Type of Health Problem 58.9% 41.1% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% Physical Health Mental Health Type of Health Problem 75.3% 24.7% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% Yes No Has Health Problem 292
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Client Feedback and Satisfaction At Money Matters Advice Service, the views and experiences of our clients play an important role in shaping and improving the support we provide. During 2025–26, clients were invited to complete satisfaction surveys following their contact with the service, and the feedback received was overwhelmingly positive. Most respondents reported that they found the service easy or very easy to access, whether by telephone, email, online forms or through our community hubs. Clients consistently praised the professionalism, friendliness and understanding shown by staff, particularly during periods of financial hardship, ill-health, caring responsibilities and other difficult life circumstances. A recurring theme was the reassurance and confidence clients gained from speaking to knowledgeable advisers who took time to listen, explain complex issues and provide practical support. Many described feeling less stressed and more confident after receiving assistance, while others highlighted that they would have struggled to navigate benefits, debt problems or other financial challenges without support from Money Matters. Clients also valued the regular communication they received throughout their cases, with many recognising the patience, empathy and dedication of advisers who went above and beyond to help secure positive outcomes. The feedback demonstrates the lasting difference advice services can make to people's lives. Respondents described how support had reduced stress, improved wellbeing, secured vital financial assistance and helped them through some of the most challenging periods they had faced. Perhaps the strongest endorsement came from clients themselves. Almost every respondent stated that they would use the service again or recommend it to family and friends, reflecting the trust placed in Money Matters Advice Service and the commitment of staff across the organisation. 293
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98.5% 1.5% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% Yes No Did you find the staff to be friendly and approachable? 90.5% 3.5% 2.5% 3.5% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Telephone Email Drop in Hub Online form How did you Access the Service? 65.8% 25.2% 7.0% 2.0% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% Very Easy Easy Okay Very Difficult How did you find accessing the Service in terms of opening times, location and method of contacting us? 96.9% 3.1% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% Yes No Was the Service able to provide you with the help that you required? 97.0% 3.0% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% Yes No Were you kept up to date with the progress of your case? 294
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78.4% 20.1% 0.5% 0.5% 0.5% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% Excellent Good Very poor Fair Poor How would you rate the response time before you could get the help your required? 98.5% 1.5% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% Yes No Did you find the staff to be friendly and approachable? 98.5% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% Yes No Would you use the Service again or recommend to a friend or family member? 98.5% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% Yes No Would you use the Service again or recommend to a friend or family member? 295
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How we Calculate Financial Gains Money Matters Advice Service (MMAS) is frequently asked how it calculates and reports the financial gains achieved on behalf of our service users. Transparency and confidence in our reporting are essential, as these figures are a critical measure of our impact across South Lanarkshire. We use the AdvicePro case management system, developed by Advice UK, a national charity supporting advice services. This system is widely used across the UK—particularly within local authority advice services—and is tailored to record welfare rights, energy, and money advice outcomes. Advisers input financial results in real time, which are then aggregated using an automated, nationally recognised calculation process. Our methodology aligns with standards agreed in partnership with the Improvement Service under the Scottish Government-funded Advice Insights Project. This framework ensures that all local authorities and funded advice agencies report data consistently, allowing for benchmarking and performance evaluation across services such as MMAS and Citizens Advice Bureaux. Financial gains from welfare benefits are calculated in two parts: (1) ongoing entitlements are annualised—projected over a 12-month period or shorter if applicable—and (2) lump- sum, backdated, or one-off payments are added to determine the total gain. For instance, a client receiving £110.40 per week in Adult Disability Payment and a backdated award of £3,292.68 would have an annual gain of £9,033.48 (£3,292.68 + (£110.40 × 52)). Debt-related gains are reported only when debts are formally written off—through negotiation, dispute resolution, or statutory options like bankruptcy. While reduced monthly payments (e.g., through the Debt Arrangement Scheme) can significantly benefit clients, these are not included under national reporting guidance, meaning the true financial benefits of the service are often underreported. Return on Investment (ROI) is another key metric for evaluating the value of our service. This compares the total financial gain achieved for clients against the cost of running the service. In 2025–26, MMAS helped secure over £27.4 million in financial gains for residents across South Lanarkshire. With annual running costs for South Lanarkshire Council remaining around £2.4 million, this equates to a return of approximately £12.91 for every £1 invested by South Lanarkshire Council, demonstrating the significant economic and social value delivered by the Service. All reported gains are verified—either through client confirmation or official award letters, unless awards are automatic (e.g., Child Benefit), in which case verification is not required. Our robust internal audit process, recently validated through the Scottish National Standards accreditation process, ensures continued accuracy, consistency, and integrity in our reporting. 296
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Service Delivery by Electoral Ward The following section provides a breakdown of Money Matters Advice Service activity across South Lanarkshire's electoral wards during 2025–26, highlighting the number of residents supported, financial gains secured, debt addressed, and crisis support provided within each area. Please note that some clients, including South Lanarkshire Council employees and kinship carers, may live outwith South Lanarkshire. Consequently, ward totals may not exactly match the overall service figures reported elsewhere in this report. *Emergency Energy Vouchers – Please note that the figures presented relate to the number of successful referrals made by the service and do not represent the number of vouchers issued or the total financial value of support provided. A single referral may result in multiple vouchers being issued, depending on the circumstances and eligibility of the individual. Avondale and Stonehouse Population 18,030 Unique Clients 398 Number of Cases 898 Financial Gain (Claims) £917,625.60 New Debt Dealt With £571,037.83 Debt Written Off (Not all new debt) £82,647.77 Cash First Cases 47 Food Bank Referrals 19 Emergency Energy Vouchers 40 Blantyre Population 16,040 Unique Clients 802 Number of Cases 2,854 Financial Gain (Claims) £1,713,512.97 New Debt Dealt With £666,979.88 Debt Written Off (Not all new debt) £182,205.14 Cash First Cases 171 Food Bank Referrals 206 Emergency Energy Vouchers 179 Bothwell and Uddingston Population 13,260 Unique Clients 274 Number of Cases 700 Financial Gain (Claims) £945,572.98 New Debt Dealt With £801,779.66 Debt Written Off (Not all new debt) £249,211.50 Cash First Cases 42 Food Bank Referrals 34 Emergency Energy Vouchers 39 297
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Cambuslang East Population 17,180 Unique Clients 594 Number of Cases 1,572 Financial Gain (Claims) £1,499,804.05 New Debt Dealt With £438,706.78 Debt Written Off (Not all new debt) £50,047.41 Cash First Cases 80 Food Bank Referrals 83 Emergency Energy Vouchers 90 Cambuslang West Population 15,160 Unique Clients 630 Number of Cases 1,626 Financial Gain (Claims) £1,720,981.15 New Debt Dealt With £378,311.00 Debt Written Off (Not all new debt) £31,915.39 Cash First Cases 82 Food Bank Referrals 75 Emergency Energy Vouchers 92 Clydesdale East Population 12,860 Unique Clients 343 Number of Cases 802 Financial Gain (Claims) £706,448.41 New Debt Dealt With £381,837.93 Debt Written Off (Not all new debt) £74,970.61 Cash First Cases 50 Food Bank Referrals 46 Emergency Energy Vouchers 45 Clydesdale North Population 14,570 Unique Clients 514 Number of Cases 1,318 Financial Gain (Claims) £1,053,779.98 New Debt Dealt With £500,055.26 Debt Written Off (Not all new debt) £100,871.36 Cash First Cases 126 Food Bank Referrals 128 Emergency Energy Vouchers 100 298
