Agenda Document Pack - Finance and Corporate Resources Committee - 21/08/2024
South Lanarkshire Council · 21 August 2024
Back to Finance and Corporate Resources Committee — 21 August 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 13 August 2024 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, 21 August 2024 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Lesley McDonald (Chair), Walter Brogan (Depute Chair), Celine Handibode (Depute Chair), Joe Fagan (ex officio), Alex Allison, Mathew Buchanan, Andy Carmichael, Maureen Chalmers, Margaret Cooper, Andrea Cowan, Maureen Devlin, Mary Donnelly, Grant Ferguson, Gladys Ferguson-Miller, Graeme Horne, Martin Hose, Katy Loudon, Hugh Macdonald, Catherine McClymont, Elaine McDougall, Mark McGeever, Richard Nelson, Mo Razzaq, John Ross, Graham Scott, Kirsty Williams Substitutes John Bradley, Archie Buchanan, Colin Dewar, Ross Gowland, Gavin Keatt, Susan Kerr, Ross Lambie, Martin Lennon, Richard Lockhart, Carol Nugent, Norman Rae, David Watson 1
Page 2
BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Finance and Corporate Resources Committee held on 22 May 2024 submitted for approval as a correct record. (Copy attached) 5 - 14 3 Minutes of Appeals Panel Minutes of the Appeals Panel of 30 May 2024 submitted for approval as a correct record. (Copy attached) 15 - 16 4 Minutes of the Recruitment Committee Minutes of the meetings of the Recruitment Committee held on 4 and 21 June 2024 submitted for approval as a correct record. (Copies attached) 17 - 20 Monitoring Item(s) 5 Revenue Budget Monitoring 2023/2024 – Finance and Corporate Resources Report dated 9 July 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 21 - 30 6 Revenue Budget Monitoring 20242025 - Finance and Corporate Resources Report dated 29 July 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 31 - 42 7 Capital Budget Monitoring 2023/2024 - Finance and Corporate Resources Report dated 31 July 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 43 - 46 8 Capital Budget Monitoring 2024/2025 - Finance and Corporate Resources Report dated 31 July 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 47 - 50 9 Finance and Corporate Resources – Workforce Monitoring – April to June 2024 Report dated 24 July 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 51 - 60 10 Council-wide Workforce Monitoring - April to June 2024 Report dated 31 July 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 61 - 82 11 Treasury Management Activity – 20242025 First Quarter Review Report dated 1 August 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 83 - 90 12 Finance and Corporate Resource Plan - Quarter 4 Progress Report 2023/2024 Report dated 8 July 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 91 - 106 2
Page 3
Item(s) for Decision 13 Revenue Collection and Approval for Write Offs Report dated 1 August 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 107 - 112 14 Money Matters Advice Service - Annual Report 2023/2024 Report dated 29 July 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 113 - 134 15 Common Good Update Report Report dated 24 July by the Executive Director (Finance and Corporate Resources). (Copy attached) 135 - 140 16 Framework for the Use and Management of Common Good Assets Report dated 24 July 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 141 - 148 Urgent Business 17 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
Page 4
4
Page 5
FINANCE AND CORPORATE RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 22 May 2024 Chair: Councillor Lesley McDonald Councillors Present: Councillor Alex Allison, Councillor Walter Brogan (Depute), Councillor Mathew Buchanan, Councillor Maureen Chalmers, Councillor Maureen Devlin, Councillor Colin Dewar (substitute for Councillor Grant Ferguson), Councillor Celine Handibode (Depute), Councillor Martin Hose, Councillor Susan Kerr (substitute for Councillor Andy Carmichael), Councillor Katy Loudon, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Elaine McDougall, Councillor Richard Nelson, Councillor John Ross, Councillor Graham Scott, Councillor Kirsty Williams Councillors' Apologies: Councillor Andy Carmichael, Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Mary Donnelly, Councillor Joe Fagan (ex officio), Councillor Grant Ferguson, Councillor Gladys Ferguson- Miller, Councillor Graeme Horne, Councillor Mark McGeever, Councillor Mo Razzaq Finance and Corporate Resources J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); M Husband, Head of IT Services; S Jessup, Administration Assistant; T Little, Head of Communications and Strategy; C Lyon, Administration Officer; M Milne, Head of Personnel Services, I Strachan, Head of Administration and Legal Services, Community and Enterprise Resources I Ross, Project Manager 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 March 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of the Appeals Panel The minutes of the meetings of the Appeals Panel held on 29 February, 16 and 17 April 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 4 Minutes of Recruitment Committee The minutes of the meeting of the Recruitment Committee held on 8 March 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
Page 6
5 Revenue Budget Monitoring 2023/2024 – Finance and Corporate Resources A report dated 25 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted comparing the actual expenditure for the period 1 April 2023 to 23 February 2024 for Finance and Corporate Resources. As at 23 February 2024, there was an overspend of £0.210 million against the phased budget, as detailed in Appendix A to the report. Following the probable outturn exercise, the forecast to 31 March 2024 was an overspend of £0.216 million. There were no proposed transfers to reserves at this point. Virements were proposed to realign budgets and those movements were detailed in the appendices to the report The Committee decided: (1) that the overspend of £0.210 million, as detailed in Appendix A of the report, be noted; (2) that the forecast to 31 March 2024 of an overspend of £0.216 million be noted; and (3) that the proposed budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of 6 March 2024 (Paragraph 5)] 6 Capital Budget Monitoring 2023/2024 - Finance and Corporate Resources A report dated 29 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted advising of progress on Finance and Corporate Resources’ capital programme for 2023/2024 and summarising the expenditure position at 23 February 2024. The Finance and Corporate Resources’ capital programme for 2023/2024 was £5.333 million. Anticipated spend to date was £4.451 million and spend to 23 February 2024 totalled £4.391 million. This represented an underspend of £0.060 million. The projected outturn for 2023/2024 was £5.000 million. This represented an underspend of £0.333 million and was mainly due to the timing of spend on IT infrastructure projects which required spend in 2024/2025 rather than 2023/2024. Funding for those projects would carry forward into next financial year. The Committee decided: (1) that the Finance and Corporate Resources’ capital programme of £5.333 million, and expenditure to date of £4.391 million, be noted; and (2) that the projected outturn of £5.000 million be noted. [Reference: Minutes of 6 March 2024 (Paragraph 6)] 6
Page 7
7 Finance and Corporate Resources – Workforce Monitoring – January to March 2024 A report dated 11 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted on the following employee information for Finance and Corporate Resources for the period January to March 2024:- 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 9 March 2024 The Committee decided: that the report be noted [Reference: Minutes of 6 March 2024 (Paragraph 7)] 8 Council-wide Workforce Monitoring – January to March 2024 A report dated 11 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted on the following Council-wide employee information for the period January to March 2024:- 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 9 March 2024 The Head of Personnel Services advised that a report on the Veterans Strategy would go to the Executive Committee in June 2024. She also intimated that a deeper analysis of information reported around BAME had taken place and would be ongoing. This would be shared in the future and reporting methodology going forward was also being looked at. Officers responded to a member’s question on the report. The Committee decided: that the report be noted. [Reference: Minutes of 6 March 2024 (Paragraph 8)] 9 Revenue Collection and Approval for Write-Offs A report dated 1 May 2024 by the Executive Director (Finance and Corporate Resources) was submitted on:- collection performance for the financial year 2023/2024 to 31 March 2024 on revenue income which comprised Council Tax, non-domestic rates, sundry debts and arrears performance in the Business Rates Incentivisation Scheme (BRIS) the write-off of irrecoverable Council Tax, non-domestic rates, Business Improvement District (BID) levy, sundry debt and Housing Rent and associated charges 7
Page 8
Details were provided on current collection targets. The Council was ahead of target but behind comparable performance from 2022/2023 in respect of Council Tax. In respect of Sundry Debt, the Council was behind both target and comparable performance from 2022/2023. In respect of non-domestic rates, the Council was ahead of target and equal to comparable performance for 2022/2023. In terms of arrears collection targets, the Council was ahead of target but behind comparable performance from 2022/2023 in respect of Council Tax, sundry debt and non-domestic rates. As previously advised to Committee, the BRIS scheme had been suspended due to the impact of Covid-19 from 2020/2021 to 2022/2023. The Scottish Government had re-instated the scheme with a buoyancy target set for the Council for 2023/2024 of 0.9% Buoyancy for 2023/2024 was 1.5%. The tax base had, therefore, exceeded the final target by 0.6%, which should result in the securing of additional income under the scheme of approximately £0.339 million in relation to 2023/2024. The Scottish Government would confirm the value before payment was made to the Council. It was proposed that the following debts be written off:- irrecoverable Council Tax accounts from 1993/1994 to 2023/2024 to the value of £2,196,799.14 relating primarily to prescribed debt, sequestrations and estates of the deceased irrecoverable non-domestic rates from 2022/2023 to 2023/2024 to the value of £301,452.77 relating primarily to debtors in liquidation, those who had ceased trading or had been sequestrated BID levies totalling £8,918.69 administered by the Council on behalf of Hamilton, Carluke and Lanark BID companies sundry debts to a value of £499,862.15 former tenant rent arrears totalling £201,349.17, factoring arrears of £203.68 and housing benefit overpayments of £43,114.23. Officers responded to a member’s question on the report. 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 Business Rates Incentivisation Scheme be noted; and (3) that the write-off of the following irrecoverable debts be approved:- Council Tax debt from 1993/1994 to 2023/2024 to the value of £2,196,799.14 Non Domestic Rates from 2022/2023 to 2023/2024 totalling £301,452.77 BID levies totalling £8,918.69 sundry debts to a value of £499,862.15 house rent and associated charges totalling £244,667.08 [Reference: Minutes of 6 March 2024 (Paragraph 10)] 10 Finance and Corporate Resource Plan 2024/2025 A report dated 8 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted on the Finance and Corporate Resource Plan 25024/2025. 8
Page 9
Details were provided on the Resource Plan for 2024/2025, 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 2024/2025 would be submitted, as a pack, to the meeting of the Executive Committee to be held on 26 June 2024 for noting. The Resource had established a number of outcomes to support the delivery of the Council Plan, Connect, in 2024/2025. 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 2024/2025, 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 2024/2025 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. The Committee decided:- [ (1) that the Finance and Corporate Resource Plan 2024/2025, attached as Appendix 1 to the report, be approved; (2) that the Resource Plan 2024/2025 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 on 26 June 2024 for noting; and (4) that it be noted that Progress Reports on the Resource Plan 2024/2025 would be submitted, at Quarter 2 and Quarter 4, to future meetings of this Committee. 11 2024/2025 Information and Communication Technology (ICT) Asset Management Plan A report dated 30 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted on the outcomes of the 2024/2025 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 2024/2025 ICT Asset Management Plan was attached as Appendix 1 to the report. The Committee decided: that the ICT Asset Management Plan for 2024/2025 be approved. [Reference: Minutes of 3 May 2023 (Paragraph 13)] 9
Page 10
12 Common Good Update Report A report dated 24 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted on:- funding for the Hamilton Town Centre Masterplan an update of the Lanark Racecourse Masterplan an update on St Nicholas Church Tower, Lanark The Common Good was a fund of money/assets and was administered by a Scottish local authority in respect of each former burgh within the area of the local authority. Common Good property was administered separately from other local authority assets for accounting purposes. What the authority could do with the assets was subject to a system of statutory control. This control had the potential to limit the extent to which the authority could dispose of or deal with the asset and on what terms. A report on the Hamilton Town Centre Masterplan was presented to the Executive Committee on 21 February 2024. The aim of the masterplan was to set the strategic priorities and investment for the town centre for at least the next 15 years. Both the UK and Scottish Government were in the process of renewing their funding programmes. Updates on those new programmes were anticipated later this year. In order to pursue new opportunities and compete with other local authorities, the Council would need to have developed plans in place for projects incorporated within the Hamilton Town Centre Masterplan. In order to facilitate the initial stage of design works and have a project at the detailed design stage when funding applications were invited, a request for funding of up to £100,000 from the Hamilton Common Good had been received from Community and Enterprise Resources. The balance invested in South Lanarkshire Council’s Loans Fund for Hamilton Common Good as at 31 March 2024 was forecast to be £0.495 million. This was the cash held by the Council on behalf of the Common Good funds and was readily available to meet expenditure. The contribution requested by Community and Enterprise Resources could be accommodated from this balance. A report on the Lanark Racecourse Masterplan was presented to the Community and Enterprise Resources Committee on 6 February 2024. Following a competitive procurement process, Ironside Farrar had been commissioned to develop the Lanark Racecourse Masterplan and Priority Project Report. The Masterplan had been prepared under the guidance of officers from Enterprise and Sustainable Services, Property Services and South Lanarkshire Leisure and Culture (SLLC), in consultation with the community of Lanark. The process also had input from Historic Scotland and NaureScot. Development of the Masterplan involved engagement with the local community since the asset formed part of the Common Good and was predominantly used by local people. The Masterplan set out the process that was undertaken in its preparation and outlined the results of community and stakeholder engagements. The initial consultation exercise had identified the racecourse’s strengths and weaknesses which had allowed the team to focus on how those could be improved or enhanced. The report also provided an update on progress made on the delivery of a Lanark Community Workshop at the racecourse, utilising funding of £807,000 from the Scottish Government’s Regeneration Capital Grant Fund. 10
Page 11
The development of the Lanark community Workshop had secured planning permission for a location close to the existing car park and the contract awarded for works to commence in spring 2024. The tenant of the Workshop would be the Lanimer Committee. Community and Enterprise Resources Committee had endorsed the Lanark Racecourse Masterplan on 21 February 2024 as the guiding document for future management and investment at the racecourse site. As reported to this Committee in December 2023, advice was to be sought from a Conservation Accredited Architect to identify the areas requiring repair to both the St Nicholas Church and Tower. The study was to consider options for protecting the building in a more effective and economic way, with the aim of working jointly with the Church to find a longer-term solution for the building, one that would eliminate the need for an annual wash down. The architect’s report had now been received and officers from Housing and Technical Resources were reviewing the document to determine what work was required and how the works could be progressed jointly with the Church. The outcome of those discussions, along with any potential funding requirement for the Common Good, would be brought back to this Committee. Officers responded to members’ questions on various aspects of the report. The Committee decided: cs] (1) that the request for funding of up to £100,000 from the Hamilton Common Good Fund towards the Hamilton Town Centre Masterplan, as detailed in Section 4, be approved; (2) that the update on the Lanark Racecourse Masterplan, as detailed in Section 5, be noted; and (3) that the update on St Nicholas Church Tower, Lanark, as detailed in Section 6, be noted. [Reference: Minutes of Community and Enterprise Resources Committee of 6 February 2024 (Paragraph 10) and Minutes of Executive Committee 21 February 2024 (Paragraph 6)] 13 Safety at Sports Grounds A report dated 3 May 2024 by the Executive Director (Finance and Corporate Resources) was submitted:- advising on action taken, in terms of Standing Order No 37(c) in view of the timescales involved, by the Executive Director (Finance and Corporate Resources), in consultation with the Chair and an ex officio member, to re-issue the reviewed General Safety Certificate for the Grandstand at Hamilton Park, Bothwell Road, Hamilton requesting that authorisation be granted to the Executive Director (Finance and Corporate Resources), to approve the re-issue of the General Safety Certificate for the ZLX Stadium, Cadzow Avenue, Hamilton prior to the 2024/2025 season commencing The revised format of the General Safety Certificate for the Grandstand at Hamilton Park had been approved by this Committee on 13 February 2016. The certificate was required to be reviewed and re-issued annually. 11
Page 12
The ZLX Stadium, formerly known as New Douglas Park, had previously been identified as a sports ground with regulated stands. The revised format of the General Safety Certificates for the North and West Stands was approved by this Committee on 11 December 2013. A single certificate covering both Stands was approved by this Committee on 10 December 2021. The Certificate required to be reviewed and re-issued annually. The annual inspection of the ZLX Stadium would take place during the close season and the start of the 2024/2025 men’s Scottish Football Season was scheduled for the weekend of 2 to 4 August 2024. It was, therefore, not possible to request that this Committee approve the re-issue of the General Safety Certificate prior to the season commencing, as the next meeting would take place on 21 August 2024. It was proposed, therefore, that the Executive Director (Finance and Corporate Resources) be authorised to approve the re-issue of the Certificate prior to the 2024/2025 season commencing. The Committee decided: (1) that the action taken, in terms of Standing Order No 37(c), by the Executive Director (Finance and Corporate Resources), in consultation with the Chair and an ex officio member, to re- issue the reviewed General Safety Certificate for the Grandstand at Hamilton Park, Bothwell Road, Hamilton, be noted; and (2) that the Executive Director (Finance and Corporate Resources) be authorised to approve the re-issue of the General Safety Certificate for the ZLX Stadium, Cadzow Avenue, Hamilton prior to the 2024/2025 season commencing. [Reference: Minutes of 28 June 2023 (Paragraph 14)] 14 Review of Procurement Strategy for 2024/2025 A report dated 19 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted on:- progress in the Procurement Strategy Action Plan to March 2024 the annual review of the Procurement Strategy for 2024/2025 the Procurement Strategy Action Plan for 2024/2025 The Council’s Procurement Strategy 2023 to 2028 was approved by the Executive Committee on 17 May 2023. The Procurement Strategy 2023 to 2028 included 7 key strategic objectives, which linked to key outcomes for the Procurement Service. An update on each of those objectives and evidence of progress in working towards those outcomes was included in Appendix 1 to the report. The Procurement Strategy Action Plan included specific projects for 2023/2024 in support of those strategic objectives which included 8 actions. Progress made to the end of March 2024 was detailed in Appendix 2 to the report. The Council was required to review the Procurement Strategy annually and this was the first review of the 2023 to 2028 Strategy. The updated Strategy was attached as Appendix 3 to the report. The key strategic objectives had been reviewed and updated to reflect current and emerging issues and a number of strategic objectives had been expanded during this review period. 12
Page 13
