Agenda Document Pack - Finance and Corporate Resources Committee - 11/06/2025
South Lanarkshire Council · 11 June 2025
Back to Finance and Corporate Resources Committee — 11 June 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 03 June 2025 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, 11 June 2025 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, Ross Lambie, Katy Loudon, Hugh Macdonald, Catherine McClymont, Elaine McDougall, Mark McGeever, Mo Razzaq, John Ross, Graham Scott, Kirsty Williams Substitutes Archie Buchanan, Poppy Corbett, Colin Dewar, Ross Gowland, Gavin Keatt, Susan Kerr, Martin Lennon, Richard Lockhart, Richard Nelson, Carol Nugent, Norman Rae, Helen Toner, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Finance and Corporate Resources Committee held on 26 March 2025 submitted for approval as a correct record. (Copy attached) 5 - 12 3 Minutes of Appeals Panel Minutes of the Appeals Panel held on 27 February 2025 submitted for approval as a correct record. (Copy attached) 13 - 14 4 Minutes of the Recruitment Committee Minutes of the meeting of the Recruitment Committee held on 23 April 2025 submitted for approval as a correct record. (Copy attached) 15 - 16 Monitoring Item(s) 5 Finance and Corporate Workforce Monitoring - 1 February to 31 March 2025 Report dated 6 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 17 - 24 6 Council-wide Workforce Monitoring – 1 February to 31 March 2025 Report dated 6 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 25 - 44 7 Finance and Corporate Resource Plan - Quarter 4 Progress Report 2024/2025 Report dated 13 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 45 - 62 Item(s) for Decision 8 Finance and Corporate Resource Plan 2025/2026 Report dated 13 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 63 - 82 9 Revenue Collection and Approval for Write-Offs Report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 83 - 88 10 2025/2026 Information and Communication Technology (ICT) Asset Management Plan Report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 89 - 110 11 Gaelic Language Plan 2025 to 2030 Report dated 7 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 111 - 138 12 Amendment to Local Government Pension Scheme Discretions Policy Report dated 11 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 139 - 160 2
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Item(s) for Noting 13 Review of Procurement Strategy for 2025/2026 Report dated 12 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 161 - 188 14 Notification of Contracts Awarded: 1 October 2024 to 31 March 2025 Report dated 8 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 189 - 192 Urgent Business 15 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Carol Lyon Clerk Telephone: 07385370065 Clerk Email: carol.lyon@southlanarkshire.gov.uk 3
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FINANCE AND CORPORATE RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 26 March 2025 Chair: Councillor Celine Handibode (Depute) Councillors Present: Councillor Alex Allison, Councillor Mathew Buchanan, Councillor Andy Carmichael, Councillor Andrea Cowan, Councillor Maureen Devlin, Councillor Colin Dewar (substitute for Councillor Maureen Chalmers), Councillor Mary Donnelly, Councillor Grant Ferguson, Councillor Gladys Ferguson-Miller, Councillor Graeme Horne, Councillor Martin Hose, Councillor Susan Kerr (substitute for Councillor Catherine McClymont), Councillor Katy Loudon, Councillor Hugh Macdonald, Councillor Elaine McDougall, Councillor Mark McGeever, Councillor Mo Razzaq, Councillor John Ross, Councillor Graham Scott, Councillor Kirsty Williams Councillors' Apologies: Councillor Walter Brogan (Depute), Councillor Maureen Chalmers, Councillor Margaret Cooper, Councillor Joe Fagan, Councillor Ross Lambie, Councillor Catherine McClymont, Councillor Lesley McDonald (Chair) 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; L O’Hagan, Head of Finance (Strategy); I Strachan, Head of Administration and Legal Services 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 29 January 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of Appeals Panel The minutes of the meeting of the Appeals Panel held on 22 January 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 4 Revenue Budget Monitoring 2024/2025 - Finance and Corporate Resources A report dated 26 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted comparing the actual expenditure for the period 1 April 2024 to 24 January 2025 and providing a forecast for the year to 31 March 2025 for Finance and Corporate Resources. 2 5
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A Service Analysis Statement, which outlined key highlights by Service for the Resource, was provided at Appendix A to the report. The detailed financial position, with variance explanations by budget category, was provided at Appendix B to the report. As at 24 January 2025, the projected outturn position for the Resource was an underspend of £0.856 million before approved transfers to reserves. Following the Council’s formal probable outturn exercise, the Resource was forecasting a breakeven position after approved transfers to reserves of £0.856 million. Transfers to Reserves approved by the Executive Committee on 12 February 2025, totalled £0.856 million and related to £0.750 million for Scottish Welfare Funding which would be carried forward for use in 2025/2026. There was also an underspend of £0.106 million in Grants to Voluntary Organisations budget which was being set aside to support the use of reserves to delay the implementation of the 2024/2025 Budget Saving, as agreed by the Council at its meeting on 26 February 2025. After those transfers, the Resource outturn was breakeven. Virements were proposed to realign budgets, and those movements were detailed in the appendices to the report. The Committee decided: (1) that the forecast to 31 March 2025 of a breakeven position, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of 29 January 2025 (Paragraph 3), Minutes of the Executive Committee of 12 February 2025 (Paragraph 3) and Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 2)] 5 Capital Budget Monitoring 2024/2025 - Finance and Corporate Resources A report dated 24 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted advising of progress on Finance and Corporate Resources’ capital programme for 2024/2025 and summarising the expenditure position at 24 January 2025. The revised capital programme for 2024/2025 was £3.086 million, as approved by the Executive Committee on 26 June 2024. The forecast for the financial year was £2.678 million and spend to date was £2.468 million. The forecast underspend reflected the timing of spend across this year and into the new financial year and resulted in budget required in 2025/2026 rather than 2024/2025. Funding for projects remaining underspent at the financial year end would be carried forward to allow the projects to be completed in 2025/2026. The Committee decided: that the Finance and Corporate Resources’ capital programme of £3.086 million, and expenditure to date of £2.678 million, be noted. [Reference: Minutes of 29 January 2025 (Paragraph 4)] 6
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6 Finance and Corporate Resources - Workforce Monitoring – December 2024 and January 2025 A report dated 3 March 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the following employee information for Finance and Corporate Resources for the period December 2024 and January 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews staffing watch as at 14 December 2024 Officers responded to a member’s questions on the report. The Committee decided: that the report be noted [Reference: Minutes of 29 January 2025 (Paragraph 5)] 7 Council-wide Workforce Monitoring – December 2024 and January 2025 A report dated 7 March 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the following Council-wide employee information for the period December 2024 and January 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring staffing watch as at 14 December 2024 Officers responded to a member’s question on the report. The Committee decided: that the report be noted. [Reference: Minutes of 29 January 2025 (Paragraph 6)] 8 Revenue Collection and Approval for Write-Offs A report dated 3 March 2025 by the Executive Director (Finance and Corporate Resources) was submitted on:- collection performance for the financial year 2024/2025 to 31 January 2025 on revenue income which comprised Council Tax, non-domestic rates (NDR), sundry debts and arrears performance in the Non Domestic Rates Incentivisation Scheme (NDRIS) the write-off of irrecoverable Council Tax, non-domestic rates, Business Improvement District (BID) levy, sundry debt and Housing Rent and associated charges 7