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Clydesdale South Population 14,900 Unique Clients 563 Number of Cases 1,516 Financial Gain (Claims) £1,337,464.77 New Debt Dealt With £508,715.73 Debt Written Off (Not all new debt) £31,631.21 Cash First Cases 115 Food Bank Referrals 150 Emergency Energy Vouchers 111 Clydesdale West Population 19,540 Unique Clients 608 Number of Cases 1,682 Financial Gain (Claims) £1,465,265.09 New Debt Dealt With £413,410.42 Debt Written Off (Not all new debt) £77,332.74 Cash First Cases 117 Food Bank Referrals 168 Emergency Energy Vouchers 95 East Kilbride Central North Population 15,620 Unique Clients 559 Number of Cases 1,447 Financial Gain (Claims) £1,392,949.76 New Debt Dealt With £620,774.89 Debt Written Off (Not all new debt) £242,953.12 Cash First Cases 92 Food Bank Referrals 28 Emergency Energy Vouchers 108 East Kilbride Central South Population 14,800 Unique Clients 618 Number of Cases 1,470 Financial Gain (Claims) £1,635,319.99 New Debt Dealt With £861,876.21 Debt Written Off (Not all new debt) £316,411.67 Cash First Cases 92 Food Bank Referrals 20 Emergency Energy Vouchers 79 299
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East Kilbride East Population 15,040 Unique Clients 553 Number of Cases 1,355 Financial Gain (Claims) £1,242,196.77 New Debt Dealt With £750,388.26 Debt Written Off (Not all new debt) £38,295.33 Cash First Cases 90 Food Bank Referrals 15 Emergency Energy Vouchers 75 East Kilbride South Population 16,440 Unique Clients 503 Number of Cases 1,114 Financial Gain (Claims) £1,355,292.86 New Debt Dealt With £623,043.30 Debt Written Off (Not all new debt) £194,248.82 Cash First Cases 51 Food Bank Referrals 5 Emergency Energy Vouchers 37 East Kilbride West Population 15,480 Unique Clients 210 Number of Cases 466 Financial Gain (Claims) £488,141.79 New Debt Dealt With £457,876.70 Debt Written Off (Not all new debt) £45,360.70 Cash First Cases 14 Food Bank Referrals 4 Emergency Energy Vouchers 18 Hamilton North and East Population 14,550 Unique Clients 680 Number of Cases 1,971 Financial Gain (Claims) £1,319,955.99 New Debt Dealt With £570,563.42 Debt Written Off (Not all new debt) £195,436.06 Cash First Cases 145 Food Bank Referrals 166 Emergency Energy Vouchers 163 300
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Hamilton South Population 22,090 Unique Clients 904 Number of Cases 2,602 Financial Gain (Claims) £2,287,252.48 New Debt Dealt With £721,783.38 Debt Written Off (Not all new debt) £202,263.41 Cash First Cases 205 Food Bank Referrals 210 Fuel Bank Referrals 217 Hamilton West and Earnock Population 19,110 Unique Clients 791 Number of Cases 2,343 Financial Gain (Claims) £1,678,314.87 New Debt Dealt With £865,717.40 Debt Written Off (Not all new debt) £138,398.45 Cash First Cases 170 Food Bank Referrals 171 Emergency Energy Vouchers 233 Larkhall Population 18,900 Unique Clients 849 Number of Cases 2,325 Financial Gain (Claims) £1,933,687.63 New Debt Dealt With £895,709.08 Debt Written Off (Not all new debt) £142,227.96 Cash First Cases 141 Food Bank Referrals 154 Emergency Energy Vouchers 160 Rutherglen Central and North Population 14,190 Unique Clients 613 Number of Cases 1,673 Financial Gain (Claims) £1,513,057.74 New Debt Dealt With £512,967.47 Debt Written Off (Not all new debt) £100,757.74 Cash First Cases 89 Food Bank Referrals 59 Emergency Energy Vouchers 144 301
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Rutherglen South Population 14,870 Unique Clients 554 Number of Cases 1,619 Financial Gain (Claims) £1,217,748.39 New Debt Dealt With £452,047.06 Debt Written Off (Not all new debt) £48,184.43 Cash First Cases 91 Food Bank Referrals 112 Emergency Energy Vouchers 138 302
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Scottish Government Consultation – Council Tax High- Value Property Bands (Mansion Tax) 1. Purpose of Report 1.1. The purpose of the report is to:- provide Committee with the Council’s response to the Scottish Government consultation on Council Tax High-Value Property Bands 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the content of the report be noted; and (2) that the response submitted to the Scottish Government in advance of the closing date of 24 August 2026, as detailed in Appendix 1 to the report, be noted. 3. Background 3.1. Council Tax is levied on the occupiers of residential properties to help fund the provision of local services. Over recent years the income from Council Tax has made up around 19% of the total funding available to local government. 3.2. All homes are placed in one of eight council tax bands from Band A to Band H. The bands are based on what the property would have been worth on 1 April 1991. The valuation of each home is determined by the Assessor but each of Scotland’s 32 local authorities are responsible for setting the Band D rate and for managing the administration of Council Tax. 3.3. The table below shows the current band structure and average tax charges across Scotland for 2026/2027. 19 303
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*Band H has no upper threshold 3.4. Movements in property values since 1991 have not been reflected in the valuation bandings. Households in more valuable homes generally pay more council tax, but not proportionately more. In the current system, properties valued in excess of £1 million could face a council tax bill that is only marginally higher than a property worth a fraction of that value. 3.5. To address these issues, in the Scottish Budget 2026/2027, Ministers announced that they would introduce two new bands above band H for properties in Scotland worth more than £1 million:- Band I: for properties with an estimated open market capital value of more than £1 million and up to £2 million as at 1 April 2026 Band J: for properties with an estimated open market capital value of more than £2 million as at 1 April 2026 3.6. There will be a targeted revaluation to identify properties that fall within Band I and Band J. The revaluation for South Lanarkshire properties will be carried out by the Lanarkshire Valuation Joint Board. All other homes will remain on the existing 1991 valuation basis. 4. Public Consultation 4.1. The public consultation invited views from individuals and organisations including Local Authorities who have an interest in how local services are funded and how council tax affects them. Given the wide audience for the consultation it follows there is no direct focus on implications for local authorities and as a result is fairly limited in the scope of questions presented. 4.2. Views were sought based on three questions only relating to the relative tax rate of the two new bands; I and J. 4.3. The consultation opened on 6 July 2026 and closed on 24 August 2026. 5. Consultation Response 5.1. The officers response to the consultation is included in Appendix 1. 304
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5.2. The responses to the consultation are in line with the previous, more extensive, council tax consultation response approved by the Executive Committee on 4 February 2026. There are two main questions within the consultation that focus on the relative tax rate, that is the level of multiplier that is applied to the Band D level council tax to arrive at the rate for the new bands. The higher the tax rate (or multiplier), the higher the council tax for the new bands would be. 5.3. The preferred option for Band I is a relative tax rate in excess of 2.886. 5.4. The preferred option for Band J is a relative tax rate less than 4.628. 5.5. The consultation allows for additional comments to be provided, and this has been used to highlight the following:- the Council indicated support for a more progressive system in an earlier consultation on the future of council tax further detail is required regarding the methodology for revenue distribution given the uneven distribution of high-value properties across Scotland 5.6. In terms of next steps, Scottish Government intend to review all responses to this consultation alongside the findings from the Future of Council Tax in Scotland consultation. The conclusions drawn will be used to inform decisions on affordability protections and any transitional arrangements that may be introduced with the two new bands 6. Employee Implications 6.1. There are no employee implications from this report. However, any significant changes to council tax would require a programme of staff training. 7. Financial Implications 7.1. It is acknowledged that work would be required around the financial implications should more information become available, including:- additional income generated the methodology for distributing this revenue across councils implementation costs impacts on collection levels 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 9. Risk and Other Implications 9.1. There are no risk or other implications from this report 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 305
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10.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 25 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Executive Committee, 4 February 2026 List of Background Papers Consultation: Council Tax High-Value Property Bands (Mansion Tax) Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 306
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Appendix 1 Respondent Information Form Consultation: Council Tax High-Value Property Bands (Mansion Tax) Please Note: this form must be completed and returned with your response. Please indicate how you wish your response to be handled and, in particular, whether you are content for your response to published. If you ask for your response not to be published, we will still take account of your views in our analysis but we will not publish your response, quote anything that you have said or list your name. We will regard your response as confidential, and we will treat it accordingly. To find out how we handle your personal data, please see our privacy policy at the bottom of the page. By submitting your response to Scottish Government you agree to our privacy policy. 1. What is your name? Craig Fergusson 2. What is your email address? Your email address will never be published. Your email address will be used if you give permission below to be contacted again in future about this consultation. Craig.fergusson@southlanarkshire.gov.uk 3. Are you responding as an individual or an organisation? Individual ☐ Organisation ☒ 4. What is your organisation? If responding on behalf of an organisation, please enter the organisation's name here. South Lanarkshire Council 5. The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: Publish response with name ☐ 307