Appendix 4 detailed the proposed Procurement Strategy Action Plan for 2024/2025. The specific actions contributed towards the achievement of the procurement strategic objectives and included a focus on the functional and operational changes from the use of Oracle Fusion. The Committee decided: that the report be noted. [Reference: Minutes of the Executive Committee of 17 May 2023 (Paragraph 12)] 15 Early Retirement Voluntary Severance and Switch 2 - 31 October 2023 to 31 March 2024 A report dated 16 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted on the activity related to early retirements, voluntary severances, re-employment of early retirees and re-deployments during the period 31 October 2023 to 31 March 2024. The Committee decided: that the report be noted. [Reference: Minutes of 6 December 2023 (Paragraph 13)] 16 Notification of Contracts Awarded - 1 October 2023 to 31 March 2024 A report dated 25 April 2024 by the Executive Director (Finance and Corporate Resources) was submitted on contracts awarded by Finance and Corporate Resources during the period 1 October 2023 to 31 March 2024. 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 6 December 2023 (Paragraph 12)] 17 Urgent Business There were no items of urgent business. 13
Page 14
14
Page 15
APPEALS PANEL Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 30 May 2024 Chair: Councillor Lesley McDonald Councillors Present: Councillor Hugh Macdonald, Councillor Catherine McClymont Attending: Finance and Corporate Resources G Robertson, Personnel Adviser; L Hamilton, Administration 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 4/24) by an employee against their dismissal. The appellant was present and represented themselves. The Council was represented by a Personnel Adviser. 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 been substantiated in part and the appeal be upheld to the extent that:- the dismissal be replaced by a period of unpaid absence from the date of dismissal until 30 May 2024 the appellant be issued with a final written warning 3 15
Page 16
16
Page 17
RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 4 June 2024 Chair: Councillor Joe Fagan Councillors Present: Councillor Alex Allison, Councillor Robert Brown, Councillor Gerry Convery (Depute), Councillor Katy Loudon (substitute for Councillor Maureen Chalmers), Councillor John Ross Councillor’s Apology: Councillor Maureen Chalmers Attending: Finance and Corporate Resources J Taylor, Executive Director; S McLeod, Administration Officer; M Milne, Head of Personnel Services 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Recruitment Committee held on 14 May 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Urgent Business There were no items of urgent business. 4 Exclusion of Press and Public The Committee 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. 5 Post of Head of Finance Services (Strategy) The Committee proceeded to interview 3 candidates for the post of Head of Finance Services (Strategy). 4 17
Page 18
The Committee decided: that L O’Hagan, Finance Manager (Strategy), South Lanarkshire Council be appointed to the post of Head of Finance Services (Strategy). [Reference: Minutes of 14 May 2024 (Paragraph 4)] 18
Page 19
RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 21 June 2024 Chair: Councillor Joe Fagan Councillors Present: Robert Brown, Maureen Chalmers, Gerry Convery (Depute), John Ross Councillor’s Apology: Alex Allison Attending: Housing and Technical Resources S Gibson, Executive Director Finance and Corporate Resources S McLeod, Administration Officer; E McPake, Human Resources Business Partner (Education and Social Work Resources) 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Recruitment Committee held on 24 May 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Urgent Business There were no items of urgent business. 4 Exclusion of Press and Public The Committee 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. 5 Post of Head of Property Services The Committee proceeded to interview 2 candidates for the post of Head of Property Services. Three applicants, who had been selected for interview, had since withdrawn their applications. 4 19
Page 20
The Committee decided: that C Jardine, Corporate Asset Manager, West Dunbartonshire Council be appointed to the post of Head of Property Services. [Reference: Minutes of 24 May 2024 (Paragraph 4)] 20
Page 21
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring 2023/2024 – Finance and Corporate Resources 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 2023 to 31 March 2024 for Finance and Corporate Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Finance and Corporate Resources final outturn position as at 31 March 2024 is an overspend of £0.165 million, as detailed in Appendix A, be noted; and (2) that the budget virements be approved. 3. Background 3.1. The report details the financial position for Finance and Corporate Resources in Appendix A, along with variance explanations in Appendices B-H as appropriate. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Year-End Position as at 31 March 2024: The year-end position is an overspend of £0.165 million. This is detailed in Appendix A. 5.2. This outturn position is a favourable movement of £0.051 million from the position reported at Probable Outturn (£0.216 million overspend). 5.3. Virements are proposed to realign budgets. These have been detailed in Appendices B-H as appropriate. 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 21
Page 22
7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no 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) 9 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial ledger and budget monitoring results to 31 March 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Head of Finance (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 22
Page 23
Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 31 March 2024 (No.15) Finance and Corporate Resources Summary Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 40,222 39,187 1,305 40,222 38,729 1,493 under 3.7% Property Costs 4,261 4,475 (214) 4,261 4,426 (165) over (3.9%) Supplies & Services 8.341 8,667 (326) 8.341 8,696 (355) over (4.3%) Transport & Plant 67 66 1 67 54 13 under 19.4% Administration Costs 8,145 8,567 (422) 8,145 8,509 (364) over (4.5%) Payments to Other Bodies 8,898 9,676 (778) 8,898 9,537 (639) over (7.2%) Payments to Contractors 398 419 (21) 398 384 14 under 3.5% Transfer Payments 65,765 63,038 2,727 65,765 63,798 1,967 under 3.0% Financing Charges 1,180 1,257 (77) 1,180 1,284 (104) over (8.8%) Total Controllable Exp. 137,277 135,082 2,195 137,277 135,417 1,860 Under 1.4% Total Controllable Inc. (89,435) (87,024) (2,411) (89,435) (87,410) (2,025) Under recovered 2.3% Net Controllable Exp. 47,842 48,058 (216) 47,842 48,007 (165) over (0.3%) Variance Explanations Variance explanations are shown in Appendices B to H as appropriate. Budget Virements Virements are noted in Appendices B to F as appropriate. 23
Page 24
Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 31 March 2024 (No.15) Finance – Strategy Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 3,191 3,041 150 3,191 3,005 186 under 5.8% 1, a Property Costs 0 0 0 0 0 0 - n/a Supplies & Services 13 11 2 13 16 (3) over (23.1%) Transport & Plant 0 0 0 0 0 0 - n/a Administration Costs 109 117 (8) 109 114 (5) over (4.6%) Payments to Other Bodies 516 607 (91) 516 617 (101) over (19.6%) 2 Payments to Contractors 22 26 (4) 22 17 5 under 22.7% Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 16 22 (6) 16 23 (7) over (4.8%) Total Controllable Exp. 3,867 3,824 43 3,867 3,792 75 under 1.9% Total Controllable Inc. (1,362) (1,353) (9) (1,362) (1,395) 33 over recovered (2.4%) a Net Controllable Exp. 2,505 2,471 34 2,505 2,397 108 under 4.3% Variance Explanations 1. Employee Costs The underspend reflects the turnover of staff throughout the year. 2. Payments to Other Bodies The overspend reflects the uplift in External Audit Fees. Budget Virements a. Budget realignment to reflect service delivery. Net Effect £0.190m: Employee Costs (£0.051m); Income £0.241m. 24
Page 25
Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 31 March 2024 (No.15) Finance – Transactions Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 13,592 13,296 296 13,592 13,308 284 under 2.1% 1, e Property Costs 4,177 4,374 (197) 4,177 4,326 (149) over (3.6%) 2 Supplies & Services 2,288 2,387 (99) 2,288 2,391 (103) over (4.5%) 3, b, c, e Transport & Plant 5 3 2 5 0 5 under 100.0% Administration Costs 2,029 2,139 (110) 2,029 2,176 (147) over (7.2%) 4, e Payments to Other Bodies 2,752 2,776 (24) 2,752 2,787 (35) over (1.3%) d Payments to Contractors 237 253 (16) 237 248 (11) over (4.6%) Transfer Payments 65,765 63,038 2,727 65,765 63,798 1,967 under 3.0% 5, a Financing Charges 105 170 (28) 105 140 (35) over (33.3%) e Total Controllable Exp. 90,950 86,399 2,551 90,950 89,174 1,776 under 2.0% Total Controllable Inc. (68,970) (66,238) (2,732) (68,970) (67,096) (1,874) under recovered 2.7% 5, e Net Controllable Exp. 21,980 22,161 (181) 21,980 22,078 (98) over (0.4%) Variance Explanations 1. Employee Costs The underspend is due to the level of turnover in the Service throughout the year. 2. Property Costs The overspend reflects greater than budgeted spend on Non-Domestic Rates Empty Property Relief. 3. Supplies & Services The overspend reflects greater than budgeted Computer Equipment and Outsourced Mail costs during the year. 4. Administration Costs The overspend reflects additional postage costs required for service delivery; and Graduate training costs which are offset by Employee Cost underspends. 5. Transfer Payments / Income The underspend in Transfer Payments reflects the demand-led spend on Rent Allowance and Rent Rebates and is offset by an under-recovery of Income. Budget Virements a. Transfer from Reserves to fund Discretionary Housing Payments. Net Effect £0.115m: Transfer Payments £0.115m. b. Centralisation of IT Budgets. Net Effect (£0.147m): Supplies & Services (£0.147m). c. Transfer from Reserves to fund costs chargeable to the Insurance Fund. Net Effect £1.535m: Supplies & Services £1.535m. d. Transfer from Reserves to fund £50 Cash Payments. Net Effect £0.110m: Payments to Other Bodies £0.110m. e. Budget realignment to reflect service delivery. Net Effect (£0.445m): Employee Costs (£0.070m); Supplies & Services £0.055m; Administration Costs £0.021m; Financing Charges (£0.037m); Income (£0.414m). 25
Page 26
Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 31 March 2024 (No.15) Audit Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 668 685 (17) 568 692 (24) over (3.6%) 1 Property Costs 0 0 0 0 0 0 - n/a Supplies & Services 5 5 0 5 3 2 over (40.0%) Transport & Plant 0 0 0 0 0 0 - n/a Administration Costs 6 6 0 6 6 0 - 0.0% Payments to Other Bodies 1 0 1 1 0 1 under 100.0% Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 4 4 0 4 5 (1) over (25.0%) Total Controllable Exp. 684 700 (16) 684 706 (22) over (3.2%) Total Controllable Inc. (282) (292) 10 (282) (292) 10 over recovered (3.5%) Net Controllable Exp. 402 408 (6) 402 414 (12) over (3.0%) Variance Explanations 1. Employee Costs The overspend reflects a lower than anticipated turnover during the year. Budget Virements None. 26
Page 27
Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 31 March 2024 (No.15) Information Technology Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,834 5,798 36 5,834 5,798 36 under 0.6% b Property Costs 0 0 0 0 0 0 - n/a Supplies & Services 5,159 5,326 (167) 5,159 5,292 (133) over (2.6%) 1, b Transport & Plant 4 4 0 4 1 3 under 75.0% Administration Costs 1,441 1,440 1 1,441 1,439 2 under 0.1% b Payments to Other Bodies 830 830 0 830 834 (4) over (0.5%) b Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 631 634 (3) 631 631 0 - - Total Controllable Exp. 13,899 14,032 (133) 13,899 13,995 (96) over (0.7%) Total Controllable Inc. (6,996) (7,129) 133 (6,996) (6,836) (160) under recovered 2.3% 2, a, b Net Controllable Exp. 6,903 6,903 0 6,903 7,159 (256) over (3.7%) Variance Explanations 1. Supplies & Services / Income The overspend reflects higher than anticipated spend on equipment maintenance within the Service. 2. Income The under-recovery of income reflects a lower level of Resource recharges achieved at the end of the year. Budget Virements a. Centralisation of IT Budgets. Net Effect £0.949m: Income £0.949m. b. Budget realignment to reflect service delivery. Net Effect £0.412m: Employee Costs £0.301m; Supplies & Services (£0.360m); Administration Costs (£0.163m); Payments to Other Bodies £0.830m; Income (£0.196m). 27
Page 28
Appendix F SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 31 March 2024 (No.15) Personnel Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 10,375 9,492 883 10,375 9,359 1,016 under 9.8% 1 Property Costs 66 96 (30) 66 96 (30) over (45.5%) Supplies & Services 141 141 0 141 169 (28) over (19.9%) Transport & Plant 15 10 5 15 7 8 under 53.3% Administration Costs 1,117 1,369 (252) 1,117 1,310 (193) over (17.3%) 2 Payments to Other Bodies 3,163 3,867 (704) 3,163 3,676 (513) over (16.2%) 3, b Payments to Contractors 139 140 (1) 139 119 20 under 14.4% Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 40 44 (4) 40 81 (41) over (102.5%) Total Controllable Exp. 15,056 15,159 (103) 15,056 14,817 239 under 1.6% Total Controllable Inc. (6,417) (6,677) 260 (6,417) (6,452) 35 over recovered (0.5%) 2, a Net Controllable Exp. 8,639 8,482 157 8,639 8,365 274 under 3.2% Variance Explanations 1. Employee Costs The underspend reflects savings made in advance of the next financial year, and the level of turnover within the Service throughout the year. 2. Administration Costs / Income The overspend in Administration Costs reflects the level of recruitment costs and medical expenses incurred, which is offset by an over-recovery of income via recharges to Resources. 3. Payments to Other Bodies The overspend relates to spend on Employability projects. This overspend has been managed within the overall Service position and is not recurring beyond 2023/2024. Budget Virements a. Budget realignment to reflect service delivery. Net Effect (£0.113m); Income (£0.113m). b. Reversal of Transfer from Reserves to fund Employability spend. Net Effect (£0.139m); Payments to Other Bodies (£0.139m). 28
Page 29
Appendix G SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 31 March 2024 (No.15) Administration, Legal and Licensing Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 3,997 4,110 (113) 3,997 4,097 (100) over (2.5%) 1 Property Costs 18 5 13 18 4 14 under 77.8% Supplies & Services 92 149 (57) 92 124 (32) over (34.8%) Transport & Plant 14 15 (1) 14 14 - - (0.0%) Administration Costs 2,294 2,350 (56) 2,294 2,381 (87) over (3.8%) 2 Payments to Other Bodies 625 523 102 625 552 73 under 11.7% 3 Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 33 68 (35) 33 67 (34) over (103.0%) Total Controllable Exp. 7,073 7,220 (147) 7,073 7,239 (166) over (2.3%) Total Controllable Inc. (2,615) (2,542) (73) (2,615) (2,565) (50) under recovered 1.9% Net Controllable Exp. 4,458 4,678 (220) 4,458 4,674 (216) over (4.8%) Variance Explanations 1. Employee Costs The overspend reflects a lower than anticipated turnover achieved during the year. 2. Administration Costs The overspend relates to a number of small variances including legal costs, and support costs for the Licensing and Registration Service. 3. Payments to Other Bodies The underspend relates to less than budgeted spend on Admin Grants. Budget Virements None. 29
Page 30
Appendix H SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance and Corporate Resources Committee: Period Ended 31 March 2024 (No.15) Communications and Strategy Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/24 Actual 31/03/24 Variance 31/03/24 % Variance 31/03/24 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 2,565 2,495 70 2,565 2,470 95 under 3.7% 1 Property Costs 0 0 0 0 0 0 - n/a Supplies & Services 643 648 (5) 643 701 (58) over (9.0%) Transport & Plant 29 37 (5) 29 32 (3) over (10.3%) Administration Costs 1,149 1,146 3 1,149 1,083 66 under 5.7% Payments to Other Bodies 1,011 1,073 (62) 1,011 1,071 (60) over (5.9%) Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 351 352 (1) 351 337 14 under 4.0% Total Controllable Exp. 5,748 5,748 0 5,748 5,694 54 under 0.9% Total Controllable Inc. (2,793) (2,793) 0 (2,973) (2,774) (19) under recovered 0.7% a Net Controllable Exp. 2,955 2,955 0 2,955 2,920 35 under 1.2% Variance Explanations 1. Employee Costs The underspend reflects the level of turnover within the Service during the year. Budget Virements a. Budget realignment to reflect service delivery: Net Effect (£0.137m): Income (£0.137m). 30
Page 31
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring 2024/2025 - Finance and Corporate Resources 1. Purpose of Report 1.1. The purpose of the report is to:- [p advise Committee of the forecast for the year to 31 March 2025 for Finance and Corporate Resources, and the actual spend position for the period 1 April 2024 to 14 June 2024. [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 2024/2025 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 first revenue budget monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2024/2025. 3.2. The report details the financial position for Finance and Corporate Resources. Appendix A provides the new 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 14 June 2024 within the Resource budget and as part of the new reporting regime within FUSION, reflects the expected outturn forecast on expenditure and income at this date. This is a new approach and allows the early monitoring of outturn for both employee and non-employee budgets. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Appendix A is the new service analysis statement and will outline the key projected outturn variances by Service for the Resource. 5.2. As at 14 June 2024, the Resource’s projected outturn position for 2024/2025 is breakeven (Appendix B). 6 31
Page 32
5.3. Virements are proposed to realign budgets across budget categories and with other Resources. These movements have been detailed in Appendices C-I. 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. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no 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) 29 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial ledger and budget monitoring results to 14 June 2024. Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Head of Finance (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 32
Page 33
Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period 3 Ended 14 June 2024 (No. 3) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Strategy 1,858 1,858 0 0.00% 681 Transactions 16,922 16,922 0 0.00% 10,525 Audit 320 320 0 0.00% 100 Information Technology 5,904 5,904 0 0.00% 3,157 Communications and Strategy 2,387 2,387 0 0.00% 452 Administration, Legal, Licensing and Registration 4,075 4,075 0 0.00% 955 Personnel 6,356 6,356 0 0.00% 1,333 Net Controllable Exp. 37,822 6,356 0 0.00% 17,203 Service Heading Explanation for significant projected outturn variances This is an early forecast for the Resource and will continue to be refined as we move across the year. Strategy No significant year end outturn variances to report Transactions No significant year end outturn variances to report Audit No significant year end outturn variances to report Information Technology No significant year end outturn variances to report Communications and Strategy No significant year end outturn variances to report Administration, Legal, Licensing and Registration No significant year end outturn variances to report Personnel No significant year end outturn variances to report 33
Page 34
Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 14 June 2024 (No.3) Finance & Corporate Resources Summary Budget Category Revised Annual Budget Projected Outturn Projected Outturn Variance Over/ Under % Variance YTD Actual Note £000 £000 £000 £000 Employee Costs 32,141 32,071 70 under 0.22% 5,960 Property Costs 3,866 3,866 0 - 0.00% 180 Supplies & Services 7,980 7,995 (15) over (0.19%) 2,120 Transport & Plant 34 34 0 - 0.00% 2 Administration Costs 8,678 8,698 (20) over (0.23%) 1,281 Payments to Other Bodies 3,841 3,902 (61) over (1.59%) 954 Payments to Contractors 277 277 0 - 0.00% 65 Transfer Payments 65,288 65,288 0 - 0.00% 10,551 Financing Charges 1,255 1,275 (20) over (1.59%) 285 Total Controllable Exp. 123,360 123,406 (46) over (0.04%) 21,398 Total Controllable Inc. (85,538) (85,584) 46 under recovered (0.05%) (4,195) Net Controllable Exp. 37,822 37,822 0 - 0.00% 17,203 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. 34
Page 35
Appendix C South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 14 June 2024 (No.3) Finance – Strategy Services Budget Category Revised Annual Budget Projected Outturn Projected Outturn Variance Over/ Under % Variance YTD Actual Note £000 £000 £000 £000 Employee Costs 2,729 2,687 42 under 1.54% 649 1, a Property Costs 0 0 0 - 0.00% 0 Supplies & Services 16 16 0 - 0.00% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 114 114 0 - 0.00% 1 Payments to Other Bodies 600 658 (58) over (9.67%) 33 2 Payments to Contractors 22 22 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 20 20 0 - 0.00% 1 Total Controllable Exp. 3,501 3,517 (16) over (0.46%) 684 Total Controllable Inc. (1,643) (1,659) 16 under recovered (0.97%) (3) 3 Net Controllable Exp. 1,858 1,858 0 - 0.00% 681 Variance Explanations 1. The underspend in Employee Costs is due to the anticipated level of turnover during the year. 2. The overspend on Payments to Other Bodies is due to the expected uplift in the External Audit Fee. 3. The over-recovery of income is due to an expected higher than budgeted charge to Funds, which is driven by costs of employees and overheads. Budget Virements a. Reduction of Employer's Pension Contribution. Net effect (£0.307m): Employee Costs (£0.307m). 35
Page 36