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Details were provided on current collection targets. The Council was ahead of target but behind comparable performance from 2023/2024 in respect of Council Tax. In respect of non-domestic rates and sundry debt, the Council was ahead of both target and comparable performance from 2023/2024. In terms of arrears collection targets, the Council was ahead of both target and comparable performance from 2023/2024 in respect of Council Tax and non-domestic rates. In respect of sundry debt, the Council was behind both target and comparable performance from 2023/2024. The Non Domestic Rates Incentivisation Scheme (NDRIS), formerly known as the Business Rates Incentivisation Scheme (BRIS), was a Scottish Government initiative to incentivise growth of the local business tax base, with a view to increasing NDR income yields. The Scottish Government set annual targets for growth (buoyancy) and councils which achieved their target retained 50% of the additional income generated above the target. The provisional annual buoyancy target for South Lanarkshire Council in 2024/2025 had been set by the Scottish Government at 0.9%. Performance against the NDRIS target would be reported to Committee on a quarterly basis. Buoyancy to the end of December 2024 was 0.76%. The tax base required to achieve further growth of more than 0.14% during the last quarter of the financial year to secure additional income under the scheme. It was proposed that the following debts be written off:- irrecoverable Council Tax accounts from 1993/1994 to 2024/2025 to the value of £230,831.40 relating primarily to prescribed debt, sequestrations and estates of the deceased irrecoverable non-domestic rates from 2022/2023 to 2024/2025 to the value of £386,014.73 relating primarily to debtors in liquidation, those who had ceased trading or had been sequestrated BID levies totalling £6,000.00 administered by the Council on behalf of Hamilton, Carluke and Lanark BID companies sundry debts to a value of £410,430.23 former tenant rent arrears totalling £61,720.86 The Committee decided: (1) that the Council’s performance in the collection of revenues be noted; (2) that the current position in respect of the Non Domestic Rates Incentivisation Scheme be noted; and (3) that the write-off of the following irrecoverable debts be approved:- Council Tax debt from 1993/1994 to 2024/2025 to the value of £230,831.40 Non Domestic Rates from 2022/2023 to 2024/2025 totalling £386,014.73 BID levies totalling £6,000.00 sundry debts to a value of £410,430.23 house rent and associated charges totalling £61,720.86 [Reference: Minutes of 29 January 2025 (Paragraph 9)] 8
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9 Consultation on Universal Credit – Mitigation of the Two-Child Limit A report dated 4 March 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the proposed response to the Scottish Government’s consultation on Universal Credit – Mitigation of the Two-Child Limit. Universal Credit was a UK benefit administered by the Department for Work and Pensions and was available for people across the UK to apply for. It was the only means tested benefit available that an individual or family could apply for when they were of working age. Where an individual or family was responsible for a child, a Child Element was paid as part of the entitlement to Universal Credit. However, the UK Government would only pay the Child Element for the first 2 children where any subsequent children were born after 6 April 2017, except in limited circumstances. The exceptions were where the third or other subsequent child was part of a multiple birth (twins etc), the child was part of a non-parental caring agreement or born because of non-consensual conception. On 4 December 2024, the Scottish Government set out plans to mitigate the two-child cap in Scotland as part of the annual budget statement to the Scottish Parliament. The proposal was for a payment equal to the Universal Credit Child Element for each third and subsequent child impacted by the two-child cap. The deadline for responses to the consultation was 18 April 2025 and the Council’s proposed response was detailed in Appendix 1 to the report. In response to a member’s request for data specific to South Lanarkshire, the Head of Finance (Transactions) gave an undertaking to check if available and, if so, provide to the member concerned. The Committee decided: that the Council’s response, as detailed in Appendix 1 to the report, be approved for submission to the Scottish Government. 10 Finance and Public Administration Committee – Call for Views on the Scottish Budget Process in Practice A report dated 4 March 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the proposed response to the Scottish Parliament Finance and Public Administration Committee’s call for views on the Scottish Budget Process in Practice. The Finance and Public Administration Committee was carrying out a short, focused inquiry on how the Scottish budget process had worked in practice, during the current parliamentary session, 2021 to 2026. It aimed to identify any improvements that could be made to the budget process, ahead of the next 5 year session of Parliament. The focus of the inquiry would be on the following 4 core objectives that underpinned the Scottish budget process:- to have greater influence on the formulation of the Scottish Government’s budget proposals to improve transparency and raise public understanding and awareness of the budget to respond effectively to new fiscal and wider policy challenges to lead better outputs and outcomes as measured against benchmarks and stated objectives 9
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A call for views was issued on 12 February 2025, requesting particular feedback on a number of areas by 26 March 2025. The specific questions and the Council’s proposed response was summarised in Section 4 of the report and the full response, which would be submitted prior to the deadline, was attached as Appendix 1 to the report. Officers responded to a member’s question and, following discussion, it was agreed that the response should be submitted highlighting that, at this point in time, this was the Council’s position. The Council decided: that the Council’s response, as detailed in Appendix 1 to the report, subject to the inclusion of a reference that, at this point in time, this was the Council’s position, be approved for submission to the Scottish Government. 11 Consultation on Financial Considerations that Women Face When Leaving an Abusive Relationship A report dated 3 March 2025 by the Executive Director (Finance and Corporate Resources) was submitted to the Social Justice and Social Security Committee of the Scottish Parliament consultation on the financial considerations that women faced when leaving an abusive relationship. The consultation was launched on 13 December 2024 and closed on 20 February 2025. The Social Justice and Social Security Committee wanted to learn more about:- the support local authorities gave to women leaving abusive relationships how rules and practices related to the public sector and social security took account of the financial issues women could face when leaving abusive relationships how much information and advice was available from public bodies and charities The Council’s response was summarised in Section 4 of the report and the full response, which had been submitted prior to the deadline, was attached as Appendix 1 to the report. The Committee decided: that the Council’s response to the Social Justice and Social Security Committee consultation on the financial considerations that women faced when leaving an abusive relationship, as detailed in Appendix 1 to the report, be noted. 12 Mental Health Moratorium Regulations - Consultation A report dated 3 March 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the Scottish Government consultation on the Mental Health Moratorium Regulations. The Bankruptcy and Diligence (Scotland) Act 2024 was passed by the Scottish Parliament on 6 June 2024 and received Royal Assent on 15 July 2024. It introduced a framework that allowed Scottish Ministers to make regulations that created a Mental Health Moratorium. This would allow those who were receiving compulsory mental health treatment, or the equivalent, to apply for a Moratorium that would provide them with protection from their creditors while their treatment continued. 10
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Section 2 of the 2024 Act required Scottish Ministers, prior to laying Regulations before the Scottish Parliament, to lay a proposed draft copy of the Regulations before the Parliament for 60 days. The Scottish Government also committed, during the passing of the Bill, to consult with stakeholders on any draft Regulations. The consultation was launched on 9 December 2024 and closed on 17 March 2025. The proposed Mental Health Moratorium was intended to provide protections for those who were receiving compulsory mental health treatment in an institution or the community from those they owed debt to. It was proposed that the Moratorium would be administered by the Scottish Government agency, the Accountant in Bankruptcy. The Council’s response was summarised in Section 4 of the report and the full response, which had been submitted prior to the deadline, was attached as Appendix 1 to the report. The Committee decided: that the Council’s response to the Scottish Government consultation on the Mental Health Moratorium Regulations, as detailed in Appendix 1 to the report, be noted. 13 Response to Consultation on the Public Sector Equality Duty A report dated 20 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the Scottish Parliament Equalities, Human Rights and Civil Justice Committee consultation on the Public Sector Equality Duty. The Public Sector Equality Duty (PSED) was a legal requirement for public authorities in Scotland. Under the duty, public authorities must consider equality when carrying out their functions. The aims of the duty were to:- eliminate unlawful behaviour by ending discrimination, harassment, and victimisation advance equality of opportunity between people who had protected characteristic and those who did not foster good relations between people who had a protected characteristic and those who did not The consultation opened on 7 February and closed on 28 February 2025. The consultation advised that The Equalities, Human Rights and Civil Justice Committee was expected to work on this inquiry for 3 weeks from 4 March 2025, and would use the responses from the 5 questions in the consultation to form the basis of questions at the evidence sessions. The Council’s response to each question was detailed in paragraph 4.1 of the report. Following consultation, should the Scottish Government proceed and implement the proposals, the Council would be required to:- review and update or introduce guidance/training for employees and managers on inclusive communications. A joint working approach with the Personnel, Legal and Communications team would be required as well as Resource Management Teams involvement to ensure the full Council needs were met incorporate the Duty into the integrated impact assessment process The Committee decided: (1) that content of the report be noted; and (2) that the requirements on the Council should this duty be implemented, as detailed in Section 4.3 of the report, be noted. 11