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Publish response only (without name) ☒ Do not publish response ☐ Information for organisations only: The option 'Publish response only (without name)' refers only to your name, not your organisation’s name. If this option is selected, the organisation name will still be published. If you choose the option 'Do not publish response', your organisation name may still be listed as having responded to the consultation in, for example, the analysis report. 6. Do you consent to Scottish Government contacting you again in relation to this consultation exercise? Yes ☒ No ☐ 7. I confirm that I have read the privacy policy and consent to the data I provide being used as set out in the policy. You can view the privacy policy here: Privacy - gov.scot (www.gov.scot) I consent ☒ 308
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Questionnaire About You Questions 1. About you Question 1 [For individual respondents] Please tell us which local authority area(s) you live in Local Authority Area(s): [For organisational respondents] Please tell us which local authority area(s) your organisation operates in Local Authority Area(s): South Lanarkshire 2. About you Question 2 If you pay Council Tax, please indicate which Council Tax band(s) apply to the property (or properties) for which you pay Council Tax: Band A Band B Band C Band D Band E Band F Band G Band H I don’t pay Council Tax I don’t know 3. About you Question 3 If you pay Council Tax, please indicate your estimate of the current value of the property for which you pay Council Tax: Less than £1 million Between £1 million and £2 million More than £2 million I don’t pay Council Tax 309
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Questions for Consultation The illustrative rates for the two high-value bands mean that, compared to the average Band H charge, it is estimated that: • Band I properties (valued at over £1 million) would pay around £720 more per year. An estimated annual charge of around £4,770 based on 2026-27 average charges. • Band J properties (valued at over £2 million) would pay around £3,600 more per year. An estimated annual charge of around £7,650 based on 2026-27 average charges. This would mean relative tax rates (multipliers) relative to Band D of approximately 2.886 for Band I and 4.628 for Band J. These figures are illustrative only. Final multipliers for Band I and Band J will be set through primary legislation. We are seeking views on what those rates should be. 1. Please indicate your most preferred option for the Band I relative tax rate. [For illustrative purposes, a relative tax rate of 2.886 produces an estimated annual charge of around £4,770, calculated using the 2026-27 average Band D charge in Scotland]. ☐ Less than 2.886 ☐ 2.886 ☐ More than 2.886 ☐ Don’t know 2. Please indicate your most preferred option for the Band J relative tax rate. [For illustrative purposes, a relative tax rate of 4.628 produces an estimated annual charge of around £7,650, calculated using the 2026-27 average Band D charge in Scotland]. ☐ Less than 4.628 ☐ 4.628 ☐ More than 4.628 ☐ Don’t know 3. Please provide any comments or views on the consultation themes that you have not been able to share above. [free text, 1,500 characters maximum] 310
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The Council indicated support for a more progressive system in its response to the wider consultation on the future of council tax. The example given in the paper shows that Band I would only pay £720 more per year than Band H and Band J would pay £3600 more per year than band H. Increasing the Band I multiplier and reducing the Band J multiplier would be more aligned to the preferred option selected in the wider consultation. It is welcome that any additional revenue generated through the introduction of Bands I and J will be retained within local government. However, further detail is required regarding the methodology for distributing this revenue given the uneven distribution of high-value properties across Scotland. It is important that any funding arrangements are transparent, equitable and agreed amongst local authorities. We would seek assurance that all costs associated with implementing the new bands are fully funded by Scottish Government, e.g. system development costs, billing changes, customer communications, staff training, and any increase in customer contact. We would welcome greater clarity regarding implementation timescales and operational requirements at the earliest opportunity to support effective planning and resource allocation. Overall, South Lanarkshire Council supports the introduction of the new bands in principle, subject to appropriate funding, implementation support and continued engagement with local government throughout the legislative and operational development process. 311
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Employee Development – Progress to Date 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the progress of employee development activity within the Council during 2025/2026, including management and leadership development, Chief Officer development, workforce digital skills and Resource improvement plans arising from the 2026 Staff Survey [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progress set out in the report and the actions being taken to support workforce development, leadership capability, digital skills and Resource improvement planning be noted. [1recs] 3. Background 3.1. The Council’s Workforce Plan 2022 to 2025 and Workforce Strategy 2025 to 2027, approved by this Committee on 10 September 2025, highlighted the importance of making sure employees and managers have the right skills, confidence and support to deliver effective services. 3.2. The Learning and Development Strategy 2025 to 2027 approved by this Committee on 10 September 2025 builds on this approach. It sets out how the Council will support employees to develop the skills needed to deliver services effectively. Its six priorities are digital learning, governance, grow our own, management and leadership development, mandatory training, and vocational development. These priorities provide the framework for the activity in this report. 3.3. The last 12 months have included a stronger focus on leadership capability, digital skills, succession planning, consistent development pathways and clearer evidence of learning and development needs across the workforce. 3.4. This work has been shaped by related reviews and surveys. These include a review of management and leadership learning and development provision, a refreshed Workforce Digital Skills Training Needs Analysis survey, and the development of a Chief Officer Training Needs Analysis survey. 20 313
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3.5. Together, these reviews and surveys give the Council a clearer picture of current strengths, gaps and future development needs. They show good progress, but also highlight the need to modernise learning, make support easier to access, provide practical support for managers, build digital confidence and use workforce planning to prepare for future service needs. 3.6. This report brings together the progress made over the last 12 months and sets out the main areas of activity now being progressed. 4. Progress to Date 4.1. The following section summarises the main areas of progress and explains how they support the Council’s wider workforce development priorities. In summary, the Council is using workforce evidence to target support where it is most needed. The main areas of action are management and leadership development, a Training Needs Analysis for Chief Officers, targeted digital skills support and Resource improvement plans responding to the 2026 Staff Survey. 4.2. The work has focused on using evidence to identify need, improve support for employees and managers, and put practical arrangements in place to build the skills and confidence needed for future service delivery. 4.3. Management and leadership development. A review of the Council’s management and leadership learning and development provision was completed in the first quarter of 2026. The review considered benchmarking from all 32 Scottish local authorities, internal consultation and good practice from professional bodies. It confirmed the need for a more structured, practical and accessible approach to support managers at all levels, particularly first line managers. 4.3.1. In response, a revised Management and Leadership Development Framework has been developed. It gives managers a clearer development route, from first line management to senior leadership. It will help managers apply Council policies, manage people, lead change and contribute to effective service delivery. It also includes practical learning, peer support, mentoring, coaching and accredited routes where these meet workforce priorities and provide best value. 4.3.2. Work has also progressed to align the framework with Resource Workforce Planning and Development Boards. This means Resources will use workforce evidence to identify development needs, workforce risks, and future skills requirements. Actions will include identifying business-critical roles, considering readiness for progression, and supporting individual development plans. 4.4. Chief Officer Training Needs Analysis. Building on the Management and Leadership Development Framework detailed above, a specific Training Needs Analysis survey has been developed for Chief Officers - Executive Directors and Heads of Service across the Council. This will identify senior leadership development priorities and align support with the wider framework, Resource Workforce Planning and Development Boards and future service needs. The survey reflects the Chief Officer role profile, the Council’s Behaviour Framework and key governance, statutory and assurance responsibilities. 314