Appendix D South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 14 June 2024 (No.3) Finance – Transactions Services Budget Category Revised Annual Budget Projected Outturn Projected Outturn Variance Over/ Under % Variance YTD Actual Note £000 £000 £000 £000 Employee Costs 12,018 11,978 40 under 0.33% 2,146 1, a Property Costs 3,860 3,860 0 - 0.00% 178 Supplies & Services 566 566 0 - 0.00% 348 Transport & Plant 4 4 0 - 0.00% 0 Administration Costs 2,289 2,309 (20) over (0.87%) 284 2 Payments to Other Bodies 1,500 1,500 0 - 0.00% 391 Payments to Contractors 255 255 0 - 0.00% 65 Transfer Payments 65,288 65,288 0 - 0.00% 10,551 Financing Charges 141 161 (20) over (14.18%) 2 3 Total Controllable Exp. 85,921 85,921 0 - 0.00% 13,965 Total Controllable Inc. (68,999) (68,999) 0 - 0.00% (3,440) Net Controllable Exp. 16,922 16,922 0 - 0.00% 10,525 Variance Explanations 1. The underspend in Employee Costs is due to vacancies being held for recruitment in line with service requirements. 2. The overspend in Administration Costs is due to higher than budgeted postage costs for Council Tax billing. 3. The overspend in Financing Charges is due to higher than budgeted IT leasing charges. Budget Virements a. Reduction of Employer's Pension Contribution. Net effect (£1.388m): Employee Costs (£1.388m). 36
Page 37
Appendix E South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 14 June 2024 (No.3) Audit Services Budget Category Revised Annual Budget Projected Outturn Projected Outturn Variance Over/ Under % Variance YTD Actual Note £000 £000 £000 £000 Employee Costs 469 469 0 - 0.00% 102 a Property Costs 0 0 0 - 0.00% 0 Supplies & Services 9 9 0 - 0.00% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 6 6 0 - 0.00% 0 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. 488 488 0 - 0.00% 102 Total Controllable Inc. (168) (168) 0 - 0.00% (2) Net Controllable Exp. 320 320 0 - 0.00% 100 Variance Explanations None. Budget Virements a. Reduction of Employer's Pension Contribution. Net effect (£0.032m): Employee Costs (£0.032m). 37
Page 38
Appendix F South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 14 June 2024 (No.3) Information Technology Services Budget Category Revised Annual Budget Projected Outturn Projected Outturn Variance Over/ Under % Variance YTD Actual Note £000 £000 £000 £000 Employee Costs 5,024 5,009 15 under 0.30% 901 a Property Costs 0 0 0 - 0.00% 0 Supplies & Services 6,396 6,411 (15) over (0.23%) 1,646 Transport & Plant 4 4 0 - 0.00% 0 Administration Costs 1,606 1,606 0 - 0.00% 332 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 631 631 0 - 0.00% 278 Total Controllable Exp. 13,661 13,661 0 - 0.00% 3,157 Total Controllable Inc. (7,757) (7,757) 0 - 0.00% 0 Net Controllable Exp. 5,904 5,904 0 - 0.00% 3,157 Variance Explanations None. Budget Virements a. Reduction of Employer's Pension Contribution. Net effect (£0.516m): Employee Costs (£0.516m). 38
Page 39
Appendix G South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 14 June 2024 (No.3) Communications and Strategy Services Budget Category Revised Annual Budget Projected Outturn Projected Outturn Variance Over/ Under % Variance YTD Actual Note Employee Costs 2,140 2,140 0 - 0.00% 417 a Property Costs 0 0 0 - 0.00% 0 Supplies & Services 660 660 0 - 0.00% 68 Transport & Plant 3 3 0 - 0.00% 0 Administration Costs 1,102 1,102 0 - 0.00% 123 Payments to Other Bodies 778 778 0 - 0.00% 162 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 351 351 0 - 0.00% 0 Total Controllable Exp. 5,034 5,034 0 - 0.00% 770 Total Controllable Inc. (2,647) (2,647) 0 - 0.00% (318) Net Controllable Exp. 2,387 2,387 0 - 0.00% 452 Variance Explanations None. Budget Virements a. Reduction of Employer's Pension Contribution. Net effect (£0.257m): Employee Costs (£0.257m). 39
Page 40
Appendix H South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 14 June 2024 (No.3) Administration, Legal, Licensing and Registration Budget Category Revised Annual Budget Projected Outturn Projected Outturn Variance Over/ Under % Variance YTD Actual Note £000 £000 £000 £000 Employee Costs 3,318 3,345 (27) over (0.81%) 633 a Property Costs 6 6 0 - 0.00% 1 Supplies & Services 171 171 0 - 0.00% 45 Transport & Plant 13 13 0 - 0.00% 1 Administration Costs 2,346 2,346 0 - 0.00% 374 Payments to Other Bodies 679 652 27 under 3.98% 255 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 65 65 0 - 0.00% 3 Total Controllable Exp. 6,598 6,598 0 - 0.00% 1,312 Total Controllable Inc. (2,523) (2,523) 0 - 0.00% (357) Net Controllable Exp. 4,075 4,075 0 - 0.00% 955 Variance Explanations None. Budget Virements a. Reduction of Employer's Pension Contribution. Net effect (£0.345m): Employee Costs (£0.345m). 40
Page 41
Appendix I South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 14 June 2024 (No.3) Personnel Budget Category Revised Annual Budget Projected Outturn Projected Outturn Variance Over/ Under % Variance YTD Actual Note £000 £000 £000 £000 Employee Costs 6,443 6,443 0 - 0.00% 1,112 a, b Property Costs 0 0 0 - 0.00% 1 Supplies & Services 162 162 0 - 0.00% 13 b Transport & Plant 10 10 0 - 0.00% 1 b Administration Costs 1,215 1,215 0 - 0.00% 167 b Payments to Other Bodies 284 314 (30) over (10.56%) 113 1 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 43 43 0 - 0.00% 1 b Total Controllable Exp. 8,157 8,187 (30) over (0.37%) 1,408 Total Controllable Inc. (1,801) (1,831) 30 under recovered (1.67%) (75) 2 Net Controllable Exp. 6,356 6,356 0 - 0.00% 1,333 Variance Explanations 1. The overspend on Payments to Other Bodies relates to Medical Charges. The service provision of medical referrals is being considered by Management in the context of budget availability. 2. The over-recovery of income relates to greater than budgeted external income and internal recharges for Modern Apprentices. Budget Virements a. Reduction of Employer's Pension Contribution. Net effect (£0.836m): Employee Costs (£0.836m). b. Transfer of Employability service to Community and Enterprise Resources. Net Effect (£0.166m): Employee Costs (£0.151m); Supplies and Services (£0.002m); Transport and Plant (£0.001m); Administration Costs (£0.006m); Financing Costs (£0.006m). 41
Page 42
42
Page 43
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget Monitoring 2023/2024 - Finance and Corporate Resources 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 2023 to 31 March 2024 [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 £5.333 million, and expenditure for the year of £4.649 million, be noted. [1recs] 3. Background 3.1. This is the final capital monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2023/2024. 3.2. As noted in the last capital monitoring report presented to this Committee (22 May 2024), the budget for Finance and Corporate Resources for financial year 2023/2024 was £5.333 million. There has been no change to this budget since the May 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. 2023/2024 Capital Programme – Final Position As detailed in Section 3.2, the total capital programme for Finance and Corporate Resources for 2023/2024 was £5.333 million. Total expenditure to the 31 March 2024 was £4.649 million, being an underspend of £0.684 million in comparison to the programme of £5.333 million. 7 43
Page 44
5.2. The underspend reflects the level of Capital spend achieved on IT Infrastructure projects in-year and is mainly due to in-house staff costs for the Oracle Fusion project being managed through the Finance and Corporate Resources Revenue Budget, rather than through the Capital programme. Funding for these projects will continue into next year including the approved budget to facilitate the completion of the Oracle Fusion project. An update on the 2024/2025 programme is detailed in a separate report to this Committee. 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. 7. 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. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no 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) 31 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee, 22 May 2024 Executive Committee, 26 June 2024 List of Background Papers Financial ledger to 31 March 2024 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 44
Page 45
Appendix A South Lanarkshire Council Capital Expenditure 2023-2024 Finance and Corporate Resources Programme For Period 1 April 2023 – 31 March 2024 Finance and Corporate Resources Total Original Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Actual Expenditure £000 Information Technology Services 5,333 - - 5,333 4,649 TOTAL 5,333 - - 5,333 4,649 45
Page 46
46
Page 47
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget Monitoring 2024/2025 - Finance and Corporate Resources 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 2024 to 14 June 2024 [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 £3.086 million, and forecast expenditure of £3.086 million, be noted. [1recs] 3. Background 3.1. This is the first capital monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2024/2025. Further reports will follow throughout the year. 3.2. The budget of £3.086 million for Finance and Corporate Resources is based on the overall Capital Programme for 2024/2025, as approved by the Executive Committee on 7 August 2024. 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. 2024/2025 Budget As detailed in Section 3.2, the revised capital programme for Finance and Corporate Resources for 2024/2025 is £3.086 million. This budget is based on the original programme of projects approved by the Council in February 2024, updated to include budget carried forward from financial year 2023/2024. The budget of £3.086 million reflects the level of spend which can realistically be achieved in 2024/2025, based on current estimates. 8 47
Page 48
5.2. 2024/2025 Forecast In line with our move to the new Fusion IT system, the focus of capital monitoring will now be the forecast spend position for the financial year. This will routinely be compared to the annual budget and will mean that the Resource will have early warning of any in-year project overspends or slippage, and will allow corrective action to be taken when possible, either to bring spend back in on line, or to accelerate another approved project so that maximum spend can be incurred in year. 5.3. Appendix A shows a forecast for the financial year of £3.086 million. For information, actual expenditure to 14 June 2024 is £0.815 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. 7. 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. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no 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) 31 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 21 February 2024 Executive Committee, 7 August 2024 List of Background Papers Financial ledger to 14 June 2024 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 48
Page 49
Appendix A South Lanarkshire Council Capital Expenditure 2024-2025 Finance and Corporate Resources Programme For Period 1 April 2024 – 14 June 2024 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 3,086 - - 3,086 3,086 - 815 TOTAL 3,086 - - 3,086 3,086 - 815 49
Page 50
50
Page 51
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources – Workforce Monitoring – April to June 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for April to June 2024 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 April to June 2024 relating to Finance and Corporate Resources be noted: - attendance statistics. occupational health. accident/incident statistics. discipline, grievance and Dignity at Work cases. analysis of leavers and exit interviews. staffing watch as at 11 June 2024 [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 April to June 2024. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of June 2024 for Finance and Corporate Resources. The Resource absence figure for June 2024 was 3.2%, this figure has remained the same to last month and is 2% lower than the Council-wide figure. Compared to June 2023, the Resource absence figure has decreased by 1%. Based on the absence figures at June 2024 and annual trends, the annual average absence for the Resource for 2024/2025 is 3.3%, compared to a Council-wide average figure of 5.5%. 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. 9 51
Page 52
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, which include medical examinations and physiotherapy, overall, 67 referrals were made this period. This represents a increase of 8 when compared with the same period last year. 4.3. Accident/Incident Statistics There was 0 accident/incidents recorded within the Resource this period, this figure has decreased by 2 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 1 disciplinary hearing was held within the Resource. This figure has decreased by 1 when compared to the same period last year. No appeals were heard by the Appeals Panel, this figure has remained the same when compared to the same period last year. No appeals panels were pending. No grievance hearings were raised within the Resource, this figure remains unchanged when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There was a total of 6 leavers in the Resource this period eligible for an exit interview, a decrease of 1 when compared with the same period last year. 3 exit interviews were conducted in this period, this figure remains unchanged when compared to the same period last year. 4.6. When processing an employee termination, managers were asked to identify whether they intended to replace the employee who had left the Council. If they indicated that they did not intend to replace the employee, they were asked to select from the following options: plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term post 4.7. Appendix 2b provides a breakdown of vacant posts and whether these are being replaced or held for savings. In the period April to June 2024, 20 employees (15.64 FTE) in total left employment and managers indicated that 18 posts (14.39 FTE) were being replaced, 1 post (0.65 FTE) was due to end of fixed term contract and post (0.60 FTE) was being held pending service reviews. 5. Staffing Watch 5.1. Appendix 3 provides the Staffing Watch and shows there has been a decrease of 44 in the number of employees in post from 9 March 2024 to 11 June 2024. 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. 52
Page 53
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. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. 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) 24 July 2024 Link(s) to Council Values/Ambitions/Objectives 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 – 22 May 2024 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 53
Page 54
2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 2.8 3.6 2.8 April 0.0 0.0 0.0 April 2.8 3.6 2.8 April 5.6 5.1 5.2 May 3.2 3.9 3.2 May 0.0 0.0 0.0 May 3.2 3.9 3.2 May 5.4 5.1 5.3 June 4.0 4.2 3.2 June 0.0 0.0 0.0 June 4.0 4.2 3.2 June 5.3 4.7 5.2 July 3.9 3.5 July 0.0 0.0 July 3.9 3.5 July 4.6 3.8 August 4.1 3.8 August 0.0 0.0 August 4.1 3.8 August 4.4 4.1 September 3.6 3.9 September 0.0 0.0 September 3.6 3.9 September 5.4 5.3 October 3.8 3.2 October 0.0 0.0 October 3.8 3.2 October 5.8 5.1 November 3.4 3.5 November 0.0 0.0 November 3.4 3.5 November 6.5 6.2 December 4.3 3.3 December 0.0 0.0 December 4.3 3.3 December 7.0 6.6 January 4.3 2.8 January 0.0 0.0 January 4.3 2.8 January 5.8 6.1 February 3.8 3.5 February 0.0 0.0 February 3.8 3.5 February 5.9 6.4 March 3.8 2.6 March 0.0 0.0 March 3.8 2.6 March 6.4 6.3 Annual Average 3.8 3.5 3.3 Annual Average 0.0 0.0 0.0 Annual Average 3.8 3.5 3.3 Annual Average 5.7 5.4 5.5 Average Apr-Jun 3.0 3.8 3.1 Average Apr-Jun 0.0 0.0 0.0 Average Apr-Jun 3.0 3.8 3.1 Average Apr-Jun 5.5 5.1 5.2 830 0 830 16123 Resource Total No of Employees at 30 Jun 2024 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Finance and Corporate Resources No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 APT&C Council WideManual Workers No of Employees at 30 Jun 2024 54
Page 55
55
Page 56
Apr - Jun Apr - Jun 2023 2024 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 27 29 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 59 67 Apr - Jun Apr - Jun 2023 2024 Specified Injuries* 0 0 Over 7 day absences 0 0 Over 3 day absences** 0 0 Minor 1 0 Near Miss 0 0 Violent Incident: Physical**** 0 0 Violent Incident: Verbal***** 1 0 Total Accidents/Incidents 2 0 Apr - Jun Apr - Jun 2023 2024 Total Number of Hearings 2 1 Total Number of Appeals 0 0 Appeals Pending 0 0 Time Taken to Convene Hearing April - June 2024 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 1 0 Apr - Jun Apr - Jun 2023 2024 Number of Grievances 0 0 Number Resolved at Stage 1 0 0 Number Resolved at Stage 2 0 0 Number Resolved at Stage 3 0 0 Still in Progress 0 0 Apr - Jun Apr - Jun 2023 2024 Number of Incidents 0 0 Number Resolved at Informal Stage 0 0 Number Resolved at Formal Stage 0 0 Number of Appeals 0 0 Appeals in Process 0 0 Still in Process 0 0 ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the "Total Specified" figures. ****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 RECORD OF DIGNITY AT WORK 20 25 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. ***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 different circumstance. Appendix 2 12 13 0 0 FINANCE & CORPORATE RESOURCES 56
Page 57
Apr - Jun Apr - Jun 2023 2024 Career Advancement 1 1 Child Caring / Caring Responsibilities 0 1 Disatisfaction with terms and conditions 0 0 Further Education 0 0 Moving outwith area 1 0 Personal Reasons 1 0 Poor relationship with managers / colleagues 0 1 Travelling difficulties 0 0 Other 0 0 Number of Exit Interviews conducted 3 3 Total Number of Leavers Eligible for Exit Interview 7 6 Percentage of interviews conducted 43% 50% ANALYSIS OF REASONS FOR LEAVING Appendix 2a FINANCE & CORPORATE RESOURCES 57
Page 58
Analysis of Vacant Post Proposals FTE H/C FTE H/C Terminations/Leavers 15.64 20 15.64 20 Being replaced 14.39 18 14.39 18 Filling on a temporary basis 0.00 0 0.00 0 Plan to transfer this budget to another post 0.00 0 0.00 0 End of fixed term contract 0.65 1 0.65 1 Held pending service Review 0.60 1 0.60 1 Plan to remove for savings 0.00 0 0.00 0 Appendix 2b Reason Apr - Jun 2024 Financial Year 58
Page 59
As at 11 June 2024 Total Number of Employees F/T P/T F/T P/T 183 14 364 211 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 90.61 326.03 202.14 51.72 23.00 0.00 0.00 0.00 701.50 As at 9 March 2024 Total Number of Employees F/T P/T F/T P/T 192 15 387 222 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 6.00 97.71 353.48 210.14 52.78 23.00 0.00 0.00 0.00 743.11 Appendix 3 JOINT STAFFING WATCH RETURN FINANCE AND CORPORATE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 772 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 816 59
Page 60
60
Page 61
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Council-wide Workforce Monitoring – April to June 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information relating to the Council for the period April to June 2024 [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 April to June 2024 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 11 June 2024 [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 April to June 2024. 4. Attendance Statistics 4.1. Information on absence statistics for the Council and each Resource, as analysed for June 2024, is provided in Appendices 1 to 8. Points to note are:- The Council’s absence rate for June 2024, shown in Appendix 1, is 5.2%, which represents a decrease of 0.1% when compared with last month and the figure has increased by 0.5% when compared to June 2023. When compared to June 2023, the APT&C absence rate has increased by 0.4%, the teachers’ figure has increased by 0.6% and the manual workers’ figure has increased by 0.7%. Based on annual trends and the absence rate to June 2024, the average absence rate for the Council for the financial year 2024/2025 is 5.5%. 10 61
Page 62
In comparison to June 2023 (Appendix 8):- Psychological and other classification conditions are the main reasons for absence. Total days lost due to psychological conditions have decreased by 308 days. Total days lost due to musculoskeletal conditions have decreased by 503 days. Total days lost due to respiratory conditions have increased by 559 days. Total days lost due to stomach, bowel, blood and metabolic disorders have increased by 381 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 April to June 2024 is provided in Appendix 9. during the period there were 470 employees referred for a medical examination, an increase of 143 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 552 employees attended physiotherapy treatment, showing an increase of 112 when compared to the same period last year. Of the 552 employees referred, 76% remained at work whilst undertaking treatment. during this period 445 employees were referred to the Employee Support Officer, showing an increase of 30 when compared with the same period last year. Of the referrals made this period, 85% related to personal reasons. 166 employees were referred to the PAM Assist counselling service this period, showing an increase of 8 when compared with the same period last year. All the referrals made this period were from management and none were made directly by employees. Personal reasons accounted for 84% of the referrals made, 8% were for work related reasons and 8% was for other reasons. 4 employees were referred for Cognitive Behavioural Therapy this period, a decrease of 3 when compared to the same period last year. 6. Accidents/Incidents 6.1. The accident/incident report for April to June 2024 is contained in Appendix 10. the number of accidents/incidents recorded was 365, this figure has decreased by 3 from the same period last year. there was 1 specified injury recorded, this figure remains unchanged from the same period last year. there were 355 minor accidents/incidents, this figure has decreased by 3 from the same period last year. there were 4 accidents resulting in an absence lasting over 3 days during the period, this figure has increased by 3 the same period last year. there were 5 accidents resulting in an absence lasting over 7 days during the period, this figure has decreased by 3 the same period last year. 62