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14 Urgent Business There were no items of urgent business. 12
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APPEALS PANEL Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 27 February 2025 Chair: Councillor Lesley McDonald Councillors Present: Councillor Kenny McCreary, 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 Demotion The Panel considered an appeal (Ref 1/25) by an employee against their dismissal. The appellant was present and represented by a trade union representative. The Council was represented by a Personnel Adviser. The Council called a witness and the appellant’s representative called the appellant. All parties were heard in relation to the appeal and then withdrew from the meeting. The Panel decided: that the grounds of the appeal had been substantiated in part and the appeal be upheld to the extent that the summary dismissal be replaced by a contractual dismissal. 3 13
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RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 23 April 2025 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: Chief Executive’s Service P Manning, Chief Executive Finance and Corporate Resources C Lyon and S McLeod, Administration Officers; 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 13 March 2025 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 Executive Director (Education Resources) The Committee proceeded to interview 6 candidates for the post of Executive Director (Education Resources). 4 15
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The Committee decided: that L McRoberts, Director of Education/Depute Chief Executive, South Ayrshire Council be appointed to the post of Executive Director (Education Resources. [Reference: Minutes of 13 March 2025 (Paragraph 4)] 16
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources – Workforce Monitoring – 1 February to 31 March 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 February to 31 March 2025 relating to Finance and Corporate Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - [recs] (1) that the following employment information for 1 February to 31 March 2025 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 8 March 2025 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Finance and Corporate Resources provides information on the position for 1 February to 31 March 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of March 2025 for Finance and Corporate Resources. The Resource absence figure for March 2025 was 3.7%, this figure has increased by 0.2% when compared to the previous month and is 3.1% lower than the Council- wide figure. Compared to March 2024, the Resource absence figure has increased by 1.1%. Based on the absence figures at March 2025 and annual trends, the annual average absence for the Resource for 2024/2025 is 3.5%, compared to a Council-wide average figure of 5.9%. 5 17
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health overall, 51 referrals were made this period. This represents an increase of 10 when compared with the same period last year. 4.3. Accident/Incident Statistics There were no accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, no disciplinary hearings or appeals were heard by the resource and no appeals were pending. These figures are unchanged when compared with the same period last year. Also, no grievance or Dignity at Work complaints were raised within the Resource, these figures also remain unchanged. 4.5. Analysis of Leavers (Appendix 2a) There were no leavers this period who were eligible for an exit interview. This figure has decreased by 6, when compared with the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been a decrease of 8 employees in post from 14 December 2024 to 8 March 2025. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 18
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10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 6 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Finance and Corporate Resources – 26 March 2025 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 19
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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 3.5 July 0.0 0.0 0.0 July 3.9 3.5 3.5 July 4.6 3.8 4.1 August 4.1 3.8 2.6 August 0.0 0.0 0.0 August 4.1 3.8 2.6 August 4.4 4.1 4.7 September 3.6 3.9 3.2 September 0.0 0.0 0.0 September 3.6 3.9 3.2 September 5.4 5.3 6.1 October 3.8 3.2 3.2 October 0.0 0.0 0.0 October 3.8 3.2 3.2 October 5.8 5.1 6.0 November 3.4 3.5 4.6 November 0.0 0.0 0.0 November 3.4 3.5 4.6 November 6.5 6.2 6.9 December 4.3 3.3 4.4 December 0.0 0.0 0.0 December 4.3 3.3 4.4 December 7.0 6.6 7.0 January 4.3 2.8 3.7 January 0.0 0.0 0.0 January 4.3 2.8 3.7 January 5.8 6.1 6.7 February 3.8 3.5 3.5 February 0.0 0.0 0.0 February 3.8 3.5 3.5 February 5.9 6.4 7.0 March 3.8 2.6 3.7 March 0.0 0.0 0.0 March 3.8 2.6 3.7 March 6.4 6.3 6.8 Annual Average 3.8 3.5 3.5 Annual Average 0.0 0.0 0.0 Annual Average 3.8 3.5 3.5 Annual Average 5.7 5.4 5.9 Average Apr-Mar 3.8 3.5 3.5 Average Apr-Mar 0.0 0.0 0.0 Average Apr-Mar 3.8 3.5 3.5 Average Apr-Mar 5.7 5.4 5.9 814 0 814 15626 Manual Workers No of Employees at 31 March 2025 Resource Total No of Employees at 31 March 2025 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Finance and Corporate Resources No of Employees at 31 March 2025 No of Employees at 31 March 2025 APT&C Council Wide 20
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Feb - Mar Feb - Mar 2024 2025 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 16 21 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 41 51 Feb - Mar Feb - Mar 2024 2025 Minor 2 0 Violent Incident: Physical**** 1 0 Total Accidents/Incidents 3 0 Feb - Mar Feb - Mar 2024 2025 Total Number of Hearings 0 0 Feb - Mar Feb - Mar 2024 2025 Number of Grievances 0 0 Feb - Mar Feb - Mar 2024 2025 Number of Incidents 0 0 RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS ***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 Appendix 2 FINANCE AND CORPORATE RESOURCES 7 8 0 3 18 19 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. 21
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Feb - Mar Feb - Mar 2024 2025 Career Advancement 1 0 Child Caring / Caring Responsibilities 1 0 Moving outwith area 1 0 Personal Reasons 1 0 Poor relationship with managers / colleagues 1 0 Other 1 0 Total Number of Leavers Eligible for Exit Interview 6 0 Number of Exit Interviews conducted 5 0 Percentage of interviews conducted 83% 0% ANALYSIS OF REASONS FOR LEAVING Appendix 2a FINANCE AND CORPORATE RESOURCES 22
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As at 8 March 2025 Total Number of Employees F/T P/T F/T P/T 184 22 360 247 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 89.59 338.44 207.13 56.22 22.00 0.00 0.00 0.00 721.38 As at 14 December 2024 Total Number of Employees F/T P/T F/T P/T 183 24 365 249 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 92.08 340.45 210.38 55.05 22.00 0.00 0.00 0.00 727.96 Appendix 3 JOINT STAFFING WATCH RETURN FINANCE AND CORPORATE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 813 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 821 23
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Council-wide Workforce Monitoring – 1 February to 31 March 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information relating to the Council for the period 1 February to 31 March 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for the period 1 February to 31 March 2025 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 8 March 2025 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to the Committee. This report for the Council provides information on the position for the period 1 February to 31 March 2025. 4. Attendance Statistics 4.1. Information on absence statistics for the Council and each Resource, as analysed for March 2025, is provided in Appendices 1 to 8. Points to note are:- The Council’s absence rate for March 2025, shown in Appendix 1, is 6.8%, which represents an decrease of 0.2% when compared with last month and the figure has increased by 0.5% when compared to March 2024. When compared to March 2024, the APT&C absence rate has increased by 0.7%, the teachers’ figure has increased by 0.4% and the manual workers’ figure has increased by 0.3%. 6 25