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The survey has been issued to Chief Officers, and the results will be analysed to identify common development needs. The findings will be used to plan targeted senior leadership development through the Management and Leadership Development Framework. Progress will be reported to the Corporate Management Team, including participation, priorities and actions taken. 4.5. Workforce digital skills. A refreshed Workforce Digital Skills Training Needs Analysis survey was carried out between May and June 2026, receiving 1,488 responses across all Resources. It provided an updated picture of employee access, confidence and capability and showed a positive overall position, including strong access to devices, regular use of online services and high confidence in key Council systems. Overall, the survey findings show a positive position across the workforce. Most employees have regular access to digital devices at home and at work. Online activity is also well established, with 71% of respondents saying they would always use an online option to access services, where available. In addition:- 95% of respondents can use Fusion for core HR tasks, including viewing payslips, submitting leave requests, and making expense claims 91% of respondents have read and confirmed they understood the Council’s IT Acceptable Use Policy 88% of respondents know how to save, store, and retrieve information on a device 86% of respondents have access to both personal and work email 86% of respondents can connect devices to secure networks 4.5.1. The survey also identified a small number of employees who need targeted support, including those with limited device access, lower digital confidence, accessibility needs or a preference for supported learning. The findings will inform clearer guidance, improved learning materials and further development on Microsoft 365, Copilot, artificial intelligence and cyber security awareness. 4.5.2. In response, Employee Development and Diversity will support Resources to target local improvement and development activity. Managers will be asked to discuss digital skills and confidence through appraisal arrangements, especially with frontline staff. Employees will be signposted to support such as the SCVO Digital Skills Check-up and relevant training materials. Employee Development and Diversity will also continue to work with digital colleagues to develop Council-wide learning on artificial intelligence, Copilot, Microsoft 365 and cyber security awareness as the policy is developed over the course of 2026/2027. 4.5.3. The digital skills work will continue to help identify and address barriers that may affect employees’ ability to access online learning, Council systems and digital services. This includes targeted support for employees who may have lower confidence, limited access to devices or additional accessibility needs. The aim is to make learning and information easier to access and to support employees to use digital systems with confidence. 4.5.4. The revised learning and development calendar will also provide a central source of training materials and will be reviewed annually to reflect emerging technology and policy developments and will be available from August 2026. 315
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4.5.5. The employee development programme of work is positive and supportive of employees and managers and provides:- clearer learning pathways improved access to development, peer learning, coaching, mentoring practical support with people management responsibilities improved digital access and skills 4.6. 2026 Staff Survey - Resource Improvement Plans. Following analysis of the 2026 Staff Survey results, each Resource has developed an improvement plan to respond to the main themes raised by employees. These plans set out actions for 2026/2027 to improve communication, engagement, wellbeing, employee development, workplace support and consistency across services. Progress will be monitored through existing Resource governance arrangements, and a summary is included at Appendix 1. 5. Employee Implications 5.1. This programme of work has positive employee implications. It will provide managers with clearer learning pathways, improved access to development, peer learning, coaching, mentoring and practical support with people management responsibilities. This will also help build manager confidence, improve consistency and support a better employee experience across services. 6. Financial Implications 6.1. There are no direct financial implications arising from this report. The activity outlined will be progressed within existing resources and approved budgets. 6.2. Where future development activity requires additional commissioning, external support or accredited provision, this will be considered through normal budget, procurement and governance arrangements. 6.3. Opportunities to make best use of existing internal expertise, digital learning, partnership working and levy-funded routes will continue to be explored to support best value. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no direct climate change, sustainability or environmental implications arising from this report. 7.2. The continued use of digital learning, blended delivery, online resources and virtual engagement will support more flexible access to development and may help reduce the need for travel and printed materials where appropriate. 8. Risk and Other Implications 8.1. There are no additional legal, governance or risk implications arising directly from this report. The activity described supports existing workforce planning, learning and development, digital inclusion and leadership development arrangements. 8.2. The work will help reduce organisational risk by supporting managers and senior leaders to develop the skills, confidence and knowledge required to deliver services effectively, apply Council policies consistently and respond to future workforce needs. 316
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9. Integrated Impact Assessment and Consultation Arrangements 9.1. An Integrated Impact Assessment is not required at this stage, as the report provides an update on progress and does not introduce a new policy, function or strategy, or propose a change to existing terms and conditions. 9.2. Equality, accessibility and inclusion will continue to be considered as the work is implemented, particularly in relation to learning formats, digital access, reasonable adjustments and support for employees with different learning needs. 9.3. Engagement will continue through existing governance and communication arrangements, including Resource Workforce Planning and Development Boards, senior management channels and trade union engagement where appropriate. Jackie Taylor Executive Director (Finance and Corporate Resources) 19 August 2026 Link(s) to Council Values/Priorities/Outcomes Values Focussed on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Fair, open and sustainable Excellent employer Ambitious, self-aware and improving Priorities We will work with people first and reduce inequality Outcomes People live the healthiest lives possible 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 Tel : 01698 454330 E-mail : michelle.milne@southlanarkshire.gov.uk 317
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Appendix 1 Staff Survey Improvement Plans Summary by Resource This summary brings together the key improvement priorities identified across each Resource, based on their staff survey improvement plans. The focus is on the main areas each Resource will prioritise during 2026/27 to respond to staff feedback and strengthen communication, wellbeing, development and workplace support. Council-wide • Strengthen recognition, morale and organisational pride through the Employee Recognition Scheme, long service recognition, good news stories and quarterly service spotlights. • Improve communication, engagement and leadership visibility by relaunching employee networks, supporting two-way engagement, promoting governance processes and introducing “back to the floor” activity. • Prioritise corporate learning, inclusion, health and wellbeing, workplace and system support, workload monitoring and fair, consistent application of agile and flexible working arrangements. Community and Enterprise Resources • Use local service briefings and “you said, we did” updates to show how staff feedback is being heard and acted on. • Increase senior and service manager visibility across depots, offices and frontline workplaces, with regular communication through team meetings and Director’s briefings. • Focus on practical service improvements, including workforce planning, priority training gaps, health and safety concerns, equipment and workplace issues, and fair application of working arrangements. Education Resources • Review priority resource pressures, including classroom materials, IT, ASN support and avoidable administrative workload. • Continue work to enhance current provision around staff safety and wellbeing, with support for settings experiencing incidents, challenging behaviour or working environment concerns. • Improve morale, recognition, communication, training relevance, inclusion and confidence in complaints and concerns processes. Finance and Corporate Resources • Improve learning and development through team and service development plans, clearer signposting and monitoring of training uptake. • Address workplace and equipment issues, including office environment, meeting spaces, confidential spaces, equipment levels and desk availability. • Strengthen communication, staff engagement, wellbeing support, flexible/agile working expectations, recognition and feedback routes across services. Housing and Technical Resources • Continue to promote recognition and good news activity, including the Employee Recognition Scheme, WOW awards, key achievements updates and consistent long-service recognition. • Improve communication through a clear “golden thread” approach that reaches office-based and frontline staff, including toolbox talks, handouts and local briefings. • Prioritise succession planning, learning pathways, wellbeing activity, health and safety, system support, staffing pressures and consistency in working arrangements. 318