Page 63
7. Discipline, Grievance, Dignity at Work Hearings and Mediation Referrals 7.1. Information on Disciplinary, Grievance Hearings, Dignity at Work and Mediation Referrals for April to June 2024 is contained in Appendices 11, 12a and 12b. in total, 39 disciplinary hearings were held across Resources within the Council, this figure has decreased by 2 when compared to the same period last year. action was taken in 31 of these cases. No appeals were raised against the outcomes. our target is to convene disciplinary hearings within 6 weeks, 87% of hearings met this target. during the period, 3 appeals were heard by the Appeals Panel, of which 2 were upheld and 1 was not upheld. at the end of June, 0 Appeals Panels were pending. during the period, 0 grievance cases were raised. during the period, 0 Dignity at Work cases were raised. during the period, 3 referrals for mediation was submitted. 8. Analysis of Leavers and Exit Interviews 8.1. Information on the number of leavers and exit interviews for the period April to June 2024 is contained in Appendix 13. Exit interviews are conducted with employees who leave voluntarily. Labour Turnover Using information compiled from Resources and Staffing Watch information as at 11 June 2024, the Council’s turnover figure for April to June 2024 is as follows: - 140 leavers eligible for exit interviews/15,033 employees in post = Labour Turnover of 0.9%. Based on the figure at June 2024, the annual labour turnover figure for the financial year 2024/2025 for the Council is 3.7%. 8.2. Analysis of Leavers and Exit Interviews there were a total of 140 employees leaving the Council that were eligible for an exit interview, a decrease of 30 when compared with the same period last year. there were a total of 43 exit interviews conducted which is a decrease of 1 when compared with same period last year. 8.3. When processing an employee termination, managers are asked to identify whether they intend to replace the employee who had left the Council. If they indicate that they do not intend to replace the employee, they are asked to select from four options:- plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term contract 8.4. Appendix 13a provides information relating to vacant posts and whether these are being replaced or held for savings. From April to June 2024, 353 employees (235.70 FTE) left employment. Managers indicated that 308 posts (215.47 FTE) would be replaced, 3 posts (2.00 FTE) were being filled on a temporary basis, 20 posts (3.87 FTE) were due to the end of fixed term contracts, 13 posts (7.35 FTE) were being left 63
Page 64
vacant pending savings or service reviews, 8 posts (6.06 FTE) are planning to be removed for savings and 1 post (0.95 FTE) plans to transfer budget to another post. 9. Recruitment Monitoring 9.1. Information on Recruitment Monitoring for April to June 2024 is contained within Appendix 14. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:- overall, 2882 applications and 2854 completed Equal Opportunities Monitoring Forms were received of those applicants who declared themselves as disabled (115), 47 were shortleeted for interview and 5 were appointed. of those applicants of a black/ethnic minority background (369), 65 were shortleeted for interview and 12 were appointed. Of those applicants who are veterans (12), 5 were shortleeted for interview and no one was appointed. 10. Staffing Watch 10.1 There has been an increase of 64 in the number of employees in post from 9 March 2024 to 11 June 2024. Details of the staffing watch are contained in Appendix 15. 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. Other Implications 14.1. There are no implications for risk in terms of the information contained within this report. 15. Equality Impact Assessment and Consultation Arrangements 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 11 April 2024 Link(s) to Council Values/Ambitions/Objectives Accountable, effective, efficient and transparent 64
Page 65
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 – 6 March 2024 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 65
Page 66
2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 5.2 5.2 5.2 April 2.7 2.8 2.9 April 8.8 7.0 7.3 April 5.6 5.1 5.2 May 5.0 5.1 5.4 May 3.6 3.2 3.0 May 7.6 6.2 7.1 May 5.4 5.1 5.3 June 5.0 4.9 5.3 June 2.6 2.2 2.8 June 8.1 6.5 7.2 June 5.3 4.7 5.2 July 4.5 4.0 July 1.4 1.1 July 7.4 5.8 July 4.6 3.8 August 4.3 4.2 August 1.4 1.3 August 7.4 6.2 August 4.4 4.1 September 5.2 5.2 September 2.8 2.9 September 8.0 7.6 September 5.4 5.3 October 5.7 5.2 October 3.4 2.7 October 8.1 7.1 October 5.8 5.1 November 6.3 6.1 November 4.7 4.3 November 8.6 8.1 November 6.5 6.2 December 6.7 6.7 December 5.3 4.8 December 8.9 7.8 December 7.0 6.6 January 5.2 5.8 January 4.3 4.8 January 8.0 7.8 January 5.8 6.1 February 5.7 6.3 February 4.1 4.9 February 7.9 8.0 February 5.9 6.4 March 6.2 6.3 March 4.6 4.1 March 8.3 8.1 March 6.4 6.3 Annual Average 5.4 5.4 5.5 Annual Average 3.4 3.3 3.3 Annual Average 8.1 7.2 7.3 Annual Average 5.7 5.4 5.5 Average Apr-Jun 5.1 5.2 5.3 Average Apr-Jun 3.2 3.0 2.9 Average Apr-Jun 8.2 6.6 7.2 Average Apr-Jun 5.5 5.1 5.2 7635 3977 4511 16123 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Council Wide APT&C Teachers No of Employees at 30 June 2024 No of Employees at 30 June 2024 Manual Workers Council Wide No of Employees at 30 June 2024 No of Employees at 30 June 2024 66
Page 67
2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 4.4 3.6 3.2 April 7.3 6.3 6.8 April 6.9 6.0 6.3 April 5.6 5.1 5.2 May 3.9 3.7 3.1 May 6.8 6.3 6.3 May 6.3 5.9 5.9 May 5.4 5.1 5.3 June 3.5 4.3 4.1 June 7.2 5.9 6.4 June 6.7 5.7 6.0 June 5.3 4.7 5.2 July 3.9 2.3 July 5.9 4.6 July 5.6 4.3 July 4.6 3.8 August 3.4 3.0 August 6.6 5.2 August 6.1 4.9 August 4.4 4.1 September 3.1 2.5 September 7.9 7.1 September 7.1 6.4 September 5.4 5.3 October 5.1 2.0 October 7.5 7.0 October 7.1 6.3 October 5.8 5.1 November 4.2 2.6 November 8.3 8.1 November 7.7 7.3 November 6.5 6.2 December 3.7 3.0 December 8.8 7.5 December 8.0 6.8 December 7.0 6.6 January 2.6 3.6 January 7.4 7.4 January 6.7 6.9 January 5.8 6.1 February 3.6 4.0 February 7.4 7.8 February 6.9 7.2 February 5.9 6.4 March 3.9 3.2 March 7.9 7.9 March 7.3 7.2 March 6.4 6.3 Annual Average 3.8 3.2 3.1 Annual Average 7.4 6.8 6.8 Annual Average 6.9 6.2 6.3 Annual Average 5.7 5.4 5.5 Average Apr-Jun 4.2 3.7 3.5 Average Apr-Jun 7.1 6.3 6.5 Average Apr-Jun 6.6 6.0 6.1 Average Apr-Jun 5.5 5.1 5.2 594 2917 3511 16123 Resource Total No of Employees at 30 June 2024 No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 Appendix 2 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Community and Enterprise Resources APT&C Council WideManual Workers 67
Page 68
2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 5.5 5.0 5.4 April 2.7 2.8 2.9 April 4.0 3.8 4.0 April 5.6 5.1 5.2 May 5.5 5.4 6.0 May 3.6 3.2 3.0 May 4.5 4.2 4.4 May 5.4 5.1 5.3 June 5.1 4.8 5.5 June 2.6 2.2 2.8 June 3.7 3.4 4.1 June 5.3 4.7 5.2 July 3.8 3.4 July 1.4 1.1 July 2.5 2.2 July 4.6 3.8 August 3.6 4.0 August 1.4 1.3 August 2.4 2.5 August 4.4 4.1 September 5.8 5.9 September 2.8 2.9 September 4.1 4.3 September 5.4 5.3 October 6.5 5.5 October 3.4 2.7 October 4.8 4.0 October 5.8 5.1 November 7.9 7.1 November 4.7 4.3 November 6.2 5.6 November 6.5 6.2 December 8.5 8.1 December 5.3 4.8 December 6.8 6.3 December 7.0 6.6 January 6.1 6.6 January 4.3 4.8 January 5.1 5.6 January 5.8 6.1 February 6.8 7.2 February 4.1 4.9 February 5.4 6.0 February 5.9 6.4 March 7.0 7.5 March 4.6 4.1 March 5.7 5.7 March 6.4 6.3 Annual Average 6.0 5.9 6.0 Annual Average 3.4 3.3 3.3 Annual Average 4.6 4.5 4.6 Annual Average 5.7 5.4 5.5 Average Apr-Jun 5.5 5.2 5.6 Average Apr-Jun 3.2 3.0 2.9 Average Apr-Jun 4.3 4.0 4.2 Average Apr-Jun 5.5 5.1 5.2 3487 3977 7464 16123 Teachers Resource Total No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 Appendix 3 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Education Resources Council WideAPT&C 68
Page 69
2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 2.8 3.6 2.8 April 0.0 0.0 0.0 April 2.8 3.6 2.8 April 5.6 5.1 5.2 May 3.2 3.9 3.2 May 0.0 0.0 0.0 May 3.2 3.9 3.2 May 5.4 5.1 5.3 June 4.0 4.2 3.2 June 0.0 0.0 0.0 June 4.0 4.2 3.2 June 5.3 4.7 5.2 July 3.9 3.5 July 0.0 0.0 July 3.9 3.5 July 4.6 3.8 August 4.1 3.8 August 0.0 0.0 August 4.1 3.8 August 4.4 4.1 September 3.6 3.9 September 0.0 0.0 September 3.6 3.9 September 5.4 5.3 October 3.8 3.2 October 0.0 0.0 October 3.8 3.2 October 5.8 5.1 November 3.4 3.5 November 0.0 0.0 November 3.4 3.5 November 6.5 6.2 December 4.3 3.3 December 0.0 0.0 December 4.3 3.3 December 7.0 6.6 January 4.3 2.8 January 0.0 0.0 January 4.3 2.8 January 5.8 6.1 February 3.8 3.5 February 0.0 0.0 February 3.8 3.5 February 5.9 6.4 March 3.8 2.6 March 0.0 0.0 March 3.8 2.6 March 6.4 6.3 Annual Average 3.8 3.5 3.3 Annual Average 0.0 0.0 0.0 Annual Average 3.8 3.5 3.3 Annual Average 5.7 5.4 5.5 Average Apr-Jun 3.0 3.8 3.1 Average Apr-Jun 0.0 0.0 0.0 Average Apr-Jun 3.0 3.8 3.1 Average Apr-Jun 5.5 5.1 5.2 830 0 830 16123 Resource Total No of Employees at 30 Jun 2024 Appendix 4 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Finance and Corporate Resources No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 APT&C Council WideManual Workers No of Employees at 30 Jun 2024 69
Page 70
2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 5.5 5.7 5.3 April 10.6 6.9 7.2 April 7.6 6.2 6.1 April 5.6 5.1 5.2 May 4.5 4.9 5.2 May 8.1 6.1 8.1 May 6.0 5.4 6.4 May 5.4 5.1 5.3 June 4.9 5.4 5.7 June 8.5 6.8 8.4 June 6.4 6.0 6.8 June 5.3 4.7 5.2 July 5.5 5.0 July 8.9 8.1 July 6.9 6.2 July 4.6 3.8 August 4.7 5.1 August 7.1 8.5 August 5.7 6.4 August 4.4 4.1 September 4.5 4.7 September 6.3 7.8 September 5.2 6.0 September 5.4 5.3 October 4.3 4.9 October 7.8 5.2 October 5.8 5.0 October 5.8 5.1 November 4.6 4.8 November 7.8 6.7 November 5.9 5.6 November 6.5 6.2 December 4.4 5.1 December 7.2 7.4 December 5.6 6.0 December 7.0 6.6 January 4.5 4.4 January 5.5 6.0 January 4.9 5.0 January 5.8 6.1 February 4.4 5.2 February 6.2 6.3 February 5.1 5.6 February 5.9 6.4 March 5.3 5.3 March 6.8 7.2 March 5.9 6.1 March 6.4 6.3 Annual Average 4.8 5.0 5.1 Annual Average 7.6 6.9 7.2 Annual Average 5.9 5.8 5.9 Annual Average 5.7 5.4 5.5 Average Apr-Jun 5.0 5.3 5.4 Average Apr-Jun 9.4 6.5 7.9 Average Apr-Jun 6.8 5.8 6.4 Average Apr-Jun 5.5 5.1 5.2 879 562 1441 16123 Manual Workers Council Wide No of Employees at 30 Jun 2024No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2022/2023, 2023/2024 & 2024/2025 APT&C 70
Page 71
2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 6.2 6.5 6.5 April 12.6 9.4 8.8 April 8.3 7.4 7.3 April 5.6 5.1 5.2 May 5.7 5.8 5.8 May 10.1 8.4 9.5 May 7.1 6.6 7.0 May 5.4 5.1 5.3 June 5.9 5.5 6.0 June 11.3 8.6 9.2 June 7.6 6.5 7.0 June 5.3 4.7 5.2 July 6.0 5.4 July 11.8 8.8 July 7.9 6.5 July 4.6 3.8 August 6.0 4.8 August 10.8 8.6 August 7.5 6.0 August 4.4 4.1 September 5.9 5.6 September 9.6 9.3 September 7.1 6.8 September 5.4 5.3 October 5.8 6.5 October 10.4 8.5 October 7.3 7.1 October 5.8 5.1 November 6.0 7.3 November 10.4 9.0 November 7.4 7.8 November 6.5 6.2 December 6.4 7.4 December 10.6 9.5 December 7.7 8.1 December 7.0 6.6 January 5.2 7.0 January 12.0 10.3 January 7.4 8.1 January 5.8 6.1 February 5.8 7.0 February 11.0 9.9 February 7.5 7.9 February 5.9 6.4 March 7.0 7.1 March 10.9 9.4 March 8.2 7.9 March 6.4 6.3 Annual Average 6.0 6.3 6.4 Annual Average 11.0 9.1 9.2 Annual Average 7.6 7.2 7.3 Annual Average 5.7 5.4 5.5 Average Apr-Jun 6.0 6.2 6.1 Average Apr-Jun 11.4 8.9 9.2 Average Apr-Jun 7.7 7.0 7.1 Average Apr-Jun 5.5 5.1 5.2 1845 1032 2877 16123 Resource TotalManual Workers No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 No of Employees at 30 Jun 2024 Appendix 6 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Social Work Resources APT&C Council Wide 71
Page 72
Appendix 7 Absence by long and short term From: 1 Apr 2024 to 30 June 2024 Community and Enterprise 3511 1.7 4.6 6.3 1.6 4.3 5.9 4.0 2.0 6.0 Education 7464 0.9 3.1 4.0 1.4 3.0 4.4 1.4 2.7 4.1 Finance and Corporate 830 1.0 1.8 2.8 1.6 1.6 3.2 1.6 1.6 3.2 Housing & Technical 1441 1.7 4.4 6.1 1.5 4.8 6.3 2.3 4.5 6.8 Social Work 2877 2.3 5.0 7.3 2.1 4.9 7.0 2.4 4.6 7.0 Council Overall for April 2024 to June 2024 16123 1.4 3.8 5.2 1.6 3.7 5.3 1.8 3.4 5.2 Resource No of employees April 2024 Total Short Term % Total Long Term % Resource Total Absence % Resource Total Absence % May 2024 Total Short Term % Total Long Term % June 2024 Total Short Term % Total Long Term % Resource Total Absence % 72
Page 73
From : 1 Jun 2024 - 30 Jun 2024 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1336 33 904 16 48 10 348 19 772 20 3408 21 Psychological 1038 25 1926 34 192 40 737 40 1338 36 5231 33 Stomach, Bowel, Blood, Metabolic Disorders 480 12 628 11 41 9 224 12 439 12 1812 11 Respiratory 348 8 857 15 74 16 172 9 351 9 1802 11 Other Classification 902 22 1392 24 121 25 364 20 864 23 3643 24 Total Days Lost By Resource 4104 100 5707 100 476 100 1845 100 3764 100 15896 100 Total Work Days Available From : 1 Jun 2023 - 30 Jun 2023 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1411 34 929 18 90 12 562 32 919 27 3911 26 Psychological 1271 31 2139 41 379 50 600 34 1150 34 5539 36 Stomach, Bowel, Blood, Metabolic Disorders 311 7 598 11 35 5 170 10 317 9 1431 9 Respiratory 280 7 418 8 60 8 141 8 344 10 1243 8 Other Classification 882 21 1182 22 194 26 279 16 664 20 3201 21 Total Days Lost By Resource 4155 100 5266 100 758 100 1752 100 3394 100 15325 100 Total Work Days Available *WDL = Work Days Lost 68500 140767 14958 Percentage Housing and Technical Resources Education Resources Finance and Corporate 27098 53458 Appendix 8 Attendance Monitoring Absence Classification Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason REASONS Community and Enterprise Resources Education Resources Finance and Corporate Housing and Technical Resources Social Work Resources 52268294401812415327772831 PercentageTotal WDL By Reason 73
Page 74
Appendix 9 Teachers Others 102 57 101 13 64 133 85 47 51 12 46 86 Apr - Jun 23 Apr - Jun 24 No Physiotherapy referral information 3+ absence with no ASM Totals Apr - Jun 2023 Apr - June 2024 Employees Absent 109 130 14 14 35 97 91 84 63 109 24 194 240 160 173 144 89 100 2 6 10 26 29 24 20 25 1 11 13 44 34 35 51 63 37 64 111 88 118 107 108 125 78 289 409 415 445 394 440 552 *ASM refers to Attendance Support Meeting Apr - Jun 2023 Apr - Jun 2024 M S M S M S M S M S M S 0 1 Total (Apr -Jun 2024) 12 0 0 0 141 0 0 0 13 0 166 0 2 1 Total (Apr - Jun 2023) 30 0 0 0 91 0 13 0 24 0 158 0 0 0 Total 166 1 0 158 2 0 M = MANAGEMENT REFERRAL S = SELF REFERRAL 2 2 7 4 Not Disclosed Total Community and Enterprise Education Finance and Corporate Total Referrals (Apr - Jun 2024) Housing and Technical Total Referrals (Apr - Jun 2023) Social Work Addiction Personal Anxiety/ Depression Bereavement Total Resource Social Workk Total 42 Total Total Analysis of Counselling Referrals by Cause No of Employees Referred For Cognitive Behavioural Therapy Reason Work Stress Finance and Corporate Housing and Technical 1 Housing and Technical Housing and Technical Social Work 10 Social Work Education (Teachers) Education 22 Education Education (Others) Finance and Corporate 2 Finance and Corporate No of Employees Referred To Employee Support Officer Resource Resource 3+ absence with no ASM or Physiotherapy referral information Resource Community and Enterprise Community and Enterprise 7 Community and Enterprise Total (Apr -Jun 2024) 470 Total (Apr - Jun 2023) 327 No of Employees Referred For Physiotherapy No of Maximising Attendance Action Not Conducted Occupational Health Reports From: 1 April 2023 - 30 June 2023 comparison with 1 Apr 2024 - 30 June 2024 Medical Referrals Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Totals 74
Page 75
2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 2023 2024 Specified Injury 1 0 0 0 0 0 0 0 0 1 1 1 Violent Incident: Physical 0 0 0 0 0 0 0 0 0 0 0 0 Total Specified Injury* 1 0 0 0 0 0 0 0 0 1 1 1 Over 7-day 3 5 1 0 0 0 1 0 3 0 8 5 Violent Incident: Physical 0 0 0 0 0 0 0 0 0 0 0 0 Violent Incident: Verbal 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 7-day** 3 5 1 0 0 0 1 0 3 0 8 5 Over 3-day 0 1 0 2 0 0 0 0 1 1 1 4 Violent Incident: Physical 0 0 0 0 0 0 0 0 0 0 0 0 Violent Incident: Verbal 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3-day** 0 1 0 2 0 0 0 0 1 1 1 4 Minor 24 28 13 11 1 0 4 5 5 13 47 57 Near Miss 5 6 2 1 0 0 0 0 0 0 7 7 Violent Incident: Physical 2 6 279 239 0 0 0 0 0 9 281 254 Violent Incident: Verbal 2 2 17 19 1 0 2 0 1 16 23 37 Total Minor*** 33 42 311 270 2 0 6 5 6 38 358 355 Total Accidents/Incidents 37 48 312 272 2 0 7 5 10 40 368 365 Finance and Corporate Housing & Tech Analysis of Accidents/ Incidents Comparison Cause of Accidents/ Incidents to employees Appendix 10 Social Work TOTALCommunity and Enterprise Education From: 1 Apr 2024 - 30 June 2024 comparison with 1 Apr 2023 - 30 June 2023 75
Page 76
APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 0 24 n/a 24 0 3 n/a 3 0 21 n/a 21 18 4 2 91% 24.91 Education 2 2 3 7 1 2 0 3 0 0 3 3 3 2 2 71% 7 Finance and Corporate 1 0 n/a 1 0 0 n/a 0 1 0 0 1 0 1 0 100% 1 Housing and Technical 1 2 n/a 3 0 0 n/a 0 1 2 n/a 3 2 1 0 100% 3 Social Work 3 2 n/a 4 1 0 0 1 3 0 0 3 1 2 1 75% 4 Total (Apr Jun 2024) 7 29 3 39 2 5 0 7 5 23 3 31 24 10 5 87% 39 Total (Apr Jun 2023) 5 34 2 41 0 1 1 2 4 17 17 39 26 9 6 85% 41 APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (Apr - Jun 2024) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total (Apr -Jun 2023) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 *Resources nil responses are not included in figures Appeal's Panel From: 1 Apr - 30 June 2024 Appeal's Panel Total 0 Not Upheld Total Appeals Pending 0 Withdrawn 1 Resource Resource Action Taken Upheld Upheld in Part Manual/ Craft Outcome of Disciplinary Hearings Manual/ Craft Upheld APT&C Upheld in Part Teachers % Held within 6 Weeks No of Appeals No Action APT&C 4-6 6+3Teachers Total No of Disciplinary Hearings 632 Appendix 11 Outcome of Appeals Not Upheld From: 1 Apr 2024 - 30 June 2024 comparison with 1 Apr 2023 - 30 June 2023 Appeals pending to date Record of Disciplinary Hearings No of weeks to convene Disciplinary Hearing Total 76
Page 77
Appendix 12a Record of Grievances From: 1 Apr 2024 - 30 June 2024 comparison with 1 Apr 2023 - 30 Jun 2023 Grievances No of Grievances No Resolved at Stage 1 No Resolved at Stage 2 No Resolved at Stage 3 Still in Process Total (Apr Jun 2024) 0 0 0 0 0 Total (Apr - Jun 2023) 0 0 0 0 0 Dignity at Work From: 1 April 2024 - 30 June 2024 comparison with 1 April 2023 - 30 June 2023 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 Total (Apr -Jun 2024) 0 0 0 0 0 0 Total (Apr - Jun 2023) 0 0 0 0 0 0 77
Page 78
Appendix 12b Referrals for Workplace Mediation Workplace Mediation Apr-24 May-24 Jun-24 No of Referrals 1 1 1 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 1 0 0 Workplace Mediation Apr-23 May-23 Jun-23 No of Referrals 0 2 1 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 1 0 *successful/unsuccessful case outcomes may be shown outwith the month they were referred. As at June 2024 78
Page 79
Appendix 13 From 1 Apr - 30 June 2024 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 4 11 1 2 7 25 58% Child Caring / Caring Responsibilities 1 2 1 0 0 4 9% Poor relationship with managers / colleagues 0 1 1 0 0 2 5% Personal Reasons 0 3 0 0 0 3 7% Moving outwith area 0 2 0 0 0 2 5% Further Education 0 1 0 0 0 1 2% Disatisfaction with terms and conditions 0 0 0 0 0 0 0% Travelling difficulties 0 1 0 0 0 1 2% Other 1 2 0 2 0 5 12% Number of exit interviews conducted 6 23 3 4 7 43 Total no. of leavers per Resource eligible for an exit interview 39 54 6 11 30 140 % of leavers interviewed 15 42 50 36 23 31% From 1 April - 30 June 2023 Number of exit interviews conducted 11 14 3 3 13 44 Total no. of leavers per Resource eligible for an exit interview 39 80 7 5 39 170 % of leavers interviewed 28% 17% 43% 60% 33% 26% * Note these totals include temporary employees Analysis of leavers and exit interviews 79
Page 80
Analysis of Vacant Post Proposals Resource Total FTE* Total H/C** FTE H/C FTE H/C FTE H/C FTE H/C FTE H/C FTE H/C Community & Enterprise 61.05 108 60.83 107 0.22 1 Education 95.86 129 83.91 111 1 3.00 3 5.34 9 3.61 5 Finance & Corporate 15.64 20 14.39 18 0.65 1 0.60 1 Housing & Technical 22.36 26 21.36 25 1 Social Work 40.79 70 34.98 47 1 0.95 1 15 1.41 3 2.45 3 Total 235.70 353 215.47 308 2.00 3 0.95 1 3.87 20 7.35 13 6.06 8 Cummulative Grand Total 235.70 353 215.47 308 2.00 3 0.95 1 3.87 20 7.35 13 6.06 8 April to June 2024 Number of leavers Replace Employee Filling on a temp basis Plan to transfer this budget to another post End of fixed term post Appendix 13a Leave vacant pending savings or service review Plan to remove for savings 80
Page 81
Appendix 14 Applied Interviewed Appointed % of Applicants interviewed % of Applicants appointed % of Interviewees appointed 2854 899 281 31% 10% 31% 1043 333 102 32% 10% 31% 1797 560 177 31% 10% 32% 115 47 5 41% 4% 11% 2142 595 183 28% 8% 31% 674 285 93 42% 14% 33% 2312 809 266 35% 11% 33% 369 65 12 17% 3% 18% 12 5 0 42% 0% 0% Applied Interviewed Appointed % of Applicants interviewed % of Applicants appointed % of Interviewees appointed 4445 1631 418 37% 9% 26% 1678 510 125 30% 7% 24% 2756 954 301 35% 11% 31% 136 83 9 61% 7% 11% 3419 1028 290 30% 8% 28% 969 415 131 43% 13% 31% 3901 1346 405 34% 10% 30% 492 107 31 22% 6% 29% 59 27 3 46% 5% 11% Total No of applicants aged over 50 Total No of White applicants Total No of Black/Ethnic minority applicants* Total No of Veteran applicants *Black/Ethnic Minority applicants includes Mixed, Asian, Black and other backgrounds. Gender / Disability / Age Total EO Forms Received Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants aged under 50 Total Number of Equal Opportunities Monitoring forms received: 4445 Total Number of posts recruited for: 691 Total Number of appointments: 515 Total No of Black/Ethnic minority applicants* Total No of Veteran applicants *Black/Ethnic Minority applicants includes Mixed, Asian, Black and other backgrounds. From : 1 Apr - 30 June 2023 Total Number of applications received: 4576 Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants aged under 50 Total No of applicants aged over 50 Total No of White applicants Total Number of posts recruited for: 320 Total Number of appointments: 299 Gender / Disability / Age Total EO Forms Received Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age From : 1 Apr - 30 June 2024 Total Number of applications received: 2882 Total Number of Equal Opportunities Monitoring forms received: 2854 81