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Based on annual trends and the absence rate to March 2025, the average absence rate for the Council for the financial year 2024/2025 is 5.9%, compared to 5.38% for 2023/2024. In comparison to March 2024 (Appendix 8):- Psychological and musculoskeletal conditions are the main reasons for absence Total days lost due to psychological conditions have increased by 523 days Total days lost due to musculoskeletal conditions have increased by 513 days Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 5. Occupational Health 5.1. Information on Occupational Health for the period 1 February to 31 March 2025 is provided in Appendix 9. during the period there were 327 employees referred for a medical examination, a decrease of 15 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 323 employees attended physiotherapy treatment, showing a decrease of 66 when compared to the same period last year. Of the 323 employees referred, 73% remained at work whilst undertaking treatment during this period 389 employees were referred to the Employee Support Officer, showing an increase of 12 when compared with the same period last year. Of the referrals made this period, 87% related to personal reasons 204 employees were referred to the PAM Assist counselling service this period, showing an increase of 23 when compared with the same period last year. All the referrals made this period were made directly by employees. Work related referrals accounted for 51% and 49% were for personal/other reasons 52 employees were referred for Cognitive Behavioural Therapy this period, an increase of 46 when compared to the same period last year 6. Accidents/Incidents 6.1. The accident/incident reported for 1 February to 31 March 2025 is contained in Appendix 10. the total number of accidents/incidents recorded was 291, 151 of these have been investigated and categorised and 140 are still in the process of being investigated of those investigated, no specified injuries were recorded of those investigated there were 145 minor accidents/incidents of those investigated, 1 accident resulted in an absence lasting over 3 days of those investigated, 5 accidents resulted in an absence lasting over 7 days 7. Discipline, Grievance, Dignity at Work Hearings and Mediation Referrals 7.1. Information on Disciplinary, Grievance Hearings, Dignity at Work and Mediation Referrals for 1 February to 31 March 2025 is contained in Appendices 11, 12a and 12b. 26
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in total, 32 disciplinary hearings were held and concluded across Resources within the Council, this figure has increased by 3 when compared to the same period last year. action was taken in 30 of these cases and 2 appeals were raised against the outcomes, of which both were not upheld. our target is to convene disciplinary hearings within 6 weeks, 78% of hearings met this target. during the period, 1 appeal was heard by the Appeals Panel, of which was not upheld. at the end of March, no Appeals Panel were pending. during the period, 4 grievance and 7 Dignity at Work complaints were raised. during the period, 1 referral was submitted that was suitable for mediation. 8. Analysis of Leavers and Exit Interviews 8.1. Information on the number of leavers and exit interviews for the period 1 February to 31 March 2025 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 8 March 2025, the Council’s turnover figure for 1 February to 31 March 2025 is as follows:- 60 leavers eligible for exit interviews/15,716 employees in post = Labour Turnover of 0.4%. Based on the figure at March 2025, the annual labour turnover figure for the financial year 2024/2025 for the Council is 3.9%. 8.2. Analysis of Leavers and Exit Interviews:- there were a total of 60 employees leaving the Council that were eligible for an exit interview, a decrease of 45 when compared with the same period last year. there were a total of 13 exit interviews conducted which is a decrease of 20 when compared with same period last year. 9. Recruitment Monitoring 9.1. Information on Recruitment Monitoring for 1 February to 31 March 2025 is contained within Appendix 14. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:- 2,436 applications and 2,434 completed Equal Opportunities Monitoring Forms were received of those applicants who declared themselves as disabled (156), 83 were shortleeted for interview and 7 were appointed of those applicants of a black/ethnic minority background (316), 81 were shortleeted for interview and 6 were appointed of those applicants who are veterans (10), 1 was shortleeted for interview and no one was appointed 27
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10. Staffing Watch 10.1 There has been an decrease of 97 in the number of employees in post from 14 December 2024 to 8 March 2025. 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. Integrated Impact Assessment and Consultation Requirements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 15.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 6 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Finance and Corporate Resources Committee – 26 March 2025 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 28
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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 4.3 July 1.4 1.1 1.0 July 7.4 5.8 6.3 July 4.6 3.8 4.1 August 4.3 4.2 4.6 August 1.4 1.3 1.9 August 7.4 6.2 7.5 August 4.4 4.1 4.7 September 5.2 5.2 6.2 September 2.8 2.9 3.5 September 8.0 7.6 8.3 September 5.4 5.3 6.1 October 5.7 5.2 6.3 October 3.4 2.7 3.8 October 8.1 7.1 7.7 October 5.8 5.1 6.0 November 6.3 6.1 7.0 November 4.7 4.3 5.0 November 8.6 8.1 8.4 November 6.5 6.2 6.9 December 6.7 6.7 7.1 December 5.3 4.8 5.4 December 8.9 7.8 8.5 December 7.0 6.6 7.0 January 5.2 5.8 6.8 January 4.3 4.8 4.9 January 8.0 7.8 8.3 January 5.8 6.1 6.7 February 5.7 6.3 7.0 February 4.1 4.9 4.9 February 7.9 8.0 9.0 February 5.9 6.4 7.0 March 6.2 6.3 7.0 March 4.6 4.1 4.5 March 8.3 8.1 8.4 March 6.4 6.3 6.8 Annual Average 5.4 5.4 6.0 Annual Average 3.4 3.3 3.6 Annual Average 8.1 7.2 7.8 Annual Average 5.7 5.4 5.9 Average Apr-Mar 5.4 5.4 6.0 Average Apr-Mar 3.4 3.3 3.6 Average Apr-Mar 8.1 7.2 7.8 Average Apr-Mar 5.7 5.4 5.9 7226 4014 4386 15626 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Council Wide APT&C Teachers No of Employees at 31 March 2025 No of Employees at 31 March 2025 Manual Workers Council Wide No of Employees at 31 March 2025 No of Employees at 31 March 2025 29
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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 3.8 July 5.9 4.6 4.5 July 5.6 4.3 4.4 July 4.6 3.8 4.1 August 3.4 3.0 3.4 August 6.6 5.2 6.2 August 6.1 4.9 5.7 August 4.4 4.1 4.7 September 3.1 2.5 3.8 September 7.9 7.1 7.5 September 7.1 6.4 6.9 September 5.4 5.3 6.1 October 5.1 2.0 4.2 October 7.5 7.0 7.2 October 7.1 6.3 6.7 October 5.8 5.1 6.0 November 4.2 2.6 3.6 November 8.3 8.1 8.3 November 7.7 7.3 7.6 November 6.5 6.2 6.9 December 3.7 3.0 3.8 December 8.8 7.5 8.1 December 8.0 6.8 7.4 December 7.0 6.6 7.0 January 2.6 3.6 3.9 January 7.4 7.4 7.8 January 6.7 6.9 7.2 January 5.8 6.1 6.7 February 3.6 4.0 4.0 February 7.4 7.8 8.7 February 6.9 7.2 7.9 February 5.9 6.4 7.0 March 3.9 3.2 3.5 March 7.9 7.9 8.2 March 7.3 7.2 7.4 March 6.4 6.3 6.8 Annual Average 3.8 3.2 3.7 Annual Average 7.4 6.8 7.2 Annual Average 6.9 6.2 6.6 Annual Average 5.7 5.4 5.9 Average Apr-Mar 3.8 3.2 3.7 Average Apr-Mar 7.4 6.8 7.2 Average Apr-Mar 6.9 6.2 6.6 Average Apr-Mar 5.7 5.4 5.9 585 2818 3403 15626 Appendix 2 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 30
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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 3.2 July 1.4 1.1 1.0 July 2.5 2.2 2.0 July 4.6 3.8 4.1 August 3.6 4.0 3.9 August 1.4 1.3 1.9 August 2.4 2.5 2.8 August 4.4 4.1 4.7 September 5.8 5.9 6.6 September 2.8 2.9 3.5 September 4.1 4.3 4.9 September 5.4 5.3 6.1 October 6.5 5.5 6.5 October 3.4 2.7 3.8 October 4.8 4.0 5.0 October 5.8 5.1 6.0 November 7.9 7.1 7.8 November 4.7 4.3 5.0 November 6.2 5.6 6.2 November 6.5 6.2 6.9 December 8.5 8.1 8.6 December 5.3 4.8 5.4 December 6.8 6.3 6.8 December 7.0 6.6 7.0 January 6.1 6.6 8.0 January 4.3 4.8 4.9 January 5.1 5.6 6.3 January 5.8 6.1 6.7 February 6.8 7.2 8.4 February 4.1 4.9 4.9 February 5.4 6.0 6.5 February 5.9 6.4 7.0 March 7.0 7.5 8.3 March 4.6 4.1 4.5 March 5.7 5.7 6.2 March 6.4 6.3 6.8 Annual Average 6.0 5.9 6.5 Annual Average 3.4 3.3 3.6 Annual Average 4.6 4.5 4.9 Annual Average 5.7 5.4 5.9 Average Apr-Mar 6.0 5.9 6.5 Average Apr-Mar 3.4 3.3 3.6 Average Apr-Mar 4.6 4.5 4.9 Average Apr-Mar 5.7 5.4 5.9 3202 4014 7216 15626No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 Appendix 3 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Education Resources Council WideAPT&C Teachers Resource Total 31
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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 3.5 July 0.0 0.0 0.0 July 3.9 3.5 3.5 July 4.6 3.8 4.1 August 4.1 3.8 2.6 August 0.0 0.0 0.0 August 4.1 3.8 2.6 August 4.4 4.1 4.7 September 3.6 3.9 3.2 September 0.0 0.0 0.0 September 3.6 3.9 3.2 September 5.4 5.3 6.1 October 3.8 3.2 3.2 October 0.0 0.0 0.0 October 3.8 3.2 3.2 October 5.8 5.1 6.0 November 3.4 3.5 4.6 November 0.0 0.0 0.0 November 3.4 3.5 4.6 November 6.5 6.2 6.9 December 4.3 3.3 4.4 December 0.0 0.0 0.0 December 4.3 3.3 4.4 December 7.0 6.6 7.0 January 4.3 2.8 3.7 January 0.0 0.0 0.0 January 4.3 2.8 3.7 January 5.8 6.1 6.7 February 3.8 3.5 3.5 February 0.0 0.0 0.0 February 3.8 3.5 3.5 February 5.9 6.4 7.0 March 3.8 2.6 3.7 March 0.0 0.0 0.0 March 3.8 2.6 3.7 March 6.4 6.3 6.8 Annual Average 3.8 3.5 3.5 Annual Average 0.0 0.0 0.0 Annual Average 3.8 3.5 3.5 Annual Average 5.7 5.4 5.9 Average Apr-Mar 3.8 3.5 3.5 Average Apr-Mar 0.0 0.0 0.0 Average Apr-Mar 3.8 3.5 3.5 Average Apr-Mar 5.7 5.4 5.9 814 0 814 15626 Manual Workers No of Employees at 31 March 2025 Resource Total No of Employees at 31 March 2025 Appendix 4 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Finance and Corporate Resources No of Employees at 31 March 2025 No of Employees at 31 March 2025 APT&C Council Wide 32
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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 5.3 July 8.9 8.1 8.6 July 6.9 6.2 6.7 July 4.6 3.8 4.1 August 4.7 5.1 5.5 August 7.1 8.5 8.8 August 5.7 6.4 6.9 August 4.4 4.1 4.7 September 4.5 4.7 7.5 September 6.3 7.8 7.4 September 5.2 6.0 7.5 September 5.4 5.3 6.1 October 4.3 4.9 7.3 October 7.8 5.2 6.0 October 5.8 5.0 6.8 October 5.8 5.1 6.0 November 4.6 4.8 6.8 November 7.8 6.7 6.2 November 5.9 5.6 6.5 November 6.5 6.2 6.9 December 4.4 5.1 6.4 December 7.2 7.4 5.8 December 5.6 6.0 6.2 December 7.0 6.6 7.0 January 4.5 4.4 7.0 January 5.5 6.0 6.2 January 4.9 5.0 6.7 January 5.8 6.1 6.7 February 4.4 5.2 7.0 February 6.2 6.3 7.1 February 5.1 5.6 7.0 February 5.9 6.4 7.0 March 5.3 5.3 6.8 March 6.8 7.2 5.9 March 5.9 6.1 6.4 March 6.4 6.3 6.8 Annual Average 4.8 5.0 6.3 Annual Average 7.6 6.9 7.1 Annual Average 5.9 5.8 6.7 Annual Average 5.7 5.4 5.9 Average Apr-Mar 4.8 5.0 6.3 Average Apr-Mar 7.6 6.9 7.1 Average Apr-Mar 5.9 5.8 6.7 Average Apr-Mar 5.7 5.4 5.9 857 543 1400 15626No of Employees at 31 March 2025No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2022/2023, 2023/2024 & 2024/2025 APT&C Manual Workers Council Wide 33