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Social Work Resources • Monitor and address workforce capacity, workload pressures, vacancies and wellbeing through workforce planning, recruitment and service redesign. • Strengthen learning, development and progression through protected learning time, role-specific pathways, mentoring, shadowing and succession planning. • Improve leadership visibility, communication, equipment and system support, working environments, agile working expectations, recruitment realism, recognition and confidence in fair treatment. 319
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 30 September 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Scottish Government Consultation on the Public Sector Equality Duty 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the recent Scottish Government consultation on proposed changes to Public Sector Equality Duty reporting 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; and (2) that the response submitted to the Scottish Government on 7 August 2026, as detailed in Appendix 1 to the report, be noted. [1recs] 3. Background 3.1. The Public Sector Equality Duty requires local authorities in Scotland to report on workforce equality information. This includes pay gap reporting under the Scottish Specific Duties (SSDs). At present, this focuses on pay gaps linked to sex, known as gender, pay gap reporting. South Lanarkshire Council meets this requirement. 3.2. The SSDs also require local authorities to publish Equality Outcomes. These set out the changes the authority aims to make to help meet the general equality duty. The Council’s current Equality Outcomes cover 2025 to 2029. 3.3. Each Resource within the Council leads on one key outcome. Progress is reported to the Employee Equality, Diversity and Inclusion Forum and then included in reports to the Scottish Government. An interim report is due in 2027, followed by a full report in 2029. 3.4. In July 2026, the Scottish Government launched a consultation on proposed Regulations amending the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 - also known as the Scottish Specific Duties (SSDs). 4. Proposed changes by the Scottish Government 4.1. The proposed amendment Regulations aim to strengthen the existing SSDs by: - extending pay gap reporting requirements to include disability and race introducing a more standardised approach to calculating and reporting pay gaps, including the use of a set snapshot date, detailed calculations for mean and median pay and bonus pay gaps, and pay quartile pay gaps 21 321
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requiring listed authorities to publish certain information in response to identified pay gaps, including action plans making Equality Outcomes more action-focused, by requiring them to be specific and measurable 4.2. The Scottish Government consultation asked for views on the possible impact of the proposed changes and how they could be put in place. The questions covered:- 1. Current Practice 2. Expansion of Pay Gap Reporting 3. Standardised Methodology for Pay Gap Calculations 4. Minimum Reporting Thresholds 5. Use of Binary Categories and Disaggregated Data 6. Introduction of a Snapshot Date 7. Strengthening Equality Outcomes 8. Production of action plans 9. Implementation 4.3. The Scottish Government will use the feedback to help decide its final policy approach and develop the proposed amendment regulations. 4.4. The consultation response was submitted on 7 August 2026. 5. Summary of questions and responses 5.1. Officers from Personnel Services reviewed the consultation and a summary is provided below. The full set of questions and the Council’s responses is included at Appendix 1. 5.2. A summary on the council responses as noted below:- Current Practice: detail of our current reporting cycle and committee paper process were provided. Expansion of pay gap reporting: the council noted that the completeness of employee equality data would be a key practical challenge. However, the council’s systems are in place to provide the data requested. Standardised methodology: the Council’s current method is broadly in line with what is being proposed. However, more detailed analysis will be needed to understand any changes that may be required. Use of binary categories and more detailed data: the Council supports the principle of a minimum threshold in line with data protection requirements. The council would welcome further guidance. The Council also noted practical issues where its current reporting categories do not match those proposed by the Scottish Government. Introduction of a snapshot date: the Council currently reports data using financial quarters and annual summaries, rather than one snapshot date as proposed. Strengthening Equality Outcomes: the Council supports the idea in principle. However, work will be needed to help Resources redevelop their Equality Outcomes in this way. These outcomes can also relate to complex, long-term inequalities affected by many different factors. Production of action plans: challenges are likely to arise when trying to understand the reasons for pay gaps, as these are likely to have complex causes. Implementation: the Council’s preference was to allow enough time for planning and implementation, so its reporting processes can be aligned with the Scottish Government’s new proposals. 322
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6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with 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. Risk and Other Implications 9.1. There are no risk or other implications associated with this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. There is no requirement for an integrated impact assessment as part of the consultation process. Should an integrated impact assessment be required in the future, this will be carried out. 10.2 Trade Union colleagues will be provided an update on the Councils response to the consultation as part of the normal partnership working arrangements. Jackie Taylor Executive Director (Finance and Corporate Resources) 19 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware, and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References None List of Background Papers SLC Mainstreaming and Equalities Report Equality Outcomes and the Public Sector Equality Duty – a guide for public authorities in Scotland (Scottish Government, July 2016) Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ali Floyd, Learning and Development Adviser Ext: 4627 (Tel: 01698 454627) E-mail : ali.floyd@southlanarkshire.gov.uk 323
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Appendix 1 – Consultation questions and Council responses Current practice This section seeks to understand how listed authorities currently approach the production of mainstreaming reports, Equality Outcomes, statements on equal pay, and pay gap reporting. The aim is to capture practical insights into existing processes, timelines, and tools, including aspects that may further support contextual understanding of the specific proposals set out in this paper. Questions: About your organisation How large is your organisation? [<20 / 20-50 / 50-100 / 100-250 / 250+] Answer: 250+ Which category best describes your organisation? [Local Authority / Education / Health / Executive Agency / Police, Fire, and Transport organisations / Joint and Licensing Boards/ Other] Answer: Local authority Current timelines How do you currently plan and manage your mainstreaming, equality outcome, equal pay statements and pay gap reports? For example - • When do you typically begin drafting each report, and what drives this timeline? • When do you normally publish your reports, and how fixed is this timing in practice? Answer: The council plans and manages its mainstreaming report, equality outcomes, equal pay statement and pay gap reporting through a planned reporting cycle. The current mainstreaming and equality outcomes cycle covers the period 2025 to 2029. An interim mainstreaming progress report is published halfway through the cycle. The next scheduled report is due in 2027 and will include relevant equal pay and pay gap reporting. Planning and data gathering normally begin around six months before the reporting deadline, supported by ongoing annual monitoring of progress against equality outcomes and related actions. Reports are normally published once they have completed the Council’s internal governance process. The timing is generally fixed and aligned to statutory reporting requirements and the Council’s forward planning arrangements. Approach to analysis and reporting Do you use standard templates, methodologies, or tools when producing reports? Answer: Yes, the Council uses standard templates. 324