Page 82
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 3173 1237 275 233 1428 2245.16 5.00 1531.38 382.28 258.25 46.55 16.70 0.00 5.00 0.00 Education - Others 3246 117 103 613 2413 2351.33 4.00 1089.86 999.77 134.44 46.00 10.00 0.00 62.46 4.80 Education - Teachers 3885 691 80 2189 925 3498.55 0.00 0.00 0.00 0.00 0.00 1.00 0.00 4.60 3492.95 Finance & Corporate Resources 772 183 14 364 211 701.50 8.00 90.61 326.03 202.14 51.72 23.00 0.00 0.00 0.00 Housing & Technical 1268 779 25 332 132 1208.19 3.00 193.51 631.52 341.56 29.60 9.00 0.00 0.00 0.00 Social Work Resources 2689 195 207 988 1299 2354.75 3.00 323.31 1441.76 494.47 59.30 32.91 0.00 0.00 0.00 8860.93 (excluding Teachers) Total All Staff 15033 3202 704 4719 6408 12359.48 23.00 3228.67 3781.36 1430.86 233.17 92.61 0.00 72.06 3497.75 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 2993 1112 273 198 1410 2074.37 5.00 1412.35 348.58 244.59 43.55 15.30 0.00 5.00 0.00 Education - Others 3311 128 101 661 2421 2416.53 4.96 1179.23 962.79 146.09 46.00 10.60 0.00 62.06 4.80 Education - Teachers 3880 696 80 2181 923 3492.85 0.00 0.00 0.00 0.00 0.00 1.00 0.00 6.60 3485.25 Finance & Corporate Resources 816 192 15 387 222 743.11 6.00 97.71 353.48 210.14 52.78 23.00 0.00 0.00 0.00 Housing & Technical 1273 787 24 330 132 1213.09 3.00 188.11 630.82 352.56 29.60 9.00 0.00 0.00 0.00 Social Work Resources 2696 202 203 994 1297 2359.33 3.00 327.92 1441.30 496.46 56.30 34.35 0.00 0.00 0.00 8806.43 (excluding Teachers) Total All Staff 14969 3117 696 4751 6405 12299.28 21.96 3205.32 3736.97 1449.84 228.23 93.25 0.00 73.66 3490.05 Quarterly Joint Staffing Watch Return : Number Employed On 11 June 2024 Analysis by Resource Total Number of Employees Full-Time Equivalent Male Female Salary Band Quarterly Joint Staffing Watch Return : Number Employed On 9 March 2024 Analysis by Resource Total Number of Employees Full-Time Equivalent Male Female Salary Band 82
Page 83
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Treasury Management Activity – 2024/2025 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 2024/2025 [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 2024 to 30 June 2024. 4. Market Performance 4.1. At their meeting on 1 August 2024, the Bank of England Monetary Policy Committee voted to reduce the base rate from 5.25% to 5.00%. Their Asset Purchase Programme (commonly referred to as its policy of quantitative easing) was £690bn. The Council’s Treasury Management Advisers are predicting further cuts to the base rate during 2024/2025, reaching 4.00% by the end of the financial year. 5. Debt Management and Borrowing Strategy 5.1. The Council began the year with debt of £1,034.532 million with fixed rate loans from the Public Works Loans Board (PWLB) making up 97.25% of the debt. 5.2. Table 1 shows the movement in borrowing from 1 April 2024 to 30 June 2024. Short term borrowing reflects borrowing which will mature in the coming year, or where the debt can be recalled in the coming year. 11 83
Page 84
Table 1 – Movement in Borrowing to 30 June 2024 Balance as at 01/04/2024 £m New Borrowing £m Debt Maturing £m Debt Repaid £m Balance as at 30/06/2024 £m Increase/ Decrease in Borrowing £m Short Term Borrowing 53.770 0.000 (45.768) 0.00 8.002 (45.768) Long Term Borrowing 980.762 0.000 0.00 0.00 980.762 0.000 TOTAL BORROWING 1,034.532 0.000 (45.768) 0.00 988.764 (45.768) 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 funding requirement of £161.719 million for 2024/2025 including £10.294 million carried over from 2023/2024. 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 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. 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 2024/2025 was approved by South Lanarkshire Council on 21 February 2024. 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, Link Asset Services, 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. 84
Page 85
6.4. Deposits made in the period 1 April 2024 to 30 June 2024 totalled £435.668 million. This is the cumulative deposits placed over this period. This is broken down per sector and institution in Table 2. 80.62% of these deposits were made with the UK Government through the Debt Management Office (DMO) deposit facility. 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 14.92% of deposits. The remaining 4.46% was placed in instant access call accounts with Bank of Scotland. Table 2 – Investment Activity 1 April 2024 to 30 June 2024 Counterparty Deposit Totals (£m) % of Total Deposits Average Interest Rate Deposits in UK Government Debt Management Account Deposit Facility 351.230 80.62% 5.19% Total Deposits in UK Government 351.230 80.62% 5.19% Deposits in UK Local Authorities 65.000 14.92% 5.25% Deposits in UK Banks and Building Societies: Bank of Scotland 19.438 4.46% 5.14% Total Deposits in UK Banks and Building Societies 19.438 4.46% 5.14% Total Deposits 01/04/2024 to 30/06/2024 435.668 100.00% 5.20% 6.6. The average interest rates achieved from the deposits are also shown in Table 2. Interest rates achievable for deposits have been increasing, however there is still a differential between these and the rates at which the Council can borrow. 6.7. Actual deposits as at 30 June 2024 totalled £68.213 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 2024 and set a framework for Treasury Management activities in 2024/2025. It also set limits on debt and investments in order to mitigate risks. 7.2. The Annual Investment Strategy for 2024/2025, also approved in February 2024, 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. 85
Page 86
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 2024 to 30 June 2024. 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. Table 3 – Fitch Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO / UK Government (AA-) 351.230m 80.62% Deposits with Local Authorities 65.000m 14.92% A+ F1 19.438m 4.46% Total 435.668m 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) 351.230m 80.62% Deposits with Local Authorities 65.000m 14.92% A1 P-1 19.438m 4.46% Total 435.668m 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) 351.230m 80.62% Deposits with Local Authorities 65.000m 14.92% A+ A-1 19.438m 4.46% Total 435.668m 100.00% 7.5. The tables above show that 95.54% of deposits were made with counterparties of very high credit quality (DMO/UK Government and other local authorities). The remaining 4.46% 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 2024 to 30 June 2024. The graph shows that, since 1 April 2024, all deposits have been made for 1 year or less. The maximum maturity period of 93 days was for a deposit of £20.000 million 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. 86
Page 87
8.3. We will continue to work with our Treasury Management Advisers, Link, to ensure we gain all information available on counterparties before any deposits are made. 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 2024/2025 were set in the Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy 2024/2025 approved by South Lanarkshire Council on 21 February 2024. 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 2024/25 Strategy Minimum Headroom to Limits in period Headroom as at 30/06/2024 £m £m £m Operational Limit for external debt 1,410.000 375.468 421.236 Authorised Limit for external debt 1,430.000 395.468 441.236 9.3. The indicator shows that we have not breached the operational and authorised limits to 30 June 2024. There has been a minimum level of headroom of £395.468m between actual and authorised level for external debt in the period to 30 June 2024. 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 30/06/24 Actuals as at 30/06/24 Under 12 months 30% 0% 3.33% 0.81% 12 months and 24 months 40% 0% 12.10% 12.10% 24 months and 5 years 50% 0% 3.91% 3.91% 5 years and 10 years 60% 0% 21.40% 21.40% 10 years and 20 years 60% 0% 19.12% 19.12% 20 years and 30 years 70% 0% 15.35% 15.35% 30 years and 40 years 80% 0% 27.31% 27.31% 40 years and 50 years 90% 0% 0.00% 0.00% 50 years and above 90% 0% 0.00% 0.00% 87
Page 88
9.5. The indicator shows that the upper limits for all maturity profiles have not been breached to 30 June 2024. 10. Employee Implications 10.1. There are no employee implications. 11. Financial Implications 11.1. The current rate of interest receivable remains relatively low but 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. Other Implications (Including Environmental and Risk Issues) 13.1. Section 7 of this report provides details of how investment risk is managed. 14. Equality Impact Assessment and Consultation Arrangements 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) 1 August 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy 2024/2025, South Lanarkshire Council, 21 February 2024 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 88
Page 89
Appendix 1 89
Page 90
90
Page 91
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resource Plan: Quarter 4 Progress Report 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Finance and Corporate Resource Plan Quarter 4 Progress Report 2023/2024, for the period 1 April 2023 to 31 March 2024 [1purpose] 2. Recommendations 2.1. The Committee is asked to note the following recommendation(s):- [ (1) that the Finance and Corporate Resource Plan Quarter 4 Progress Report 2023/2024 as summarised in paragraph 5.2. and attached as Appendix 2 of this report, be noted; (2) that the key achievements made by the Resource for the year, as detailed in paragraph 5.3. of this report, be noted; (3) that it be noted that there are no areas for improvement as detailed in paragraph 5.4. of this report; 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 this report, be noted 3. Background 3.1. The Finance and Corporate Resource Plan 2023/2024 was approved by this Committee on 3 May 2023 and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2023/2024. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022 to 2027. 4. Resource Outcomes 2023/2024 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2023/2024. These are detailed at Appendix 1. 5. Quarter 4 Progress Report 2023/2024 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 Progress Report 2023/2024, attached as Appendix 2. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure:- 12 91
Page 92
Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 5.2. Measures which are classified as ‘red’ are considered in detail at section 5.4. of this report. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. The overall summary of progress to date is set out in the table below. There remains a legacy impact of Covid 19 and the response to it in some areas, and performance should be considered in that context. Status Measures Statistical Project Total % Blue N/A 6 6 19% Green 15 5 20 62% Amber 4 2 6 19% Red 0 0 0 0% Report later/Contextual 0 0 0 0% Totals 19 13 32 100% (Data correct as at 8 July 2024) 5.3. Key achievements for 2023/2024 are noted below: 5.3.1. Connect Outcome Communities and Environment Resource Outcome Achievement Individuals and communities in South Lanarkshire are engaged and able to participate in decision- making processes The Community Wish list is a way that local communities can make specific requests for support from council suppliers or contractors that will benefit their local community, their projects and causes. The Community Wish List has thrived over the course of the year. 111 Community Wishes were received from a range of community groups across South Lanarkshire and 41 Wishes were answered, with a range of financial donations, goods and materials and food items, totalling £29,475. Including a light installed by Block Architects to illuminate a defibrillator available at Blantyre Old Parish Church. Connect Outcome Education and Learning Resource Outcome Achievement No Resource Outcomes for this Connect Outcome 92
Page 93
Connect Outcome: Health and Wellbeing Resource Outcome Achievement No Resource Outcomes for this Connect Outcome Connect Outcome: Children and Young People Resource Outcome Achievement No Resource Outcomes for this Connect Outcome Connect Outcome: Housing and Land Resource Outcome Achievement No Resource Outcomes for this Connect Outcome Connect Outcome Our Economy Resource Outcome Achievement A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive NHS Demonstrator Programme is delivered in partnership with South Lanarkshire Council and NHS Lanarkshire. Its target group is parents who are in the 6 key priority groups and is funded by No One Left Behind/Tackling Child Poverty from the Scottish Government. Each participant has a key worker who supports them to prepare for starting a 6 month paid employment role within an NHS or the company ISS. Each post is flexible to meet the needs of the individual in relation to hours and working patterns. These posts are fully funded by South Lanarkshire Council and will be contracted up to the end of June 2024. 5.3.2. In addition to working towards these Outcomes, we recognise that the council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified under the heading Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcome Achievement Customers experience high quality and improving council services Following approval of the Statement of Licensing Policy for the Short Term Let licensing scheme by the Executive Committee on 2 November 2022, from within existing resources, a total of 213 applications were received with the majority being lodged within the final month prior to the Scottish Government deadline of 30 September 2023. Income from short term lets applications received since the introduction of the scheme has resulted in income of approximately £82,000. The Council demonstrates high standards of governance and sound financial The Council submitted a favourable year-end position to the Council’s Executive Committee on 21 June 2023. The Unaudited Annual Accounts were presented to the Risk and Audit Scrutiny Forum on 27 June 2023, before being submitted to External Audit by the statutory deadline of 30 June 2023. 93
Page 94
Delivering the Plan and achieving Best Value Resource Outcome Achievement stewardship Successful insurance tender undertaken for all council and South Lanarkshire Leisure and Culture (SLLC) policies, against challenging insurance market conditions. The workforce has the skills, flexibility and capacity to deliver the council’s priorities. During the period 1 April 2023 – 31 March 2024, SLC employees completed 130,729 eLearning modules. In the same period, 10,248 employees attended 1,214 classroom- based events, and 3,402 employees attended 311 virtual online events. Two members of the Licensing and Registration staff attained The Certificate of Proficiency in the Law and Practice of Registration in Scotland which is recognised by the Association of Registrars of Scotland (ARoS), the Convention of Scottish Local Authorities (CoSLA) and the National Records of Scotland (NRS), as the professional qualification for registration staff. Digital and ICT service meet the needs of the council and its customers Primary, Additional Support Needs and Early Years Refresh - 141 establishments were upgraded with over 4,000 devices delivered. Education establishments wireless expansion programme - over 30 establishments now have upgraded wireless functionality. Rollout of Microsoft power app for schools - dashboard application to allow use of purchasing cards by schools facilities staff has been rolled out to schools 5.4. Areas for improvement There were no measures that were classified as ‘red’ (major slippage against timescale or shortfall against target). 5.5. Scrutiny of change in measure status A further analysis introduced to aid scrutiny of performance, is to highlight and explain all measures that have changed status from Quarter 2 to Quarter 4. On analysis of these, four measures show a decline in performance. Details of these four measures are included at Appendix 3. The remaining measures under scrutiny changed from Green or Report later to Blue (complete) and need no further action. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 7. Financial Implications 7.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change or environmental implications as a result of this report. 8.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2023/2024. 94
Page 95
9. Other Implications 9.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 9.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. . 10. Equality Impact Assessment and Consultation Arrangements 10.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. Jackie Taylor Executive Director (Finance and Corporate Resources) 8 July 2024 Link(s) to Council Values/Outcomes/Priorities The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022 to 2027 Previous References Finance and Corporate Resources Quarter 4 Progress Report 2022/2023 – noted by Finance and Corporate Resources Committee on 23 September 2023 List of Background Papers Council Plan Connect 2022 to 2027 – approved by the full Council on 15 June 2022 Finance and Corporate Resource Plan 2023/2024 – approved by Finance and Corporate Resources Committee on 3 May 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little (Head of Communications and Strategy) Ext: 4904 (Tel: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk 95
Page 96
Appendix 1 Finance and Corporate Resource Outcomes 2023-24 Connect Outcomes Resource Outcomes Communities and Environment • Individuals and communities in South Lanarkshire are engaged and able to participate in decision-making processes Education and Learning • No Resource Outcomes for this Connect Outcome Health and Wellbeing • No Resource Outcomes for this Connect Outcome Children and Young People • No Resource Outcomes for this Connect Outcome Housing and Land • No Resource Outcomes for this Connect Outcome Our Economy • A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive Delivering the Plan and achieving Best Value • The council demonstrates high standards of governance and sound financial stewardship • Customers experience high quality and improving council services • The workforce has the skills, flexibility and capacity to deliver the council’s priorities • Digital and ICT services meet the needs of the council and its customers 96
Page 97
IMPROVe - SLC Performance Management System Report printed on 23 Apr 11:24 Quarter 4 : April 2023 - March 2024 South Lanarkshire Council Finance and Corporate Resources Resource Plan (This represents the cumulative position to March 2024) Performance Report 2023-24 12 97
Page 98
IMPROVe - SLC Performance Management System Report printed on 23 Apr 11:24 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 0 0 0 0 0 Education and Learning 0 0 0 0 0 Health and Wellbeing 0 0 0 0 0 Children and Young People 0 0 0 0 0 Housing and Land 0 0 0 0 0 Our Economy 2 1 0 0 3 Delivering the plan and achieving best value 13 3 0 16 Total 15 4 0 0 19 Page 1 98
Page 99
IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources Our Economy A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive. Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of unemployed people supported via council-operated employability programmes Through a wide range of employability programmes delivered both internally and externally with Local Employability Partners we have supported 2,663 participants in total throughout 2023-24. This ranges from young people age 16-19, adults 18+, people with disabilities and parents from the priority groups. Green 1,350 2,663 1,348 1,934 1,687 Number of unemployed people gaining sustainable employment Through participation on our employability programmes 643 have progressed into sustainable employment. This is 32 short of our target, however, throughout the year we have worked with a high number of employability participants who are further away from the labour market and who require longer term support. This includes people with disabilities and parents in particular. Amber 675 643 410 1,146 584 Number of unemployed people accessing further education or training Through participation on our employability programmes 870 have progressed into further education or training. This includes young people who are moving into Further/Higher Education (FE/HE) for their first destination and also participants who are involved with our Sector Based Training programmes and Rural Academy. Our Making it Work Programme for Parents also offers a range of vocational training qualifications. Green 225 870 211 219 536 Delivering the plan and achieving best value The council demonstrates high standards of governance and sound financial stewardship Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Pay invoices within the target of 28 days 90.0% 94.0% 90.9% 93.4% 91.7% Percentage of income due from Council Tax received by the end of the year - in year (incl water) The annual Council Tax collection target for 2023-24 was set at 95.2%. A Council Tax collection rate of 95.7% was achieved, ahead of target by 0.5% and behind comparable performance in 2022-23 by 1.07%. For information, the equivalent level of Council Tax collection for 2023-24 when Scottish Water debts are removed is 96.3%. Green 95.20% 95.70% 94.89% 95.54% 96.77% % of Non Domestic rates income achieved A NDR collection rate of 97.8% was achieved, ahead of target by 0.8%. Green 97.0% 97.8% 96.8% 97.5% 97.8% Sundry Income collection An annual collection target of 97% was set for Sundry Debt in 2023-24 and a collection rate of 96.9% was achieved. Amber 97.0% 96.9% 97.8% 98.1% 98.3% Liquor licensing processing target - 97% within service targets PI not met - Business prioritised depending on nature of business, however all licences were issued prior to the event. Amber 97.0% 94.0% 100.0% 92.0% 96.0% Page 2 Target exceeded Green 99