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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 6.5 July 11.8 8.8 11.2 July 7.9 6.5 8.0 July 4.6 3.8 4.1 August 6.0 4.8 6.9 August 10.8 8.6 11.4 August 7.5 6.0 8.4 August 4.4 4.1 4.7 September 5.9 5.6 7.2 September 9.6 9.3 12.0 September 7.1 6.8 8.8 September 5.4 5.3 6.1 October 5.8 6.5 7.5 October 10.4 8.5 11.0 October 7.3 7.1 8.6 October 5.8 5.1 6.0 November 6.0 7.3 8.1 November 10.4 9.0 10.0 November 7.4 7.8 8.7 November 6.5 6.2 6.9 December 6.4 7.4 7.0 December 10.6 9.5 11.6 December 7.7 8.1 8.5 December 7.0 6.6 7.0 January 5.2 7.0 6.7 January 12.0 10.3 11.3 January 7.4 8.1 8.2 January 5.8 6.1 6.7 February 5.8 7.0 7.0 February 11.0 9.9 11.6 February 7.5 7.9 8.5 February 5.9 6.4 7.0 March 7.0 7.1 7.5 March 10.9 9.4 10.7 March 8.2 7.9 8.6 March 6.4 6.3 6.8 Annual Average 6.0 6.3 6.9 Annual Average 11.0 9.1 10.7 Annual Average 7.6 7.2 8.1 Annual Average 5.7 5.4 5.9 Average Apr-Mar 6.0 6.3 6.9 Average Apr-Mar 11.0 9.1 10.7 Average Apr-Mar 7.6 7.2 8.1 Average Apr-Mar 5.7 5.4 5.9 1768 1025 2793 15626No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 No of Employees at 31 March 2025 Appendix 6 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Social Work Resources APT&C Council WideResource TotalManual Workers 34
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Appendix 7 Absence by long and short term From: 1 January 2025 to 31 March 2025 Community and Enterprise 3403 2.7 4.5 7.2 2.8 5.1 7.9 2.0 5.5 7.4 Education 7216 2.6 3.7 6.3 2.3 4.2 6.5 2.0 4.2 6.2 Finance and Corporate 814 1.5 2.2 3.7 1.7 1.8 3.5 1.3 2.4 3.7 Housing & Technical 1400 3.2 3.5 6.7 2.5 4.5 7.0 2.0 4.4 6.4 Social Work 2793 2.8 5.5 8.2 3.0 5.5 8.5 2.8 5.8 8.6 Council Overall for January to March 2025 15626 2.6 4.1 6.7 2.5 4.5 7.0 2.1 4.7 6.8 Resource No of employees Resource Total Absence % January 2025 Total Short Term % Total Long Term % February 2025 Total Short Term % Total Long Term % Resource Total Absence % March 2025 Total Short Term % Total Long Term % Resource Total Absence % 35
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From : 1 March 2025 - 31 March 2025 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1471 29 1100 13 54 10 451 27 887 22 3963 20 Psychological 1691 34 3542 43 246 46 553 33 1448 36 7480 38 Stomach, Bowel, Blood, Metabolic Disorders 598 12 907 11 31 6 174 10 432 11 2142 11 Respiratory 465 9 974 12 60 11 180 11 554 14 2233 11 Other Classification 777 16 1703 21 147 27 300 18 727 18 3654 19 Total Days Lost By Resource 5002 100 8226 100 538 100 1658 100 4048 100 19472 100 Total Work Days Available From : 1 March 2024 - 31 March 2024 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1278 26 1046 12 66 15 364 21 696 17 3450 18 Psychological 1374 28 3213 38 168 39 642 37 1560 39 6957 35 Stomach, Bowel, Blood, Metabolic Disorders 594 12 969 11 31 7 168 10 437 11 2199 11 Respiratory 578 12 1388 16 68 16 219 13 529 13 2782 14 Other Classification 1065 22 1923 23 99 23 329 19 816 20 4232 22 Total Days Lost By Resource 4889 100 8539 100 432 100 1722 100 4038 100 19620 100 Total Work Days Available *WDL = Work Days Lost Finance and Corporate 25767 47027 Appendix 8 Attendance Monitoring Absence Classification Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason Percentage Housing and Technical Resources Education Resources PercentageTotal WDL By ReasonREASONS Community and Enterprise Resources Education Resources Finance and Corporate Housing and Technical Resources 67309 133560 14567 Social Work Resources 51296282391659414894867903 36
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Appendix 9 Teachers Others 74 38 60 8 60 87 95 47 55 7 43 95 Feb - Mar 2024 Feb - Mar 2025 Feb - Mar 2024 Feb - Mar 2025 Feb - Mar 2024 Feb - Mar 2025 90 52 83 79 0 0 51 45 161 178 2 21 84 76 16 21 0 0 18 19 32 23 0 0 52 47 85 88 Social Work 1 2 94 84 377 389 Not Disclosed 3 29 389 323 Total 6 52 Reason Feb - Mar 2024 Feb - Mar 2025 Work Stress 33 105 Addicition 0 0 Personal 103 45 Anxiety/Depression 14 37 Bereavement 31 17 Total 181 204 Finance and Corporate Education Community and Enterprise Resource Housing and Technical Occupational Health Reports From: 1 February 2025 - 31 March 2025 comparison with 1 February 2024 - 31 March 2024 Medical Referrals Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Totals Total (Feb - Mar 2025) 327 Total (Feb - Mar 2024) 342 No of Employees Referred For Physiotherapy No of Employees Referred To Employee Support Officer No of Employees Referred For Cognitive Behavioural Therapy Resource Resource Community and Enterprise Community and Enterprise Education (Teachers) Education Education (Others) Finance and Corporate Analysis of Counselling Referrals by Cause Total Finance and Corporate Housing and Technical Housing and Technical Social Work Social Work Total 37
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Feb - Mar 2024 Feb - Mar 2025 Feb - Mar 2024 Feb - Mar 2025 Feb - Mar 2024 Feb - Mar 2025 Feb - Mar 2024 Feb - Mar 2025 Feb - Mar 2024 Feb - Mar 2025 Feb - Mar 2024 Feb - Mar 2025 Specified Injury 0 0 1 0 0 0 0 0 0 0 1 0 Specified Injury (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Specified Injury* 0 0 1 0 0 0 0 0 0 0 1 0 Over 7 Day 4 2 2 0 0 0 1 2 0 0 7 4 Over 7 Day (Violence) 0 0 2 1 0 0 0 0 0 0 2 1 Total Over 7 Day** 4 2 4 1 0 0 1 2 0 0 9 5 Over 3 Day 0 0 2 1 0 0 0 0 0 0 2 1 Over 3 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3 Day** 0 0 2 1 0 0 0 0 0 0 2 1 Minor Injury 18 6 42 17 2 0 1 4 12 11 75 38 Near Miss 4 0 4 1 0 0 0 0 1 0 9 1 Violence (Physical) 10 6 347 77 1 0 0 0 16 1 374 84 Violence (Verbal) 2 5 47 8 0 0 0 2 8 7 57 22 Total Minor*** 34 17 440 103 3 0 1 6 37 19 515 145 Total Finalised 38 19 447 105 3 0 2 8 37 19 527 151 Accident 0 1 18 34 0 0 0 2 0 3 18 40 Incident 0 3 19 11 0 0 0 0 0 0 19 14 Violence (Physical) 0 1 86 69 0 1 0 0 0 0 86 71 Violence (Verbal) 0 2 11 10 0 0 0 0 0 1 11 13 Near Miss 0 0 4 2 0 0 0 0 0 0 3 2 Total to be investigated**** 0 7 138 126 0 1 0 2 0 4 138 140 Total Events/Month 38 26 585 231 3 1 2 10 37 23 665 291 Finance and Corporate Housing & Tech Social Work TOTAL **Over 3 Day /Over 7 Day absence relates to events outwith the specified injury category that resulted in an absence or inability to do normal work for more than 3/7 days (not including day of injury) ***A minor injury is an injury not covered by Over 7 day, Over 3 day or Specified ****In process relates to records not yet investigated/defined by managers *Specified Injury is any fracture (other than fingers/toes), amputation, loss or sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE Appendix 10 Analysis of Accidents / Incidents From: 1 February 2025 - 31 March 2025 comparison with 1 February 2024 - 31 March 2024 Accidents by Month of Occurrence Community and Enterprise Education 38
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APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 2 15 N/A 17 0 0 N/A 0 2 15 N/A 17 4 9 4 76% 17.76 Education 1 0 4 5 0 0 1 1 1 0 3 4 0 4 1 80% 5 Housing and Technical 2 0 N/A 2 0 0 N/A 0 2 0 N/A 2 0 1 1 50% 2 Social Work 2 6 N/A 8 0 1 N/A 1 2 5 N/A 7 6 1 1 88% 8 Total (Feb - Mar 2025) 7 21 4 32 0 1 1 2 7 20 3 30 10 15 7 78% 32 Total (Feb - Mar 2024) 5 22 2 29 1 3 1 5 4 19 1 24 19 7 3 90% 29 APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (Feb - Mar 2025) 1 1 0 2 0 0 0 0 0 0 0 0 1 1 0 2 0 Total (Feb - Mar 2024) 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 February - 31 March 2025 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 010 Appendix 11 Outcome of Appeals Not Upheld From: 1 February 2025 - 31 March 2025 comparison with 1 February 2024 - 31 March 2024 Appeals pending to date Record of Disciplinary Hearings No of weeks to convene Disciplinary Hearing Total 39
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Appendix 12a Record of Grievances From: 1 February 2025 - 31 March 2025 comparison with 1 February 2024 - 31 March 2024 Grievances No of Grievances No Resolved at Stage 1 No Resolved at Stage 2 No Resolved at Stage 3 Still in Process Total (Feb - Mar 2025) 4 0 1 0 3 Total (Feb - Mar 2024) 1 0 0 0 1 Dignity at Work From: 1 February 2025 - 31 March 2025 comparison with 1 February 2024 - 31 March 2024 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 (Feb - Mar 2025) 7 0 0 0 0 7 Total (Feb - Mar 2024) 0 0 0 0 0 0 40
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Referrals for Workplace Mediation As at March 2025 Workplace Mediation Feb-25 Mar-25 No of Referrals 1 0 *No of Successful Cases 0 0 *No of Unsuccessful Cases 0 0 No of cases unsuitable for mediation 1 0 Workplace Mediation Feb-24 Mar-24 No of Referrals 0 0 *No of Successful Cases 0 0 *No of Unsuccessful Cases 0 0 No of cases unsuitable for mediation 1 0 *successful/unsuccessful case outcomes may be shown outwith the month they were referred. Appendix 12b 41
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Appendix 13 From 1 February 2025 - 31 March 2025 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 4 9 0 4 4 21 35% Personal Reasons 4 8 0 2 1 15 25% Moving outwith area 1 1 0 0 1 3 5% Child Caring / Caring Responsibilities 0 1 0 0 1 2 3% Further Education 0 1 0 0 0 1 2% Other 5 7 0 2 4 18 30% Total no. of leavers per Resource eligible for an exit interview 14 27 0 8 11 60 Number of exit interviews conducted 3 5 0 4 1 13 % of leavers interviewed 21% 19% 0% 50% 9% 22% From 1 February 2024 - 31 March 2024 Total no. of leavers per Resource eligible for an exit interview 31 30 6 12 26 105 Number of exit interviews conducted 5 8 5 8 7 33 % of leavers interviewed 16% 27% 83% 67% 27% 31% * Note these totals include temporary employees Analysis of leavers and exit interviews 42