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What protected characteristics does your organisation currently calculate pay gaps for? Answer: Sex, through gender pay gap reporting Benchmarking Do you currently benchmark your pay gap data against other organisations? If so, how? Answer: Not routinely. However, the Council does review published pay gap information. 325
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Proposed amendment regulations The proposed amendment regulations would change the current Scottish Specific Duties. The aim is to help listed authorities use pay gap data to identify and address inequality. The proposed changes are summarised below alongside questions to aid feedback. Expansion of Pay Gap Reporting Listed authorities would be required to extend existing gender pay gap reporting to also include: • disability pay gaps; and • race pay gaps. This means authorities would need to collect and publish pay data across all three characteristics. Questions: What practical challenges might your organisation face in collecting and reporting pay gap data for race and disability? (e.g. disclosure/completion rates) Answer: A key practical challenge would be the quality and completeness of the equality data available. Reporting on race and disability pay gaps would rely on employees choosing to provide this information during recruitment and keeping it up to date during their employment. As disclosure is voluntary, completion rates may vary and some employees may choose not to share this information. This could affect the accuracy and reliability of the data and may also limit the Council’s ability to publish results where minimum reporting thresholds are not met. Further work may be needed to encourage disclosure, explain how the data will be used and ensure employees have confidence in the confidentiality and purpose of the reporting process. How prepared is your organisation to collect this data? [Fully prepared / Somewhat prepared / Not prepared] Answer: Fully prepared, as the council’s personnel system can hold this data. Please explain your answers. Answer: While the council has the system in place to collect and report on this data, disclosure rates would depend on employees completing equality monitoring forms during recruitment and employment. 326
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Standardised Methodology for Pay Gap Calculations A standardised method for calculating all pay gaps would be introduced. Authorities would be required to publish: • mean and median hourly pay gaps; • mean and median bonus pay gaps; • proportions of employees receiving bonus pay; and • distribution of employees across pay quartiles. Detailed steps and formulas would be provided for listed authorities to follow (detailed in Annex B). This approach aligns closely with existing UK gender pay gap reporting requirements and is intended to improve consistency and comparability across organisations. Questions: How different is your current methodology from the proposed approach? [Very similar / Some differences / Very different] Answer: Some differences What practical challenges might your organisation face in changing your methodology to the proposed approach? Answer: While the proposed approach appears broadly in line with current gender pay gap reporting, the council would need more detail on the proposed race and disability categories before it could fully assess the impact. This should include clear guidance on how categories should be defined, how more detailed data should be reported, and how minimum reporting thresholds would work in practice. Further guidance would also be needed on data collection, system reporting, employee disclosure rates and internal approval processes. Please explain your answers. Answer: n/a 327
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Minimum Reporting Thresholds To ensure data is meaningful and to protect individuals’ privacy, a minimum threshold of 10 employees would apply. • Pay gap data must only be published where there are at least 10 employees in each relevant group (e.g. 10 men and 10 women for gender pay gap). This threshold is intended to make sure the data is useful while also reducing the risk of identifying individual employees. • production of statistically relevant data; and • protection against identifying individuals. Example: There are 10 men and 10 women in an organisation. The mean and median pay gap figures would be required to be calculated and published. 5 of the men and 2 of the women receive a bonus. The bonus pay gaps would not be required to be published as the categories are not made up of at least 10 people (i.e. there would need to be 10 men who do receive a bonus and 10 who do not and 10 women who do receive a bonus and 10 who do not before this figure was calculated). There are fewer than 10 men and 10 women in each pay quartile, so this figure would not be required to be published. Question: Would this threshold significantly affect your ability to publish data? [Yes / No / Not sure] Answer: No What practical issues (if any) would your organisation face in applying a 10- person threshold? Answer: The Council supports the principle of a minimum reporting threshold, as this helps protect employee confidentiality and reduces the risk of individuals being identifiable in published data. A threshold of 10 provides a practical baseline, although the Council would welcome clear guidance on how this should be applied in more complex areas, such as bonus pay, pay quartiles and disaggregated race or disability categories. It will also be important to clarify how authorities should explain situations where data has been calculated internally but cannot be published because the threshold has not been met. Answer: as above 328
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Use of Binary Categories and Disaggregated Data Authorities would be required to report pay gaps using binary categories as a baseline (e.g. disabled / non-disabled). Authorities would be encouraged to publish more detailed data where possible. For example: • Breaking disability information down into different types of impairment. • Breaking race information down into specific ethnic groups. Disaggregated data should only be published where each subgroup meets the 10- person threshold. Example: There are 100 people who are not disabled and 50 disabled people in an organisation. There are more than 10 people within that group who have a visual impairment, but no other disability applies to more than 10 people. The organisation could publish the pay gap between: • people with a visual impairment and all people who are not disabled; and • all other disabled people and all people who are not disabled. Listed authorities would be encouraged to disaggregate where possible and practical whilst keeping in mind the threshold of 10 people for any disaggregated categories. Questions: What practical barriers will your organisation face in publishing disaggregated data? Answer: The main barriers would relate to data quality, disclosure rates and current workforce classifications. While the Council supports the principle of publishing disaggregated data where possible, this would depend on whether enough employees have provided the relevant information and whether each subgroup meets the minimum reporting threshold. There may also be practical issues because some of the council’s current equality monitoring categories may not match the proposed reporting categories. For example, employees can currently tell the council that they have a disability, but the council does not routinely ask employees to identify the type of disability. Introducing more detailed categories could require changes to data collection systems, employee communications and privacy information. Publishing more detailed data may also make year-on-year comparisons more difficult, depending on the final classifications and disaggregation requirements. 329
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What additional guidance or resources would you find particularly useful in aiding your approach to disaggregation? Answer: n/a Please explain your answers. Answer: Clear national guidance from the Scottish Government would be helpful, including confirmation of the categories and sub-categories to be used for race and disability reporting. Worked examples would also be useful to show how disaggregated data should be calculated, presented and explained in practice. The Council would also welcome clear communication materials explaining the purpose and benefits of collecting this information, including how it will help identify and address inequalities for people with protected characteristics. This would support local communication with employees and help explain why the information is being requested, how it will be used, and how employee privacy will be protected. Guidance would also be helpful on: • how to apply minimum reporting thresholds to disaggregated categories; • how to manage low disclosure or incomplete data; • how to maintain confidentiality and comply with data protection requirements; • how to report where data is not available or not reliable enough to publish; and • how to manage changes in classifications where this affects year-on-year comparison. 330