Page 100
IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources Delivering the plan and achieving best value The council demonstrates high standards of governance and sound financial stewardship Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Registration processing target - 97% within service targets Target has been achieved Green 97.0% 99.0% 100.0% 93.0% 99.0% Citizenship processing target - 97% within service targets Target has been achieved Green 97.0% 100.0% 100.0% 100.0% 100.0% Complaints processing target - 97% within service targets Target has been achieved Green 97.0% 100.0% 100.0% 100.0% 100.0% Customers experience high quality and improving council services Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Customer Service Centre - % of calls answered Target achieved for the year with 91% of all calls answered against a target of 90%. Green 90.00% 91.00% 92.00% 93.00% 94.00% Customer Service Centre – average queue time (in seconds) Average queue time target achieved. Actual performance of 252 seconds against a target of 300 seconds. Green 300 252 93 158 134 Benefits administration – average processing times for new Housing Benefit and Council Tax Reduction claims Actual performance of 11 days for processing new claims achieved against target of 14 days. Green 14 days 11 days 13 days 13 days 12 days Benefits administration – average processing times for Housing Benefit and Council Tax Reduction change in circumstances (local target) Actual performance of 2 days for processing change in circumstances achieved against target of 4 days. Green 4 days 2 days ------ ------ ------ Money Matters Advice – customer service - % cases responded to within 5 days of initial customer contact (local target) Year to date has been achieved and exceeded. We aimed to respond to client enquiries and progress their case or enquiry, within 5 working days for 95% of clients. We have achieved this for 98% of clients. Green 95.00% 98.00% ------ ------ ------ Housing Benefit and Council Tax Reduction – accuracy of processing Accuracy rate of 95.8% achieved against target of 94%. Green 94.0% 95.8% 92.6% 94.4% 97.1% Scottish Welfare Fund – average processing times for Crisis Grants 2023/24 average processing times for Crisis Grants equal to target. Green 2 days 2 days 2 days 2 days 2 days Scottish Welfare Fund – average processing times for Community Care grants 2023/24 average processing times for Community Care Grants over target by 2 working days due to continuing high demand. Amber 15 days 17 days 12 days 16 days 13 days Page 3 100
Page 101
Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 0 3 1 0 0 4 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 0 0 0 0 0 Children and Young People 0 0 0 0 0 0 Housing and Land 0 0 0 0 0 0 Our Economy 0 1 0 0 0 1 Delivering the plan and achieving best value 6 1 1 0 0 8 Total 6 5 2 0 0 13 Page 4 101
Page 102
IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources Communities and Environment Individuals and communities in South Lanarkshire are engaged and able to participate in decision-making processes Action Measures Comments/ Progress Status Increase routes for communities to participate in decision making and priority setting Increase activity around our Place Based Participatory Budgeting programme in priority neighbourhoods 5 Participatory Budget (PB) exercises took place in Q4 worth £112,000 and involving around 1,500 residents across the following areas: -Larkhall, Strutherhill and Birkenshaw - Burnhill - Springhall and Whitlawburn - Hamilton South - Hillhouse, Uddingston and Burnbank Green Increase the number of communities with their own community-led neighbourhood plans All Neighbourhood Planning Groups have been busy in Q4 reviewing and re-ranking their plan priorities and gathering information on the actions taken this year for annual reports. 2 new Neighbourhood Plans have been in progress and community engagement has taken place in East Kilbride and Hamilton South Localities. These plans will be drafted in the Spring. Green Implement new approaches to community involvement in decision making such as a community Wishlist approach to community benefits and the delivery of the Shaping Places for Wellbeing project The Community Wish List has thrived over the course of the year, with 111 Community Wishes received from a range of community groups across South Lanarkshire. 41 Wishes have been answered, with a range of financial donations, goods and materials and food items, totalling £29,475. Green Take forward IT strategic developments Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of broadband and 4G/5G mobile services across the council area Report to be prepared for Q1 2024/25. Amber Page 5 102
Page 103
IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources Our Economy A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive. Action Measures Comments/ Progress Status Deliver effective Employability Services to support Individuals and Business Monitor and adjust the delivery plan agreed via the LEP and Community Planning Partners The LEP continue to meet regularly to review delivery, funding and partner updates. Subgroups have also been formed to cover the Operational delivery of programmes - picking up on any gaps in provision and trends. The health subgroup meets to develop the offer of supporting those with longer term health conditions in light of Fair start coming to an end and Local Authorities being the delivery organisation. The Tackling child poverty subgroup focuses on parental support to parents and their families along with data and trends. Green Delivering the plan and achieving best value The council demonstrates high standards of governance and sound financial stewardship Action Measures Comments/ Progress Status Lead financial planning and reporting for the council Financial Strategy to be agreed by June 2023 The Council's Revenue Budget Strategy for 2024-25 was approved by Council on 21 June 2023. An update was approved by the Executive Committee in September 2022, with a further update in November. The budget process is now complete with the 2024/2025 Budget now set. Complete Budget proposals to be considered by members by December 2023 A Members' Seminar took place in November 2023 as well as a paper being presented to the November 2023 Executive Committee. This presented savings proposals for consideration by members. The Budget set in February 2024 included consideration of budget proposals. Complete Budget agreed by March 2024 The Budget and Council Tax was set at a Special Council meeting on 21 February 2024, before the statutory date of 11 March 2024. Complete Capital programme for 2024-25 to be agreed by March 2024 The Council's Capital Programme for 2024/2025 Budget was set on set on 21 February 2024. Complete Page 6 103
Page 104
IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Tuesday 23 April 2024 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Resources Delivering the plan and achieving best value The council demonstrates high standards of governance and sound financial stewardship Action Measures Comments/ Progress Status Governance Consideration of the case for an additional emergency committee The proposal for an additional emergency committee was considered and it was agreed that this would not progress as the arrangements which had been put in place during the pandemic for decision making under the delegated powers to the CEO, in consultation with political group leaders, worked well. Complete Digital and ICT services meet the needs of the council and its customers Action Measures Comments/ Progress Status Take forward IT strategic developments Migrate to new Integrated Housing and Property Management system by December 2024 Project go-live date now January 2025. Amber Develop and deliver training plan to upskill IT staff in new technologies Current training plan delivered. Training received includes: Oracle Database Suite, Microsoft Azure Administration and Cisco Expressway. Complete The workforce has the skills, flexibility and capacity to deliver the council's priorities Action Measures Comments/ Progress Status Implement the Council Workforce Plans to match Service need Resource Workforce Plans are in place and will be monitored and adjusted throughout the year. Any additional actions will be reported via Resource Workforce Monitoring reports Workforce plans continue to be monitored through Resource Management teams and Learning and Development boards. The plan lifecycle is 2022-25, so refreshed plans will be in place for 2025-26. Green Page 7 104
Page 105
Appendix 3 FCR: Quarter 2 to Quarter 4 2023-24 - scrutiny of change in measure status Measure Q2 Status Q4 Status Q4 Comments Performance has declined from Q2 to Q4 Number of unemployed people gaining sustainable employment Green Amber Through participation on our employability programmes, 643 people have progressed into sustainable employment. This is 32 short of our target, however, throughout the year we have worked with a high number of employability participants who are further away from the labour market and who require longer term support. This includes people with disabilities and parents in particular. Sundry Income collection Green Amber An annual collection target of 97% was set for Sundry Debt in 2023-24 and a collection rate of 96.9% was achieved. Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of broadband and 4G/5G mobile services across the council area Green Amber Report to be prepared in Quarter 1 2024-25. Migrate to new Integrated Housing and Property Management system by December 2024 Green Amber Project go-live date now January 2025. 12 105
Page 106
106
Page 107
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 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 2024/2025 to 30 June 2024 advise Committee of the position regarding the Non Domestic Rates Incentivisation Scheme (NDRIS) for financial year 2024/2025 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 £1,756,955.85 Non-Domestic Rates £217,621.86 BID Levy £979.56 Sundry Debt £168,847.89 Housing Rent and associated charges £1,466,168.41 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 2024/2025. 4.2. The annual Council Tax collection target for 2024/2025 has been set at 95.5%. Council Tax collection is currently 32.21%, ahead of target by 0.04% and ahead of comparable performance in 2023/2024 by 0.18%. 4.3. A Non-Domestic Rates (NDR) collection target of 97.5% has been set for 2024/2025. NDR collection is currently 15.6%, ahead of target by 0.1% and behind comparable performance in 2023/2024 by 0.7%. The reduction in comparable performance is due to the profile of payments received in comparison with the same period last year. 13 107
Page 108
4.4. The 2024/2025 annual target for Sundry Debt collection has been set at 97.5%. Sundry Debt collection to 30 June 2024 was 97.5%, equal to target. 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 2024/2025 arrears annual target for Council Tax has been set at £3.000 million, with collection to 30 June 2024 of £1.223 million, ahead of target by £0.028 million (0.9%) and ahead of comparable performance in 2023/2024 by £0.492 million. 5.3. The 2024/2025 arrears target for NDR has been set at £2.000 million, with collection to 30 June 2024 of £0.894 million, ahead of target by £0.020 million (1.0%) but behind comparable performance in 2023/2024 by £0.172 million. 5.4. The 2024/2025 arrears target for Sundry Debt has been set at £10.153 million, with collection to 30 June 2024 of £5.011 million, behind target by 1.5% but behind comparable performance in 2023/2024 by 11.4%. 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 annual buoyancy target for South Lanarkshire Council in 2024/2025 has been 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 for the first quarter, to the end of June 2024, was 0.42%. 6.5. The tax base must achieve growth of more than 0.48% 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 2024/2025 totals £1,756,955.85, relating mainly to prescribed debt, sequestrations and estates of the deceased. This includes the bulk write off of prescribed debt for financial year 1999/2000. 108
Page 109
7.3. The value of accounts currently marked for write off in the Non-Domestic Rates system from rating years 2022/2023 to 2024/2025 totals £217,621.86. 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 £979.56, 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 £168,847.89. 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 £1,455,866.27 (including bulk write offs for financial years 2020/2021 and 2021/2022 for temporary accommodation), factoring arrears of £681.89 and Housing Benefit Overpayments of £9,620.25. 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 has been made 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. 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. 11.2. There are no implications for sustainability in terms of the information contained in this report. 12. Equalities Impact Assessment and Consultation Arrangements 12.1. There is no requirement to carry out an impact assessment in terms of the proposals within this report. 12.2. There is no requirement to undertake any consultation in relation to the content of this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 1 August 2024 109
Page 110
Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Finance and Corporate Resources Committee - 22 May 2024 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 110
Page 111
Appendix 1 SOUTH LANARKSHIRE COUNCIL REVENUES COLLECTION FOR PERIOD ENDING 30 JUNE 2024 Annual Budget Cash Target Actual Variance % Variance Budget to 30/06/24 to 30/06/24 to 30/06/24 to Notes £000's £000's £000's £000's annual budget FINANCIAL YEAR 2024/2025 Council Tax 156,449 52,701 52,759 58 over 0.04% Non-Domestic Rates 389,999 62,000 62,567 567 over 0.1% Sundry Debt 107,758 107,758 107,790 32 over 0.0% ARREARS Council Tax 3,000 1,195 1,223 28 over 0.9% Non-Domestic Rates 2,000 874 894 20 over 1.0% Sundry Debt 10,153 5,168 5,011 (157) under -1.5% 111
Page 112
Appendix 2 BREAKDOWN OF PROPOSED SUNDRY DEBT WRITE-OFF Resource Service No. of Accounts Value (£) Housing & Technical Estates / Factoring / Housing Support / Property Services 14 1,113.30 H&T General 87 35,319.75 Rechargeable Repairs / Capital Repairs 388 115,175.14 Social Work Non-Residential Services 13 193.05 Residential Services 11 5,635.92 Alert Community Alarm Service 170 1,930.21 Social Work General 5 119.08 Community and Enterprise CATS/Environmental Health / Waste / Bereavement / Planning / Salary Overpayments 13 727.16 Education Education General / Salary Overpayments 14 886.85 Finance & Corporate Housing Benefit Overpayments / Salary Overpayment / CCPA 14 7,747.43 Total 729 168,847.89 112
Page 113
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Money Matters Advice Service - Annual Report 2023/24 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] provide the Finance and Corporate Resources Committee with the Money Matters Advice Service Annual Report for 2023/24. 2. Recommendation(s) 2.1. The Finance and Corporate Resources Committee is asked to approve the following recommendation: - ] (1) The Money Matters Advice Service Annual Report 2023/24 is noted (2) Publication of the Annual Report 2023/24 on the Council’s website is agreed 1ecs] 3. Background 3.1. The Money Matters Advice Service (MMAS) is currently being assessed for accreditation under the Scottish National Standards for Advice and Information Providers (SNAIP), by the Scottish Legal Aid Board (SLAB). 3.2. The SNAIP is a quality assurance scheme run by the Scottish Government and is administered by the Scottish Legal Aid Board for advice agencies that provide money, housing, and welfare rights advice. There are two key elements of the assessment process; review of casework to determine if the quality of advice is of an appropriate standard and the review of policies and practices to ensure the service is being appropriately managed. 3.3. Accreditation provides assurance to clients and other stakeholders on the quality of the service and the advice that is provided. 3.4. Standard 2.5 of SNAIP requires all services to regularly review their work against the aims and objectives for their service and make the results of these reviews available in a publicly accessible format at least once a year. An annual report is considered the most appropriate format to do this. 4. Annual Report 2023/24 – Overview 4.1. The Annual Report, consisting of eleven chapters, provides an overview of the role that Money Matters Advice Service performs for South Lanarkshire Council and the residents of South Lanarkshire. It also provides a summary of key statistics showing the demand on Money Matters Advice Service in the financial year 2023/24 and the performance of the service by functional team. The report also contains key statistics from the client satisfaction surveys that are carried out monthly. 14 113
Page 114
4.2. It also includes key demographic information about the clients that use the Money Matters Advice Service and provides an analysis of who accesses the services using data zones from the Scottish Index of Multiple Deprivation and by Electoral Ward. 4.3. Finally, the Annual Report contains several case studies illustrating the work of the various teams in the service. The Annual Report is provided in Appendix 1. 5. Key Highlights 5.1. The service has been at the forefront of tackling poverty across South Lanarkshire, by maximising the income of clients and assisting with problem debt. This has particularly been the case since 2020 with the impact of Covid-19 and the Cost-of- Living crisis on households in South Lanarkshire. 5.2. The role of MMAS is to support and empower the residents of South Lanarkshire by providing them with a high-quality advice and representation service, that maximises their income and provides them with positive solutions and strategies for dealing with problem debts. 5.3. The Money Matters Advice Service assisted 12,692 unique clients in 2023/24 and dealt with 38,951 issues. It also generated £24.2m in financial gains for clients. 5.4. The Community Wellbeing Team who provides a front-line triage service for MMAS and provide most of the emergency support the service provides, received 21,006 telephone calls. It also made 6,432 referrals for emergency energy vouchers; 1,914 foodbank referrals; and distributed 2,248 £50 Cash First Vouchers to clients. 5.5. The Money Advice Team in the same period, opened 2,908 new cases, dealt with 20,382 problem debts totalling £12.6m with £1.8m of debt written-off. 5.6. The Welfare Rights Team received 10,044 referrals for benefit checks and generated £22.4m in financial gains for Clients including benefits awards, energy vouchers and cash first and had a 90% success rate in assisting clients to claim benefits. 5.7. The Money Matters Advice Service operated several projects with Partner agencies during 2023/24, who help fund bespoke services to different client groups including MacMillan Cancer Support and NHS Scotland – Cost of Living Project. 5.8. Out of a maximum rating of 5, MMAS has received a rating of 4.58 from those clients who have responded to its monthly Customer Satisfaction Surveys; 94.4% also said they would recommend the service to their friends or family. 5.9. The Annual Report also includes information on client demographics (when provided by the client) including: • 56% of clients, where gender was recorded, identified as female, whilst 41% identified as male. • 66% lived in a household without children, whilst 21% were in a household where there were children. • 88% of all clients had a household income level of less than £15,000 whilst only 4% had an income level of more than £25,000. • 73% of all clients reported health problems, with 30% of Clients reporting mental health problems and 59% reporting physical health problems. 5.10. When analysis was carried out using data zones from the Scottish Index of Multiple Deprivation, it was found 23% of clients lived in data zones that are considered the 114
Page 115
most deprived. Overall, 79% of Money Matters clients live in data zones that are class as being in the lower half of all SIMD data zones. 5.11. Chapter 10 provides a breakdown of clients by electoral ward and shows where Money Matters clients reside by electoral ward and compares this with the numbers each ward makes up of the overall South Lanarkshire population. 6. Next Steps 6.1. It is the intention for the Annual Report to be published on the Council's website. 6.2. The Annual Report will also be provided to SLAB following publication as part of the assessment process to achieve SNAIP. Feedback from the assessment process will inform the development of the content of the Annual Report in the future. 6.3. Future content will also reflect the continuous improvement in the service as demonstrated with the introduction of new performance measures for 2024/25. 7. Employee Implications 7.1. None. 8. Financial Implications 8.1. None. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 10. Other Implications 10.1. There is a risk the service does not receive accreditation under the Scottish National Standards for Advice and Information Providers (SNAIP), from the Scottish Legal Aid Board (SLAB). The provision of a published Annual Report that fully reflects the work of the services and its achievements supported by case reviews and relevant policies and procedures are considered to reduce this risk. 11. Equalities Impact Assessment and Consultation Arrangements 11.1. There is no requirement to carry out an impact assessment in terms of the content of the Annual Report. 11.2. There is no requirement to undertake any consultation in relation to the content of this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 29 July 2024 Contact for Further Information If you would like further information, please contact: Craig Fergusson, Head of Finance (Transactions), Finance and Corporate Resources Tel: 01698 454951 Email: craig.fergusson@southlanarkshire.gov.uk 115