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Appendix 14 Applied Interviewed Appointed % of Applicants interviewed % of Applicants appointed % of Interviewees appointed 2434 1058 202 43% 8% 19% 503 220 43 44% 9% 20% 1930 837 154 43% 8% 18% 156 83 7 53% 4% 8% 1731 841 143 49% 8% 17% 457 235 52 51% 11% 22% 2042 930 185 46% 9% 20% 316 81 6 26% 2% 7% 10 1 0 10% 0% 0% Applied Interviewed Appointed % of Applicants interviewed % of Applicants appointed % of Interviewees appointed 1736 602 187 35% 11% 31% 533 159 41 30% 8% 26% 1200 440 144 37% 12% 33% 67 36 5 54% 7% 14% 1125 399 126 35% 11% 32% 594 196 58 33% 10% 30% 1392 531 173 38% 12% 33% 307 62 10 20% 3% 16% 24 11 0 46% 0% 0% Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age From : 1 February 2025 - 31 March 2025 Total Number of applications received: 2436 Total Number of Equal Opportunities Monitoring forms received: 2434 Total Number of posts advertised: 142 Total Number of appointments: 202 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 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. From : 1 January 2024 - 31 March 2024 Total Number of applications received: 1779 Total No of applicants aged under 50 Total Number of Equal Opportunities Monitoring forms received: 1736 Total Number of posts advertised: 302 Total Number of appointments: 227 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 43
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Appendix 15 Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3351 1198 365 239 1549 2404.42 5.00 1650.91 410.60 269.67 47.94 18.30 0.00 2.00 0.00 Education - Others 3169 97 94 551 2427 2438.90 5.00 1172.94 1063.60 136.40 48.00 11.00 0.00 1.96 0.00 Education - Teachers 4154 705 127 2140 1182 3544.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3544.20 Finance & Corporate Resources 813 184 22 360 247 721.38 8.00 89.59 338.44 207.13 56.22 22.00 0.00 0.00 0.00 Housing & Technical 1373 760 115 337 161 1266.27 3.00 188.00 676.43 354.95 32.89 9.00 0.00 2.00 0.00 Social Work Resources 2759 189 232 927 1411 2364.87 3.00 320.84 1449.61 472.02 84.80 33.60 0.00 1.00 0.00 9195.84 (excluding Teachers) Total All Staff 15619 3133 955 4554 6977 12740.04 24.00 3422.28 3938.68 1440.17 269.85 93.90 0.00 6.96 3544.20 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 3387 1206 378 240 1563 2428.85 5.00 1669.72 416.48 269.41 47.94 18.30 0.00 2.00 0.00 Education - Others 3208 99 94 574 2441 2484.97 5.00 1207.06 1072.71 138.64 48.60 11.00 0.00 1.96 0.00 Education - Teachers 4127 708 121 2174 1124 3641.95 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3641.95 Finance & Corporate Resources 821 183 24 365 249 727.96 8.00 92.08 340.45 210.38 55.05 22.00 0.00 0.00 0.00 Housing & Technical 1392 770 116 341 165 1282.49 3.00 195.37 680.22 359.41 33.49 9.00 0.00 2.00 0.00 Social Work Resources 2781 194 230 949 1408 2386.60 3.00 332.43 1453.91 474.98 85.77 35.51 0.00 1.00 0.00 9310.87 (excluding Teachers) Total All Staff 15716 3160 963 4643 6950 12952.82 24.00 3496.66 3963.77 1452.82 270.85 95.81 0.00 6.96 3641.95 Male Female Salary Band Quarterly Joint Staffing Watch Return : Number Employed On 14 December 2024 Total Number of Employees Full-Time Equivalent Male Female Salary Band Quarterly Joint Staffing Watch Return : Number Employed On 8 March 2025 Analysis by Resource Analysis by Resource Total Number of Employees Full-Time Equivalent 44
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resource Plan: Quarter 4 Progress Report 2024/2025 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 2024/2025, for the period 1 April 2024 to 31 March 2025 [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 2024/2025 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 the area of improvement as detailed in paragraph 5.4. of this report, be noted: and (4) that the additional scrutiny of changes in measure status between Quarter 2 and Quarter 4 as summarised at paragraph 5.5. and detailed at Appendix 3 of this report, be noted 3. Background 3.1. The Finance and Corporate Resource Plan 2024/2025 was approved by Committee on 22 May 2024 and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2024/2025. 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 2024/2025 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2024/2025. These are detailed at Appendix 1. 7 45
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5. Quarter 4 Progress Report 2024/2025 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 Progress Report 2024/2025, 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:- 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:- Status Measures Statistical Project Total % Blue N/A 8 8 22 % Green 18 7 25 67 % Amber 1 2 3 8 % Red 1 0 1 3 % Totals 20 17 37 100% (Data correct as at 21 May 2025) 5.3. Key achievements for 2024/2025 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 has continued to thrive, with 36 Community Wishes received from a range of community groups across South Lanarkshire. 23 Wishes have been answered, with a range of financial donations, goods and materials, reallocation of furniture items from council South Lanarkshire Leisure and Culture (SLLC) property (totalling £27,918). To date this financial year, the project has totalled over £83,000 46
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Connect Outcome Education and Learning Resource Outcome Achievement No Resource Outcomes for this Connect Outcome 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 No Resource Outcomes for this Connect Outcome 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 The Customer Services Development Team and Customer Service Centre continue to review our current processes and identify areas for improvement. This has involved the development of new online forms and moving towards integration where possible, with recent developments in both fly tipping and pest control. These improvements are part of our programme to provide our customers with increased accessibility to services with forms being available online out with normal Council working hours. 47
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The council demonstrates high standards of governance and sound financial stewardship A set of audited Accounts has been produced and received a clean audit certificate. These were approved for signature by the Risk and Audit Scrutiny Committee before the submission date of 30 September 2024. With assistance from the Improvement Service, the council developed an SLC-focused Local Government Benchmarking Framework (LGBF) dashboard reflecting the council's strategic priorities as set out in the Council Plan, Connect. Following presentation at the PRSF on 28 May 2024, the dashboard was made available to the public via a link on the performance pages of the council's website. The workforce has the skills, flexibility and capacity to deliver the council’s priorities. During the period 1 April to 31 March 2025, SLC employees completed 74,849 eLearning modules. In the same period 9,863 employees attended 945 classroom- based events, and 1,429 employees attended 134 virtual online events. Digital and ICT service meet the needs of the council and its customers Oracle Fusion - all modules are now live, out of hyper-care and in normal support 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. Roads Asset Management system replacement now live. 5.4. Areas for improvement Measures that have been classified as ‘red’ (major slippage against timescale or shortfall against target) are noted below, together with the reason why, and the management action now being taken, where applicable. Delivering the plan and achieving Best Value Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Measure Comments/Progress Action by Manager (where applicable) Liquor licensing processing – target 97% Despite the monthly totals for Q4 improving: January 2025 75.26% February 2025 95.04% March 2025 93.69% only 80.5% of liquor licenses were processed within service targets. The slippage occurred due to: a) Personal licence applications not being processed within 10 working days of a favourable Police report, b) Occasional and extended hours applications where the licence has not been issued 5 days prior to the event: however, the licences were all issued before the event and c) Minor variations not processed within 10 working days of receipt. Team Leaders have been reminded to allocate tasks depending on the nature of the business within performance targets where possible. 48
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Whilst the target has not been met over the year, improvements have been made, and we will continue to ensure priority is given to urgent time critical service requests. 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, one measure improved, three measures declined 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)/Green 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 2024/2025. 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. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 49
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13 May 2025 Link(s) to Council Values/Priorities/Outcomes 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 2023/2024 List of Background Papers Council Plan Connect 2022 to 2027 – approved by the full Council on 15 June 2022 Finance and Corporate Resource Plan 2024/2025 – approved by Finance and Corporate Resources Committee on 22 May 2024 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 50
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Appendix 1 Finance and Corporate Resource Outcomes 2024-25 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 • No Resource Outcomes for this Connect Outcome 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 51
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IMPROVe - SLC Performance Management System Report printed on 21 May 15:56 Quarter 4 : April 2024 - March 2025 South Lanarkshire Council Finance and Corporate Resources Resource Plan (This represents the cumulative position to March 2025) Performance Report 2024-25 7 53