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Introduction of a Snapshot Date A mandatory snapshot date would be introduced to make data collection more consistent. A snapshot date is a set date when an organisation records employee pay data. Using the same date would help make figures more consistent and easier to compare across Scotland’s public sector. The proposed snapshot date is intended to: • ensuring up-to-date data; • encouraging consistency across organisations; • aligning, as much as possible, with the snapshot date that listed authorities most commonly use; and • allowing time for analysis ahead of publication (usually around 30 April). Date options under consideration: • 31 January in the reporting year (i.e. the year in which the pay gap reporting falls due). [current proposed date] • 31 March in the year prior to the reporting year, which would align with UK practice but in a two-year cycle would mean using data that is 13 months old. • 30 September the year prior to the reporting year, which could provide more time for analysis while still capturing recent data. We are keen to understand as much as possible how listed authorities approach data collection and the potential use of snapshot dates for such collection. Questions: Do you currently use a snapshot date for calculating pay gaps? • If yes, when is your snapshot date? • If not, when do you normally gather and calculate your employee data? Answer: The Council does not currently use a single snapshot date in the way proposed. The Council currently reports workforce and pays data using financial quarters and annual summaries, in line with existing internal reporting cycles. Data is normally gathered and calculated as part of established financial year reporting arrangements, with time built in to check, validate and analyse the information before publication. Please list the following snapshot dates in order of preference: • 31 January in the second year of the reporting period • 31 March in the first year of the reporting period • 30 September in the first year of the reporting period Answer: Our preferred order would be: 1. 30 September in the first year of the reporting period This would provide the most practical option, as it would allow time to gather, validate and analyse data ahead of publication while still using relatively recent information. 331
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2. 31 March in the first year of the reporting period This would align more closely with the financial year; however, depending on the publication date, the data may be around a year old by the time it is reported. 3. 31 January in the second year of the reporting period This is the least preferred option, as the Council does not currently use calendar-year reporting for this purpose. It may also provide less time to complete analysis, validation and internal governance before publication. What are the main practical considerations which inform your preference (e.g. analysis time, pay awards)? Answer: The main practical issue is that any snapshot date should fit as closely as possible with the council’s current reporting cycles and allow enough time to gather, check and analyse data. The Council would also need time to check employee information, confirm pay data, review disclosure levels, apply minimum reporting thresholds, prepare commentary and complete the internal governance process before publication. Clear guidance on the snapshot date and reporting expectations would support consistent planning and implementation. Is there another date or approach that would be preferable? Answer: n/a Please explain your answers. Answer: n/a 332
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Strengthening Equality Outcomes The proposals would introduce new requirements to ensure that all Equality Outcomes set are: • specific (clearly defined), and • measurable (with identifiable indicators of progress). It is proposed that Equality Outcomes and progress reports will need to include: • the steps already taken or planned to fulfil the outcome; and • the expected timeline for achieving the outcome. This is intended to place focus more on action when producing Equality Outcomes. Questions: What practical challenges (if any) would your organisation face if we required Equality Outcomes to be specific, measurable, and have outlined timelines. Answer: The main challenge is that some Equality Outcomes deal with complex, long-term inequalities. Progress can be affected by many factors, and not all of these are within the council’s direct control. This can make it difficult to set simple measures or fixed timescales that fully reflect the outcome. There may also be practical challenges in identifying reliable baseline data, agreeing appropriate indicators of progress and ensuring that measures are meaningful rather than purely numerical. For some outcomes, progress may need to be demonstrated through a combination of workforce data, service data, consultation feedback and evidence of actions taken. The Council would also need to ensure that timelines are realistic and aligned with existing planning, reporting and governance cycles. Clear national guidance and examples of measurable Equality Outcomes would be helpful, particularly for outcomes linked to pay gaps, workforce representation, service access or longer- term cultural change. Please explain your answer. Answer: see above 333
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Production of Action Plans More specifically, where a pay gap is identified, listed authorities would be required to: • consider setting an Equality Outcome to specifically address identified gaps; and • explain their reasons where they decide not to do so. A listed authority completing an action plan would include the following: • An explanation around why each identified pay gap exists. • Any policy in place that addresses the cause of each pay gap. o If not, the reasons for not having such a policy. • Any pay gap Equality Outcome that has been published. o If not, the reasons for not having such an Equality Outcome. • The steps taken or to be taken to meet any pay gap Equality Outcomes and time expected. This is intended to ensure that pay gap reporting leads to meaningful action to reduce identified pay disparities. Questions: What practical challenges might your organisation face in developing action plans? Answer: Some practical challenges may arise in developing action plans, particularly where the causes of pay gaps are complex or not immediately clear. Please explain your answer. Answer: The main challenge would be understanding the reasons for any pay gap and deciding which actions the council can directly influence. Pay gaps may be affected by many factors, including the types of jobs people do, workforce profile, recruitment patterns, promotion routes, part-time working, job roles, grade distribution and wider labour market factors. There may also be challenges where race or disability data is incomplete because disclosure is voluntary. Low disclosure rates or small subgroup numbers may make it difficult to draw firm conclusions or develop targeted actions without risking employee confidentiality. The Council would need time to analyse the data, identify trends, consult with relevant services, agree proportionate actions and align these with existing equality outcomes, workforce plans and governance arrangements. Clear national guidance and worked examples would be helpful to support consistent, evidence-based and realistic action planning. 334
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Implementation The proposed amendment Regulations are intended to have a coming into force date of 1 May 2027. Authorities that last published gender pay gap information in April 2026 would next be due to publish in 2028. Authorities publishing gender pay gap information in April 2027 would next be due to publish in 2029. Questions: Do you think the proposed implementation date (1 May 2027) will provide sufficient time to prepare for the first publication? Answer: This will depend on when final guidance is issued and how much change is needed to current data collection, reporting systems and internal processes. Based on the information available now, South Lanarkshire Council has concerns about whether 1 May 2027 gives enough time to prepare. The Council’s preference would be for implementation to align with the start of a financial year, with the first reporting period beginning from April 2028. This would provide a clearer implementation point and allow sufficient time to prepare systems, review data requirements, communicate with employees and plan any associated costs. What factors will affect your ability to prepare? Answer: The main factors will include the timing and detail of final national guidance, the categories and sub-categories to be reported, system changes required, data quality, employee disclosure rates, and the resources needed to gather, validate and analyse the data. The Council will also need time to update internal processes, privacy information, employee communications, reporting templates and governance arrangements before publication. What additional guidance, engagement, tools or templates would support your organisation in implementing the proposed requirements? Answer: The Council would welcome practical guidance and resources to support implementation, particularly materials that help improve employee disclosure rates and explain the purpose of collecting race and disability data. Helpful support would include: • clear national guidance on reporting categories, methodology and minimum thresholds; • worked examples showing how the calculations should be applied; • standard templates for reporting, action plans and explanatory commentary; • communications materials explaining why disclosure matters, how the data will be used and how privacy will be protected; 335
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• guidance on data protection, confidentiality and reporting where numbers are small; and • opportunities for engagement with Scottish Government and other listed authorities to support consistent implementation. Please explain your answers. Answer: The proposed changes would greatly expand current pay gap reporting requirements. Preparation would involve more than changing existing gender pay gap reports. The council would need to review workforce equality data, confirm what information is currently held, identify gaps, make any system changes and ensure employees understand why they are being asked to provide additional information. 336