Page 116
116
Page 117
Money Matters Advice Service Annual Report 2023-2024 14 117
Page 118
CONTENTS CHAPTER 1 FOREWORD CHAPTER 2 WHAT DOES MMAS DO? CHAPTER 3 COMMUNITY WELLBEING TEAM CHAPTER 4 MONEY ADVICE CHAPTER 5 WELFARE RIGHTS CHAPTER 6 PROJECTS CHAPTER 7 CLIENT SATISFACTION SURVEY CHAPTER 8 WHO ARE OUR SERVICE USERS? CHAPTER 9 SIMD AREA CHAPTER 10 CLIENTS BY ELECTORAL WARD CHAPTER 11 CASE STUDIES 118
Page 119
Chapter 1 Foreword Money Matters Advice Service (MMAS) is the money and welfare rights service of South Lanarkshire Council and has been serving the residents of the South Lanarkshire since 1997. Over the years, it has been at the forefront of tackling poverty across South Lanarkshire, by maximising the income of clients and assisting with problem debt. This has particularly been the case in the last few years with the Covid 19 and Cost-of-Living crisis. “I am very pleased that there is such an opportunity to receive help. Everyone works positively and professionally. Thank you once again” Client In recent years, the service has also played a larger role in the provision of emergency support for clients. This reflects the changing advice landscape that the Service is operating in and demonstrates how the service has changed and developed to face the challenges the community it serves is facing. Looking ahead, the service anticipates the after-effects of Covid 19, and the Cost-of-Living crisis will remain with us for some time, and the demands placed on the service are expected to continue to be higher than those that existed pre-covid 19. 119
Page 120
Chapter 2 What Does MMAS Do? The primary objective of Money Matters Advice Service is to support the residents of South Lanarkshire and the employees of South Lanarkshire Council in tackling poverty. The Service also plays a vital role in supporting other services across South Lanarkshire Council and helps to ensure the Council meets many of its statutory obligations. The role of MMAS is to support and empower the residents of South Lanarkshire by providing them with a high-quality advice and representation service, that maximises their income and provides them with positive solutions and strategies for dealing with problem debts. This generally means ensuring people can access advice and assistance in relation to matters concerning their welfare, but also assisting Housing Services to meet legal pre-action requirements by offering advice and assistance to clients when their tenancy is at risk of being terminated because of rent arrears. Money Matters also offers other tenants and homeowners’ advice when their landlords or mortgage lenders notify the council, that the tenant, or homeowner is at risk of homelessness because of rent or mortgage arrears. This can include MMAS providing representation for these clients at Court. In addition to this, MMAS provides residents with a gateway to all Scotland’s formal debt solutions, such as the Debt Arrangement Scheme and bankruptcy, where clients must apply through an approved Money Advice Service. It also provides representation for clients at all social security appeal tribunals, and at Upper Tier Tribunals. MMAS also work collaboratively with various other South Lanarkshire Council’s services, including Debt Recovery to assist clients in maximising their income, but also finding sustainable solutions to their debt problems. The Service also provides vital support to Social Work in ensuring their clients’ income are maximised and if they have problems debts, that these are dealt with. MMAS also works with Children and Families to ensure Kinship Carers are supported by South Lanarkshire Council and are receiving everything that they are entitled to. MMAS works also in partnership with Employability Services and has a dedicated employability adviser who supports their service users. Money Matters also participates in various partnerships across South Lanarkshire in relation to various issues, including Carers Support, Child Poverty, Veterans and Trauma Informed Practices. The Service also has a crucial role to play in challenging child poverty and has a dedicated Telephone Advice Line Service that supports families with young children who are under the age of 5. The role of the Money Matter Advice Service is constantly evolving and changing to meet the needs of South Lanarkshire residents, but also importantly to meet then needs of South Lanarkshire Council to ensure it meets its statutory obligations to residents. 120
Page 121
Chapter 3 Community Wellbeing Team In the autumn of 2023, the Money Matters’ Community Wellbeing Team took on the role of operating a triage system for the Service and dealing with any requests for emergency support from clients experiencing food and fuel shortages. “The introduction of the Community Wellbeing Team has established a streamlined triage system, facilitating immediate benefit checks, emergency support and seamless referrals to the most appropriate team for advice and assistance” Independent Service Review It now receives all telephone calls into the Service, identifies the issues clients are presenting with and ensures they are referred onto the appropriate team for assistance. 97.62% of all clients who received a referral to the Money Advice and Welfare Rights Teams received a call back from an adviser within 5 working days, surpassing the Service target of 95%. The Community Wellbeing Team also process all digital referrals received through the Council’s website. They have a 97% success rate for same day processing of all food and fuel bank referrals and a 97% success rate for same day processing of payments for the Cash First project, which it is operating in partnership with Hamilton, East Kilbride, and Clydesdale Citizen Advice Bureaux. 121
Page 122
Chapter 4 Money Advice The Money Matters’s Money Advice Team are South Lanarkshire Councils specialist debt advice team and can, as approved money advisers, provide residents with specialist debt advice and access to formal debt solutions such as sequestration (bankruptcy) and the Debt Arrangement Scheme, as well, as providing advice and representation in relation to debts that are being pursued though the Sheriff Court. Very helpful staff who go over and beyond to help as much as they can, especially when you don’t know where to turn or what to do. Client The type of debts that Money Matters helps clients with includes consumer credit debts, utility debts, rent and mortgage arrears and council tax arrears amongst others. In addition to this the Money Advice Team also assists clients where they need advice on developing sustainable repayment plans with individual creditors and where necessary disputing their liability for consumer credit debts. The Service can also assist clients in requesting debt write offs where this is appropriate and developing sustainable household budgets. 122
Page 123
Chapter 5 Welfare Rights The Welfare Right Service in Money Matters provides advice and assistance to clients on how they can maximise their income in relation to all UK, Scottish and local authority benefits. All clients who contact the Service receive a benefit check, if they have not had one in the previous six months and are helped to identify any entitlements they have. They are then assisted in submitting claims for those benefits, with all necessary follow up work provided. I went to a drop in hub to access the service. I was told that someone would call me early in the week, more than likely Monday. That happened. A lady spoke with me took my details and said that she would speak with her supervisor and get back to me and that happened. Very good information and advice. Five stars. Client The Service also helps clients to challenge any decisions where they are unsuccessful, and will also help them request Mandatory Reconsiderations, Redeterminations and ultimately appeal their case to the Social Security Tribunal or Upper Chamber for Social Security, where necessary. 123
Page 124
Chapter 6 Projects The Money Matters Advice Service operates several projects with Partner agencies, who help fund bespoke services to different client groups. MacMillan Cancer Support MacMillan Cancer Support partly funds the provision of a specialist Welfare Rights Officer to support clients and their families where someone has a cancer diagnosis. NHS Scotland – Financial Wellbeing Project The Financial Wellbeing Project works closely with Community Link Workers, who are based in GP Surgeries, to provide specialist welfare benefit support to clients. NHS Scotland – Cost of Living Project The Cost-of-Living Project was launched in 2023 with NHS Lanarkshire and involves a Money Matters Welfare Rights Adviser who works closely with NHS staff and teams across South Lanarkshire and is based in Hairmyres Hospital. South Lanarkshire Council – Employability Project The Employability Project is funded by South Lanarkshire Council Employability Service and works closely with employability services across South Lanarkshire to support clients to re-enter the workplace. South Lanarkshire Council - Telephone Advice Line The Money Matters Telephone Advice Line is a specialist service funded by South Lanarkshire Council that provides specialist support to prospective families or families with children under the age of five. 124
Page 125
Chapter 7 Client Satisfaction Survey Money Matters Advice Service surveyed existing clients on their experience of using the Service. The Service received an average rating of 4.58 out of 5 from those clients who responded to the Survey. 74% of respondents accessed the Service by Telephone, 17% by online form, 7% through Hubs and 2% by email. 97% of clients surveyed found accessing the Service either Very Easy, Easy or Okay. Only 3% found it difficult or very difficult. 86% responded that the service was able to provide them with the help that they required. 94% of those who responded said they would use the service again or recommend it to a friend or family member. 125
Page 126
Chapter 8 Who are our Service Users? Gender 56% of all clients were female, whilst 41% were male. Household Composition 66% lived in a household without children, whilst 21% were in a household where there were children. Client Income 88% of all clients had a household income level of less than £15,000 whilst only 4% had an income level of more than £25,000. Client Age 58% of clients are between the ages of 25 and 59 years old. 126
Page 127
Health 73% of all clients reported having health issues. Health Issue 30% of all clients reported have a mental health problem, whilst 59% of clients reported having physical health problems. Carers 13% of all clients reported being carers. Priority Service Register 22% of all clients are registered with their energy providers as vulnerable. 127
Page 128
Chapter 9 SIMD Area The Scottish Index of Multiple Deprivation (SIMD) is a relative measure of deprivation across 6,976 small areas (called data zones). If an area is identified as ‘deprived’, this can relate to people having a low income, but it can also mean fewer resources or opportunities. SIMD looks at the extent to which an area is deprived across seven domains: income, employment, education, health, access to services, crime, and housing. Money Matters can show, using client post codes, how its clients are distributed over these data zones, with the most deprived areas being a “1” and the least deprived areas being a “10”. This shows that 23% of Money Matters clients live in data zones that are in the top ten per cent of the most deprive areas and 17% live in data zones that fall within the next ten per cent of the most deprived areas. Overall, 79% of Money Matters clients live in data zones that are classified as being in the lower half of all SIMD data zones. This demonstrates that Money Matters Advice Service is successfully reaching clients that are in the most deprived areas of South Lanarkshire. 128
Page 129
Chapter 10 Clients by Electoral Ward This graph shows where Money Matters clients live by electoral ward and contrasts this with what percent each ward makes up of the South Lanarkshire population. 129
Page 130
Chapter 10 Cont./… Clients by Electoral Ward Note: The total number of clients by SLC Electoral Ward does not equal the total number of clients supported by Money Matters Advice Service in 2023-24, as some Money Matters clients will not live in South Lanarkshire electoral wards, such as kinship carers and South Lanarkshire Council employees, but they can still access Money Matters Services. Data Source: National Registers of Scotland. September 2022. 130
Page 131
Chapter 11 Case Studies Case Study One – Community Wellbeing Team Money Matters Advice Service was contacted by the client as she had seen a reduction in her income at work and this had left her with insufficient funds to pay for her essentials, including her gas and electricity and food. She lived in her home with her two children who were 6 and 8. The Community Wellbeing Team carried out a Financial Wellbeing Health check to see if the client was entitled to any other benefits. She was already in receipt of Universal Credit and getting help with her rent and council tax and she had a single person discount for council tax. However, she was not claiming the Scottish Child Payment which she was entitled to. She also had a few small debts she was struggling to pay. Client was advised how to apply for Scottish Child Payment and the client was provided with a referral to the Fuel Bank Foundation and provided a £50 Cash First voucher. Also advised about Scottish Welfare Fund and we could provide referrals to food bank if she required further help. Client also referred to Money Advice for help with debts. Case Study Two – Community Wellbeing Team Client was a pensioner and lived on his own. He contacted the service to request a benefit check and explained he did not have enough money to turn on his gas and electricity and was keeping warm with a blanket. He also explained he did not have enough money for food until his pension credit was paid again. The client was referred to Welfare Rights for a full benefit check and was issued a £50 Cash First voucher to help him buy food and referred to the Fuel Bank Foundation for an energy top up voucher. 131
Page 132
Case Study Three – Welfare Rights Client resided with his wife and 2 children, aged 10 and 2 years old in an owner occupier mortgaged property, and was struggling with day to day with cost-of-living costs due to low family income. A benefit check was completed, and was assisted to claim - Best Start Foods, Best Start Grant - Early Learning Payment, Carer’s Allowance, Council Tax Reduction, Child Disability Payment for his 2-year-old disabled son, Scottish Child Payment, Child Benefit and Universal Credit. Client also received help from Financial Wellbeing Support Fund. The total client financial gain for the family was £ 43,171.43. Case Study Four – Welfare Rights Client was single and lived alone. Client contacted the service for assistance after suffering a stroke as he was struggling financially. Client had been living off his savings before his stroke. The stroke prevented him from starting employment. Client had no income when he contacted the service, client was unable to pay for priority bills such as rent, council tax, gas & electricity. A full benefit check was completed, and the client was assisted to apply for Universal Credit, Council Tax Reduction and Adult Disability Payment. After client’s contact with the service, he has received a total yearly financial gain of £15,535.85. 132
Page 133
Case Study Five – Money Advice Client was a single parent working part time. She had struggled during the Covid 19 Crisis, falling behind with her rent, council tax, utilities, and some non-priority debts. She tried to enter an arrangement with her creditors, but due to the level of arrears each creditor wanted more than she could afford to pay, so she stopped paying. Due to level of her rent arrears, she was advised her case would be calling at court and could possibly lead to an eviction. This frightened the client as she had 2 young children. The Money Adviser spoke to the client and discussed potential options with her. Due to her low income and debt level, it wasn’t feasible she could repay her debts within a reasonable period, so bankruptcy was discussed. The Money Adviser helped her apply for a Minimum Asset Bankruptcy. Due to her low income, she was not asked to contribute to the bankruptcy. Once it was awarded, she set up direct debits for her ongoing bills. The court action was stopped, and her tenancy was saved. Case Study Six – Money Advice The client had started missing payments to his debts due to cost of living crisis. He was also struggling to maintain payments to his mortgage and council tax. The client felt there was no way to get his debt under control and this was causing him a lot of stress and affecting his work and family life. The adviser explained that there was an option called the Debt Arrangement Scheme that would allow the client to repay back his debt with a monthly payment. It would also stop interest and charges and would protect him from his creditors taking recovery action. The Money Adviser set up the Debt Arrangement Scheme and he is now repaying his debt at an affordable amount each month; he will be debt free in 6 years and 3 months. 133
Page 134
134
Page 135
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 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 the year ended 31 March 2024 provide an update on the cyclical spend currently committed against the Common Good Repairs and Maintenance budgets for both Lanark and Hamilton advise members of requests for funding from Lanark Common Good that cannot be met from the Repairs and Maintenance budgets advise members of the outcome of a review of the titles to Biggar Public Park and Golf Course undertaken in respect of Common Good land [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 2024 (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 respectively), be noted; (3) that projects that would require funding from Lanark Common Good that cannot be met from the Repairs and Maintenance budgets be approved as recommended (Section 7); and (4) that the outcome of a review of the titles to Biggar Public Park and Golf Course undertaken in respect of Common Good land (Section 8), 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. 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 2024 is detailed in section 4. 15 135
Page 136
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 to 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 and Hamilton Common Good Funds (Sections 5 and 6), additional funding requests from Lanark Common Good (Section 7) and the Common Good Status of Biggar Public Park (Section 8). 4. Common Good Annual Accounts 2023/2024 4.1. Appendix 1 to the report shows the unaudited accounts for 2023/2024. These form part of the Council’s accounts that were approved at the Risk and Audit Scrutiny Committee on 25 June 2024. The accounts show the income and expenditure made against Common Good in the last year. 4.2. The Appendix shows that as at the end of 2023/2024, the Advances to South Lanarkshire Council Loans Fund is £1.024 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 0.276 0.025 0.596 0.127 1.024 4.3. It should be noted that these are the balances available as at 31 March 2024 and subsequent expenditure commitments will reduce these balances. The most significant commitment is the funding of up to £0.100 million from the Hamilton Common Good Fund towards the Hamilton Town Centre Masterplan approved by this Committee in May 2024. In addition, this paper provides details on potential future commitments totalling £0.062 million from the Lanark Common Good Fund. 5. Lanark Repairs and Maintenance Budget – Planned Maintenance 2024/2025 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 currently no commitments against this budget for 2024/2025, however, there are 2 requests for funding as noted below. 5.2. Tolbooth Roof Water Ingress: A recent survey of the roof at the property has identified a number of defects relating to flashings and coverings. The costs to rectify the issues are estimated at approximately £10,000. 136
Page 137