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IMPROVe - SLC Performance Management System Report printed on 21 May 15:56 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 0 0 0 0 0 Delivering the plan and achieving best value 18 1 1 0 20 Total 18 1 1 0 20 Page 1 54
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 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 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Pay invoices within the target of 28 days Payment of invoices within 28 days exceeded the target of 92.5% during 24/25. Although performance at 93% was lower than the previous year at 94%, this is a positive position given the implementation of the new Fusion system for invoice payments from April 2024. Green 92.5% 93.0% 93.4% 91.7% 94.0% 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 2024-25 was set at 95.5%. A Council Tax collection rate of 95.69% was achieved, ahead of target by 0.19%. Green 95.50% 95.69% 95.54% 96.77% 95.70% % of Non Domestic rates income achieved A NDR collection rate of 98.4% was achieved, which was better than the target. Green 97.5% 98.4% 97.5% 97.8% 97.8% Sundry Income collection An annual collection target of 97.5% was set for Sundry Debt in 2024-25 and a collection rate of 98.2% was achieved. Green 97.5% 98.2% 98.1% 98.3% 96.9% Liquor licensing processing target - 97% within service targets Despite improvements in performance in February and March 2025 the annual result fell below the target. Workload is prioritised depending on the nature of business and priority is given to urgent time critical service requests. Red 97.0% 80.5% 92.0% 96.0% 94.0% Registration processing target - 97.5% within service targets Despite improvements in performance in Quarter 4 the annual result fell below the target. Workload is prioritised depending on the nature of business and priority is given to urgent time critical service requests. Amber 97.5% 95.0% 93.0% 99.0% 99.0% Citizenship processing target - 97.5% within service targets Target has been achieved Green 97.5% 100.0% 100.0% 100.0% 100.0% Complaints processing target - 97.5% within service targets Target has been achieved Green 97.5% 100.0% 100.0% 100.0% 100.0% Customers experience high quality and improving council services Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Customer Service Centre - % of calls answered We have exceeded our 2024-25 target of 90% Green 90.00% 94.00% 93.00% 94.00% 91.00% Customer Service Centre – average queue time (in seconds) We have exceeded our target of 300 seconds for 2024-25 Green 300 187 158 134 252 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 12 days 11 days Page 2 55
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - 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Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Resources Delivering the plan and achieving best value Customers experience high quality and improving council services Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Benefits administration – average processing times for Housing Benefit and Council Tax Reduction change in circumstances Actual performance of 2 days for processing change in circumstances achieved against target of 4 days. Green 4 days 2 days ------ ------ 2 days Housing Benefit and Council Tax Reduction – accuracy of processing Accuracy rate of 95.3% achieved against target of 94.5%. Green 94.5% 95.3% 94.4% 97.1% 95.8% Scottish Welfare Fund – average processing times for Crisis Grants 2024/25 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 The 2024-25 average processing times for Community Care Grants was under target by 3 working days. Green 15 days 12 days 16 days 13 days 17 days Money Matters Advice – customer service - % cases responded to within 5 days of initial customer contact Target achieved Green 95.00% 97.00% ------ ------ 98.00% Money Matter Advice – to write off 20% of all debt dealt with by bankruptcy or creditor write offs (New) Target met. This year saw an increase in debt write off but also higher statutory debt options being implemented for clients Green 20.0% 20.0% ------ ------ ------ Money Matters Advice – 85% of all claims for benefits to be successful (New) Target achieved Green 85.0% 89.0% ------ ------ ------ Complete food and fuel bank referrals within 24 hours of request (New) Target achieved Green 95.0% 98.0% ------ ------ ------ Make Financial Wellbeing Support Fund (FWSF) Cash First payments within 24 hours of request (New) Target achieved Green 95.0% 97.0% ------ ------ ------ Page 3 56
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 1 4 0 0 0 5 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 0 0 0 0 0 Delivering the plan and achieving best value 7 3 2 0 0 12 Total 8 7 2 0 0 17 Page 4 57
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IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 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 Place Based Participatory Budgeting (PB) activity has increased significantly. In the most recent round of PB, 8,359 residents across 9 neighbourhood planning areas participated in the public vote, deciding on the allocation of £155,000 of public funds. 87 community led projects were presented to the vote, 37 projects were fully funded, 6 were part funded. Green Increase the number of communities with their own community-led neighbourhood plans Nine neighbourhood plans are in place and being delivered. Plans are reviewed annually to ensure the priorities reflect local need and aspirations. One neighbourhood plan is in the final stages of development. Green Implement new approaches to community involvement in decision making such as a community Wishlist approach to community benefits The Community Wish List has continued to thrive, with 36 Community Wishes received from a range of community groups across South Lanarkshire. 23 Wishes have been answered, with a range of financial donations, goods and materials and reallocation of furniture items from SLLC property, totalling £27,918. to date this financial year, the project has totalled over £83,000. Green Take forward IT strategic developments Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of broadband and 4G/5G mobile services across the council area Revised business case developed and remains under consideration. Green Develop action plan on Digital Inclusion as key stakeholder of the Digital Inclusion sub-group. Digital inclusion subgroup terms of reference revised and action plan agreed for 24/25. Complete Page 5 58
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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 Lead financial planning and reporting for the council Financial Strategy to be agreed by June 2024 The Council's Revenue Budget Strategy for 2025-26 was approved by Council on 26 June 2024. An update was approved by the Executive Committee in November 2024. The budget process is now complete with the 2025-26 Budget now set. Complete Budget proposals to be considered by members by December 2024 A Members' Seminar took place in October 2024 as well as a paper being presented to the November 2024 Executive Committee. This presented savings proposals for consideration by members. The Budget set in February 2025 included consideration of budget proposals. Complete Budget agreed by March 2025 The Budget and Council Tax was set at a Special Council meeting on 26 February 2025, before the statutory date of 11 March 2025. Complete Capital programme for 2025-26 to be agreed by March 2025 The Council's Capital Programme for 2025-26 Budget was set on 26 February 2025. Complete Take forward IT strategic developments To further develop SLC’s approach to and engagement with the LGBF, create a be-spoke version of the Local Government Improvement Service LGBF dashboard to enhance the analysis and presentation of LGBF results. With assistance from the Improvement Service, the council developed an SLC-focused LGBF dashboard reflecting the council's strategic priorities as set out in the Council Plan, Connect. Following presentation at the PRSF on 28 May 2024, the dashboard was made available to the public via a link on the performance pages of the council's website. Complete Customers experience high quality and improving council services Action Measures Comments/ Progress Status Provide effective and responsive customer services Continuous improvement in the provision and uptake of digital customer contact options The dates noted on the Customer Engagement Review action plan are on target. A report on progress will be presented to the next Corporate Management Team meeting Green Page 6 59
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Finance and Corporate Resources Delivering the plan and achieving best value Customers experience high quality and improving council services Action Measures Comments/ Progress Status Monitor the progress of transformation projects through reporting framework to CMT Report progress of transformational projects regularly to CMT The Transformational Programme remains ongoing with project updates being regularly reported to CMT and the Performance and Review Scrutiny Forum (PRSF). Green 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 Go live has been pushed back to June 2025. Amber Develop and deliver training plan to upskill IT staff in new technologies Training requirements delivered as planned. Complete Migrate to new Social Work Information system Project delayed to June 2025. Amber Migrate all analogue telephony services to technology to align with Ofcom 2025 switch off Project remains on track. Green Migrate to new Fusion platform, Oracle’s cloud-based Human Resources (HR) and Finance solution. All modules now live and in normal support. Complete Page 7 60