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Support for proposed amendments While this paper focusses more on the implementation of our proposed changes and any anticipated challenges, we are also keen to hear your views on the proposals more generally. Please indicate below to what extent you support each of our proposals. Proposal Strongly support Support Not sure Do not support Strongly do not support Introducing a standard methodology for all pay gap calculations ☐ ☒ ☐ ☐ ☐ Using binary categories (e.g. disabled vs non-disabled) as a baseline for reporting ☐ ☒ ☐ ☐ ☐ Encouraging publication of disaggregated data where feasible ☐ ☒ ☐ ☐ ☐ Introducing a minimum threshold of 10 employees per category before publishing data ☐ ☒ ☐ ☐ ☐ Standardising a snapshot date for data collection ☐ ☒ ☐ ☐ ☐ Requiring Equality Outcomes to be more specific ☐ ☒ ☐ ☐ ☐ Requiring Equality Outcomes to be more measurable ☐ ☒ ☐ ☐ ☐ Requiring Equality Outcomes to include timelines ☐ ☒ ☐ ☐ ☐ Requiring action plans where pay gaps are identified ☐ ☒ ☐ ☐ ☐ 337
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Conclusion Thank you for taking the time to consider these proposals and share your views. Your feedback will play a vital role in shaping the final approach to the proposed amendment Regulations. We encourage you to complete the attached form or submit your comments by email (please contact us to request an editable word document in this case). Please ensure responses are received by 3 August 2026. If you have any questions related to our request, please contact us at: MPE@gov.scot. We appreciate your engagement and look forward to hearing from you. 338
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ANNEX A – OVERVIEW OF POLICY AREA BACKGROUND The Scottish Specific Duties (SSDs) require listed authorities to report on pay gaps relating to the protected characteristic of “sex” - known as gender pay gap reporting. Currently, under the SSDs, a listed authority with 20 or more employees must publish information on the percentage difference among its employees between men’s average hourly pay (excluding overtime) and women’s average hourly pay (excluding overtime). This must be published every 2 years. The previous Administration, in its Programme for Government 2025/26, committed to extending this statutory requirement to also cover disability and race. This commitment featured in both the statutory report under Regulation 12 of the SSDs and the Equality and Human Rights Mainstreaming Action Plan, both of which were published in December 2025. The new Minister for Equalities and International Development has reaffirmed the Scottish Government’s commitment to improvement in this space. The terms ‘disability’ and ‘race’ have been used as defined in the Equality Act 2010 (“the 2010 Act”), which is required by the enabling powers under which Scottish Ministers are making these Regulations. Disability refers to a physical or mental impairment with a substantial, long-term adverse impact on ability to carry out daily activities, while race includes colour, nationality and ethnic or national origin. Although language and usage have evolved - particularly with a clearer distinction now drawn between ‘race’ and ‘ethnicity’- the proposed amendment Regulations must retain the 2010 Act’s legal definitions. POLICY INTENTION The proposed amendment Regulations will extend existing pay gap reporting for listed authorities to include disability and race. These and wider changes within the regulations aim to improve the quality and consistency of equality data and support listed authorities to take more informed action to address inequalities in pay. Listed authorities with 20 or more employees are currently only required to publish gender pay gap information. The proposed amendment Regulations introduce a set of highly technical and interdependent changes to the SSDs. In addition to the expansion of pay gap reporting, the changes will strengthen existing requirements on listed authorities to set specific and measurable Equality Outcomes1 and introduce new requirements to publish action plans where pay gaps are identified. The proposed amendment Regulations aim to improve the quality and consistency of equality data across Scottish public bodies. By extending pay gap reporting, prescribing formulas and strengthening Equality Outcomes, the proposed amendment Regulations are intended to support listed authorities to take more informed action to address inequalities in pay. Collectively, these changes represent a significant expansion in scope and technical complexity compared to the current requirements. In summary, the proposed amendment Regulations will require listed authorities in Scotland to: • expand current pay gap reporting to include mandatory reporting on sex, race, and disability pay gaps; • set a minimum group size of 10 for publishing data to ensure meaningful and anonymous data; 1 An equality outcome is a result which an authority considers will enable the authority to better perform the general equality duty. In other words, an equality outcome should better enable due regard to be given to the following needs: eliminate discrimination, advance equality of opportunity and foster good relations. See regulation 4 of the SSDs. 339
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• use binary categories (e.g. disabled vs non-disabled) as the baseline for reporting, whilst considering the publication of more granular disaggregated data where disaggregated groups meet the threshold of 10; • ensure their Equality Outcomes are specific and measurable and indicate timelines to achieve them; • consider setting Equality Outcomes that address the causes of pay differences identified or explain if they do not do so, where pay gaps are identified and the cause relates to protected characteristics; • calculate pay gaps using a standardised method; and • publish an action plan covering: o an explanation as to the potential causes of pay gaps identified; o any policies to address pay gaps that exist, or reasons for not having created any; o any published pay Equality Outcomes to address pay gaps identified, or reasons for not having published any; and o steps to achieving Equality Outcomes and expected timelines. 340
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Annex B: Calculations proposed for pay gap reporting Below is a summary of the calculations required for the new pay gap requirements. For this, X and Y can have any of the following meanings: • X is male and Y is female • X is non-disabled and Y is disabled • X is not in a minority racial group and Y is in a minority racial group • X and Y are disaggregated categories Difference in mean/median pay/bonus pay The following applies to mean/median pay gaps and mean/median bonus pay gaps, and the words “mean hourly rate of pay” can be substituted as necessary. The difference between the mean hourly rate of pay of “X” employees and that of "Y” employees is expressed as a percentage of the mean hourly rate of pay of "X” employees and is to be determined as follows— (𝐴 − 𝐵) 𝐴 × 100 where— A is the mean hourly rate of pay of all “X” employees, B is the mean hourly rate of pay of all “Y” employees. Proportion of X and Y employees who received bonus pay The proportion of “X” relevant employees who were paid bonus pay must be expressed as a percentage of “X” relevant employees and is to be determined as follows— 𝐴 𝐵 ×100 where— • A is the number of “X” relevant employees who were paid bonus pay during the relevant period; and • B is the number of “X” relevant employees. The proportion of “Y” relevant employees who were paid bonus pay must be expressed as a percentage of “Y” relevant employees and is to be determined as follows— 𝐴 𝐵 ×100 where— • A is the number of “Y” relevant employees who were paid bonus pay during the relevant period; and • B is the number of “Y” relevant employees. In this regulation “the relevant period” means the period of 12 months ending with the snapshot date. 341
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Proportion of X and Y employees according to quartile pay bands The proportions of “X” and “Y” full-pay relevant employees in the lower, lower middle, upper middle and upper quartile pay bands is to be determined as follows. Step 1 Determine the hourly rate of pay for each “X” and “Y” full-pay relevant employee and then rank those employees in order from lowest paid to highest paid. Step 2 Divide the employees, as ranked under Step 1, into four sections, each comprising (so far as possible) an equal number of employees, to determine the lower, lower middle, upper middle and upper quartile pay bands. Step 3 The proportion of “X” full-pay relevant employees within each quartile pay band must be expressed as a percentage of the full-pay relevant employees within that band as follows— 𝐴 𝐵 ×100 where— • A is the number of “X” full-pay relevant employees in a quartile pay band; and • B is the number of full-pay relevant employees in that quartile pay band. Step 4 The proportion of “Y” full-pay relevant employees within each quartile pay band must be expressed as a percentage of the full-pay relevant employees within that band as follows— 𝐴 𝐵 ×100 where— • A is the number of “Y” full-pay relevant employees in a quartile pay band; and • B is the number of full-pay relevant employees in that quartile pay band. (2) Where employees receiving the same hourly rate of pay fall within more than one quartile pay band, the employer must (so far as possible) ensure that, when ranking the employees under Step 1, the relative proportion of “X” and “Y” employees receiving that rate of pay is the same in each of those pay bands. 342