5.3. Fence Repair at Cleghorn Road: A section of the fence at Cleghorn Road / Melvinhall Park requires repair to a damaged section at an estimated cost of £1,500. 5.4. Both of the requests will be approved by the Executive Director (Finance and Corporate Resources) under their delegated authority. 6. Hamilton Repairs and Maintenance Budget – Planned Maintenance 2024/2025 6.1. Again, as noted in 3.5. an annual budget of £15,000 is also available for the maintenance of Common Good properties in Hamilton. 6.2. There are no new commitments against this planned maintenance budget for 2024/2025. We will continue to work with Community and Enterprise Resources to identify any requirements for 2024/2025. 7. Lanark Common Good – Additional Funding Requests 7.1. A number of 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 expected costs. 7.2. St Nicholas Church Tower: As reported to this Committee in May 2024, the Heritage Architect’s report had been received and officers from Housing and Technical Resources were reviewing the document to determine what work was required and how the works could be progressed jointly with the Church. 7.3. Unfortunately, no alternative solutions were identified, and the recommendations remain the same as before, paint applied every 5 years with an annual washdown in between. 7.4. The cost relating to the church tower, which would be met from the Lanark Common Good Fund, is £0.070 million. This would involve cleaning lichen from the tower, re- painting of the tower walls, works to leadworks, replacement of rotten timbers, additional surveys, preliminaries, and scaffold. 7.5. The Church is in discussion with the Heritage Architect regarding which works can be removed from the project to reduce their costs. They are also looking at funding options for the project and do not expect to be in a position to take forward the project until next calendar year. 7.6. It is proposed that this project is delayed until such time that the Church is in a position to take forward the joint project with the Council. 7.7. Lanark Loch Car Park repair: Works are required to repair the bottom car park at Lanark Loch car park at an estimated cost of £0.060 million. 7.8. It is proposed that this project is approved to be met from the Lanark Common Good Fund. 7.9. Gate required at Drove Road Path: The path is a right of access and has been being used for dirt bikes. A request to install a gate to deter use of dirt bikes on the path is estimated to cost £0.010 million. 7.10. It is proposed that this project is approved to be met from the Lanark Common Good Fund. 137
Page 138
7.11. Lanark Common Good Fund currently has a cash balance held by the Council, and which is readily available to meet expenditure of £0.276 million. Excluding the £0.015m set aside for planned maintenance, £0.261 million is available to meet the total proposed costs of £0.070 million. 8. Common Good Status of Biggar Public Park and Golf Course 8.1. A report presented to Community and Enterprise Resources Committee on 18 June 2024 providing an update on work undertaken to secure arrangements for the long term financial sustainability for Biggar Public Park and Golf Course. 8.2. In the report it was noted that a review of the titles to Biggar Public Park and Golf Course was being undertaken in respect of Common Good land. 8.3. The review has now concluded that the majority of the title to Biggar Public Park and Golf Course should be treated as “inalienable” Common Good. This means that law relating to Common Good will apply to this area including that if the Council was considering any proposed changes of use or disposals of the land it would need to undertake a community consultation as required under the relevant legislation. 8.4. In addition, the Council might need to successfully petition either the Sheriff Court or the Court of Session before the land could be disposed of, or the use of the land changed depending on the land in question. 8.5. In line with the Framework for the Use and Management of Common Good Assets presented separately to this Committee, Biggar Public Park and Golf Course will need to be transferred to the Balance Sheet of Biggar Common Good. This is an accounting transaction only. Information on this will be brought back to a future meeting of this Committee. 8.6. As the land is now assessed as being part of the Common Good, the rules set out in the Framework for the Use and Management of Common Good Assets will be applied. Revenue and capital costs will continue to be the responsibility of the General Fund. The General Fund will be responsible for all costs associated with the operation of the building and land with a peppercorn ground rent being paid to the Common Good Fund. Any income from the operational use of the assets arising from either service delivery or subletting is to the benefit of the General Fund recognising its investment in the assets and the costs incurred in operating the assets. 9. Employee Implications 9.1. None 10. Financial Implications 10.1. All costs identified will be met from the Common Good funds held for Lanark and Hamilton, or in the case of Biggar Public Park and Golf Course from the General Fund which will also benefit from any income from the operational use of the assets. 11. Climate Change, Sustainability and Environmental Implications 11.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 12. Other Implications 12.1. The ongoing repairs and maintenance support the viability of Common Good assets and reduces the Council’s risk to increased liabilities in the future. 138
Page 139
13. Equality Impact Assessment and Consultation Arrangements 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. 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) 24 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Common Good Update Report, 22 May 2024 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 139
Page 140
Appendix 1 2023/2024 Annual Accounts Lanark Biggar Hamilton Rutherglen Total £000 £000 £000 £000 £000 Income and Expenditure Accounts Income for the Year 95 - 191 - 286 Expenditure for the Year (106) - (93) (1) (200) Surplus / (Deficit) to the Balance Sheet (11) - 98 (1) 86 Balance Sheet Fixed Assets Property, Plant and Equipment 1,724 - 1,537 - 3,261 Investments Advances to South Lanarkshire Council Loans Fund 276 25 596 127 1,024 Debtors - - - - - Total Assets 2,000 25 2,133 127 4,285 Current Liabilities Creditors (4) - (14) - (18) Total Assets less Current Liabilities 1,996 25 2,119 127 4,267 Represented By: Common Good Account 1,214 25 1,420 128 2,787 Surplus / (Deficit) (11) - 98 (1) 86 Amortisation of Revaluation Reserve 4 - 8 - 12 Gain / Loss on Revaluation - - - - - 1,207 25 1,526 127 2,885 Revaluation Reserve Opening Balance 496 - 601 - 1,097 Gain / Loss on Revaluation 297 - - - 297 Amortisation of Revaluation Reserve (4) - (8) - (12) Closing Balance 789 - 593 - 1,382 Total 1,996 25 2,119 127 4,267 140
Page 141
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 21 August 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Framework for the Use and Management of Common Good Assets 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide members with a proposed framework for the use and management of Common Good Assets [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the framework for the use and management of assets, as detailed in the 3 Scenarios presented in section 5, be approved. 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. 3.3. The Common Good funds held within South Lanarkshire Council are Lanark, Biggar, Hamilton and Rutherglen. 3.4. The Inner House of the Court of Session ruled, in a case against Angus Council, that assets which have been built by the General Fund of a local authority are part of the applicable Common Good Fund and have been since being built. 3.5. In recognition of that decision, it is considered appropriate that a framework is established that provides clarity on the management arrangements between the General Fund and the Common Good Funds of the Council, particularly with respect to the use of buildings. 4. Key Principles 4.1. In establishing a framework there are some key principles that should be considered. These are detailed overleaf:- 16 141
Page 142
the Council is required by law to follow proper accounting practice therefore, the management and accounting of the Common Good Funds and General Fund must meet those requirements the Council has Best Value obligations to both the Common Good Funds and the General Fund so it is essential that any framework and approach is fair and balanced to both Funds and their stakeholders no prior year accounting adjustments are proposed due to the court decision this framework sets the basis for the use and management of assets between General Fund and Common Good Funds in the future the framework is not intended to be inflexible. It will provide the basis from which to consider future issues and scenarios and may require to be flexed in response to specific situations that may arise in future so that the Council can fulfil its Best Value obligations to both Common Good Funds and the General Fund. Any such flexibilities would be subject to Committee approval 5. Scenarios 5.1. There are 3 scenarios of interaction between the General Fund and Common Good Funds in relation to the use of assets and buildings in particular. These are taken in turn below. 5.2. Scenario (1): Buildings that have been included in the Common Good Asset Register and are being used by the General Fund Operationally. While no such arrangements currently exist, it is important that this scenario is covered by the framework. 5.3. Many Common Good buildings are the subject of lease arrangements with third parties. The use of a Common Good building by the General Fund for operational reasons would therefore deny the Common Good fund of a source of income. 5.4. If the General Fund uses a Common Good building it is appropriate that a commercial rent for the building is paid to the appropriate Common Good Fund. The General Fund will also be responsible for all revenue and capital costs while it is used for service provision, for example heating, non-domestic rates, repairs and maintenance etc. 5.5. If at a future point in time the General Fund no longer requires to use the building for operational purposes, financial responsibility would revert to the Common Good (as asset owner). This would be subject to any dilapidation costs being met by the General Fund where appropriate, for example to ensure the asset could be relet or sold by the Common Good Fund. 5.6. There is a financial risk for the Common Good Fund if the General Fund determines that it no longer requires the building for operational purposes. In such circumstances the General Fund will continue to be responsible for revenue and capital costs until the building is relet or sold subject to a maximum period of one year. 5.7. Scenario (2): General Fund creates a new building on Common Good land or a building created by the General Fund is reassessed as being Common Good. 5.8. Following the decision by the Court of Session referred to in 3.4., assets which have been built by the General Fund on Common Good land should be considered to be a Common Good asset. 142
Page 143
5.9. Currently any such assets are held on the General Fund Balance Sheet and the General Fund meets all costs of the buildings. Following the court decision these buildings will be owned by the Common Good Fund and held on its Balance Sheet. 5.10. It is recognised however that the General Fund has created the asset and may have done so to facilitate service provision. Such asset creation and thus service provision may be curtailed in the future if the General Fund cannot maintain a degree of control of the asset. Additionally, Common Good Funds are unlikely to have sufficient resources for the maintenance of any such assets. 5.11. In these circumstances the framework proposes that the revenue and capital costs will continue to be the responsibility of the General Fund. This will be through the General Fund being responsible for all costs associated with the operation of the building and a peppercorn ground rent being paid to the Common Good Fund for the land. In addition, as the asset is on the Common Good Balance Sheet, the Common Good Fund will be liable for annual Depreciation Charges, however, these have no impact on the cash position of the Fund. 5.12. Any income from the operation of the building arising from either service delivery or subletting is to the benefit of the General Fund recognising its investment in the building. 5.13. There is a potential financial risk for the Common Good Funds if the General Fund determines that it no longer requires the building. To allow a decision to be taken by the Common Good on whether to take on such financial risk, it is proposed that the General Fund will continue to be responsible for revenue and capital costs until the building is relet or sold subject to a maximum period of one year (the “transfer period”). 5.14. During this one year period, officers of the Council will propose an alternative use for the building. The transfer period will provide time for consultation to be undertaken in accordance with the Community Empowerment (Scotland) Act 2015 and submission of a report regarding the alternative use for the building and also the use of Common Good Funds for any related costs that may be incurred. Alternative uses are:- the determination is that the building should be demolished, the General Fund will meet these potentially significant costs the determination is that the building should be sold, the General Fund will receive the proceeds, recognising that the General Fund had incurred the costs of acquisition or construction of the building the determination is that the building should be leased to another tenant, then the proceeds from the lease would be split between the General Fund, reflecting their investment in the property and the Common Good Fund recognising the land value if no determination is made within the transfer period other than to retain the building then all financial responsibility for the asset will revert to the Common Good fund, including running costs and any subsequent demolition costs 143
Page 144
5.15. Scenario (3): Common Good Fund building reassessed as belonging to the General Fund. Any assets held on the Common Good Balance Sheet that are reassessed as belonging to the General Fund will immediately transfer to the General Fund Balance Sheet, with the General Fund assuming responsibility for all running costs and the benefit of any income associated with the building. This situation is unlikely but is included in the framework for completeness. 5.16. Outcome: The outcome of the proposed framework is that moving forward, there is no significant change in the respective financial positions for either the Common Good Fund or General Fund except:- the transfer of the current net book value of any assets from the General Fund to the Common Good Fund Balance Sheet for any assets that should be recognised as belonging to the Common Good Funds following the application of the court ruling, and thereafter additional depreciation charges (depreciation has a nil impact on the cash position, as per section 5.10) the potential financial liability for the Common Good Fund from ownership of the asset following the end of the transfer period. 5.17. Summary: A summary of the framework for each scenario is shown in Appendix 1. Scenario (1): Buildings that have been included in the Common Good Asset Register and are being used by the General Fund Operationally. Scenario (2): General Fund creates a new building on Common Good land or a building created by the General Fund is reassessed as being Common Good. Scenario (3): Common Good Fund building reassessed as belonging to the General Fund. Rental of Ground General Fund General Fund (Peppercorn) General Fund Rental of Buildings/Equipment General Fund General Fund General Fund Running Costs General Fund General Fund General Fund Dilapidations General Fund General Fund General Fund Investment/Asset Enhancement General Fund General Fund General Fund Asset Demolition Common Good General Fund General Fund Depreciation Common Good Common Good General Fund Balance Sheet Common Good Common Good General Fund Proceeds from Asset Sale or Let Common Good General Fund General Fund Proceeds from Asset Sub Let General Fund General Fund General Fund 5.18. Common Good Assets: A list of current Common Good Assets is included in Appendix 2 for information. It is not anticipated that the application of this framework will result in wholesale changes to this list, however there are three instances where we are aware that assets held on the General Fund Balance Sheet will need to be transferred to Common Good Balance Sheets. These will only be accounting transactions. 144
Page 145
5.19. Biggar Public Park and Golf Course: This falls under Scenario 2. As detailed in Section 8 of the Common Good Update Report, presented separately to this meeting, a review of the titles to Biggar Public Park and Golf Course has concluded that the majority of the titles should be treated as Common Good. 5.20. Revenue and capital costs will continue to be the responsibility of the General Fund. The General Fund will be responsible for all costs associated with the operation of the building and land with a peppercorn ground rent being paid to the Common Good Fund. Any income from the operational use of the assets arising from either service delivery or subletting is to the benefit of the General Fund recognising its investment in the assets. Currently there is a net cost in running and maintaining the assets. 5.21. Holy Cross High School: This falls under Scenario 2. The school was constructed on Common Good land as part of the Schools Modernisation Programme under a PPP scheme. While the school is not legally owned by the Council, accounting regulations require that it is recognised on the Council’s Balance Sheet. The school is currently held on the General Fund Balance Sheet and will be transferred to the Hamilton Common Good Fund. 5.22. Payments to the PPP contractor for the construction and management of the school will continue to be met from the General Fund. 5.23. Hamilton Palace Sports Grounds: This falls under Scenario 2. The facilities at Hamilton Palace Sports Ground are held on the General Fund balance sheet and managed on behalf of the Council by South Lanarkshire Leisure and Culture Ltd. 5.24. The assets will be transferred to the balance sheet of Hamilton Common Good, where they will continue to be managed by South Lanarkshire Leisure and Culture Ltd who will retain responsibility for the running costs of the assets and the benefit of any associated income. 5.25. Officers from Finance Services will work with colleagues from Property Services and Legal Services should any other assets fall within the scope of this framework. 5.26. Further Information on assets moving between balance sheets will be brought back to a future meeting of this Committee. 6. Employee Implications 6.1. None. 7. Financial Implications 7.1. As outline in 5.16. the proposed framework should result in no significant change in the financial position of either the Common Good Fund or General Fund. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. None. 145
Page 146
10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy, and therefore, no impact assessment is required. 10.2. 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) 24 July 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Common Good Update Report, 22 May 2024 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 146
Page 147
Appendix 1 Hamilton Common Good Assets Asset Name Address Bothwell Road Public Park Bothwell Road, Hamilton, ML3 0DW Bothwell Road Public Park Bandstand Bothwell Road, Hamilton, ML3 0DW Cadzow Glen Local Nature Reserve Cadzow Street, Hamilton, ML3 Common Green Back Row, Hamilton, ML3 6BW Former Bingo Hall 11 Keith Street, Hamilton, ML3 7BL Gatehouse 65 Bothwell Road, Hamilton, ML3 0DW Sculptural Walls Old Cross, Hamilton, ML3 6DS Glass Blocks Old Cross, Hamilton, ML3 6DS Floral Trumpets Cadzow Glen, Hamilton, ML3 6BW Library Gates Cadzow Glen, Hamilton, ML3 6HQ Pyramid Cadzow Glen, Hamilton, ML3 6H Entrance Feature Cadzow Glen, Hamilton, ML3 6BJ Watson Fountain Cadzow Street, Hamilton, ML3 6HP Hamilton Racecourse Bothwell Road, Hamilton, ML3 0DW Stairwell 92-94 Cadzow Street, Hamilton, ML3 6DS Hamilton Towers (Ground Lease) Castle Street, Hamilton, ML3 6BU Cinema (Ground Lease) Palace Grounds Road, Hamilton, ML3 6AD Asda Stores Ltd (Ground Lease) Palace Grounds Road, Hamilton, ML3 6AD Retail Park (Ground Lease) Palace Grounds Road, Hamilton, ML3 6AD Express by Holiday Inn (Ground Lease) Keith Street, Hamilton, ML3 7BL David Llloyd, formerly Esporta (Ground Lease) Mote Hill, Hamilton, ML3 6BY Gateway Site Palace Grounds Road, Hamilton, ML3 6AD Backmuir Plantation Bothwell Road, Hamilton, ML3 0EF Grand Avenue Palace Grounds Road, Hamilton, ML3 Cythera Palace Grounds, Hamilton, ML3 6BY David Cooper Memorial Palace Grounds, Hamilton, ML3 6BY Railing Design Back Row, Hamilton, ML3 6BW Sandstone Abstract Cadzow Glen, Hamilton, ML3 6B Sandstone Tomb Cadzow Glen, Hamilton, ML3 6BA Wash Day Cadzow Glen, Hamilton, ML3 6BL The Cadzow Cow Cadzow Glen, Hamilton, ML3 6B Railing Design Cadzow Glen, Hamilton, ML3 6PA Union Street Entrance Gate Cadzow Glen, Hamilton, ML3 6PA Art Trail Direction Plaque Cadzow Glen, Hamilton, ML3 6BJ Four Youths Quarry Street, Hamilton, ML3 7AR Music Project Quarry Street, Hamilton, ML3 7AH Red Measures Quarry Street, Hamilton, ML3 6AH Railing Design Quarry Street, Hamilton, ML3 7DT Gazebo Quarry Street, Hamilton, ML3 7AH Light Heavyweight Town Square, Hamilton, ML3 6AD Totem Town Square, Hamilton, ML3 6AD Square Stars Town Square, Hamilton, ML3 6BU 147
Page 148
Appendix 1 Lanark Common Good Assets Asset Name Address 13 Delves Road 13 Delves Road, Lanark, ML11 9DU 43 High Street 43 High Street, Lanark, ML11 7LU Castlehill Bowling Green Castlegate, Lanark, ML11 9EF Tolbooth High Street, Lanark, ML11 7EX Lanark Moor Country Park Hyndford Road, Lanark, ML11 9TA Lanark Racecourse Hyndford Road, Lanark, ML11 9TA St Nicholas Church Tower High Street, Lanark, ML11 Moorpark Stadium Hyndford Road, Lanark, ML11 9BG Melvinhall Park Cleghorn Road, Lanark, ML11 Lanark Loch Equestrian Centre Hyndford Road, Lanark, ML11 9TA Braxfield Land And Plantation Braxfield Terrace, Lanark, ML11 9BZ Castlegate Car Park North Castlegate, Lanark, Ml11 9E Castlegate Car Park South Castlegate, Lanark, Ml11 9D Castlehill Car Park Castlegate, Lanark, Ml11 9EF Newmains Farm/Former Whitelees Road, Lanark, ML11 Lanark GC Machine Sheds Whitelees Road, Lanark, ML11 7RX Smyllum Park Grazings Smyllum Crossing, Lanark, Ml11 7RY Car Park Portland Place, Lanark, ML11 7I Lanark Loch Land & Plantations Whitelees Road, Lanark, Ml11 7RX Springbank Farm Lanark, ML11 8SG Railway Solum Whitelees Road, Lanark, ML11 Tote Building Hyndford Road, Lanark Newmains And Bottomlees Lanark, ML11 148