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Appendix 3 FCR: Quarter 2 to Quarter 4 2024-25 - scrutiny of change in measure status Measure Q2 Status Q4 Status Q4 Comments Performance has improved from Q2 to Q4 Money Matter Advice – to write off 20% of all debt dealt with by bankruptcy or creditor write offs (New) Red Green Target met at year end. Performance has declined from Q2 to Q4 Liquor licensing processing target - 97% within service targets Amber Red -see para 5.4 in covering report for details Despite the monthly totals for Q4 improving: only 80.5% of liquor licenses were processed within service targets. Migrate to new Integrated Housing and Property Management system Green Amber Go live has been pushed back to June 2025 Migrate to new Social Work Information system Red Amber Project delayed to June 2025. 7 61
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resource Plan 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Finance and Corporate Resource Plan 2025/2026 for approval and note the monitoring arrangements [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Resource Plan 2025/2026, attached as Appendix 1, be approved; (2) that the Resource Plan 2025/2026 be uploaded onto the Council’s website following consideration by this Committee; (3) following Committee approval, all Resource Plans will be presented to Executive Committee on 25 June 2025, for noting; and (4) that Progress Reports on the Resource Plan 2025/2026 be provided at Quarter 2 and Quarter 4 to future meetings of this Committee. 3. Background 3.1. The Resource Plans for 2025/2026 were prepared in line with the corporate Resource Planning guidance. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the priorities and outcomes set out in the Council Plan Connect 2022 to 2027. 3.3. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework, the Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 8 63
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3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams, Resource Committees and the Performance and Review Scrutiny Forum. The focus has been on reporting progress on Council outcomes, statutory performance indicators, other key performance measures and high-level Resource outcomes. Progress reports are provided at Quarter 2 and Quarter 4 to this Committee. 3.6. In preparing the Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 3.7. Following approval at individual Resource Committees, all Resource Plans will be presented, as a pack, to Executive Committee on 25 June 2025, for noting. 4. Resource Plan 2025/2026 4.1. The Resource Plan 2025/2026 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Outcomes 2025/2026 The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2025/2026. To support these outcomes, the Resource has developed performance measures in an action plan which is set out in section 4 of the Resource Plan. Key or strategic measures will be included in the Council Plan Connect Progress Reports 2025/2026, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Resource Plan covering the period 1 April 2025 to 30 September 2025 (Quarter 2) as well as an end of year progress report covering the full year 1 April 2025 to 31 March 2026 (Quarter 4). 5. Employee Implications 5.1. 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. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 64
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 8. Other Implications 8.1. 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. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 13 May 2025 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values, Priorities and Outcomes in the Council Plan Connect 2022 to 2027 Previous References None List of Background Papers Council Plan 2022-2027 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 65
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Finance and Corporate Resources Finance and Corporate Resource Plan 2025-26 8 67
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Section Contents 1.0 Introduction 2.0 Key areas of focus for the year ahead 3.0 Resource outcomes 4.0 Measures and actions 5.0 Resourcing the plan 68
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Section One – Introduction I am pleased to introduce our Resource Plan for 2025-26 which sets out outcomes and priorities for the coming year. The four services within Finance and Corporate Resources help to ensure that the council operates successfully in an increasingly complex and challenging environment, and although diverse, each service is essential to the running of the council and the delivery of its vision, values, and priorities. Administration and Legal Services provides essential support for the core democratic and governance arrangements of the council as well as providing a full range of legal advice and support, managing electoral events and licensing and registration services to the public. Finance Services provides sound financial stewardship to ensure the council’s priorities are effectively funded and expenditure, including procurement, is appropriately monitored, controlled, and reported. Finance Services is split between transactional activities including payables, procurement, risk management and insurance, benefits and revenues, customer services and money matters advice; and Strategy which includes budget strategy, budget monitoring and providing financial support to all Resources. Information Technology Services supports all council services through the maintenance of over 5,000 computers and servers running over 200 business applications across council Resources. This delivery is supported by council-wide networks covering telephones, printing, mail, and internet technologies. Personnel Services is responsible for the delivery of the personnel provision within the council and covers providing information and support to employees and the implementation of personnel policies. This includes personnel, payroll, employee learning and organisational development; complaints and consultation; delivery of training, further education and apprenticeships, health, safety, and wellbeing. And is responsible for the co-ordination and implementation of equality and human rights legislation, good practice, and supporting and promoting diversity, equity, and inclusion for all. The Resource is also responsible for Internal Audit, which provides assurance on the effectiveness of the council’s risk management, control, and governance arrangements. Communications and Strategy (which is part of the Chief Executive’s Office) provides a range of key corporate services in support of all Resources as well as accurate, timely information for employees and residents. The service is responsible for the council's publications, its websites, intranet, and social media. It also co-ordinates all Media enquiries. The service incorporates the Resilience team, the Research and Improvement Unit as well as the Community Engagement Team, which provides support to the Community Planning Board, and provides a single interface for community engagement including neighbourhood planning. Jackie Taylor Executive Director Finance and Corporate Resources 69
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Section Two – Key areas of focus for the year ahead 2.0. Overview The Resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1. Cost of Living In recent years the UK experienced the worst cost-of-living crisis in 40 years and the impact is ongoing. While all sectors of society continue to see prices rise the impacts are greatest for those on the lowest incomes. The council recognises the pressures being faced by households across South Lanarkshire and acknowledges the additional demands on council services as a result. The council has in place a range of support which can help households manage scarce resources and services will continue to explore all avenues to support the most vulnerable in the year ahead. 2.2. Financial Strategy The Resource leads on financial planning and reporting for the council. Over recent years, the challenges for Local Government finance have continued, around balancing pressures of meeting additional demand and costs of delivering services. The challenges local authorities have faced have been extraordinary and these financial challenges are anticipated to continue. The budget gap faced by the council in recent years has meant that the council has had to consider how and what services we can deliver going forwards. A key part of the financial management process is the development of Financial Strategies, developing financial plans which deliver the council’s visions, values, and priorities, while at the same time recognising and responding to financial constraints. Financial strategies are prepared annually and approved by members leading to the final approval of annual budgets. This process includes consideration and approval of efficiency and savings options and considers requirements for investment. In the current financial environment, the challenges around consideration and approval of savings options will be key. The council’s programme of Transformational Reviews (both Resource specific and council-wide) continues to play a key role in addressing the Budget Gap identified in the council’s Budget Strategy. (see section 2.8.) The strategic approach to financial planning also includes planning for Capital programmes of work. 2.3. Involving Our Communities Our Council and Community plans both reflect the priorities of our communities and connect to the neighbourhood plans created in smaller areas of South Lanarkshire. We will continue to progress delivery of these, developing appropriate ways to codesign services with local people. Our ambition is that all communities in South Lanarkshire are empowered to lead on their local priorities and can see positive changes taking place through the way we work together. We will continue to support community groups to represent the views of their neighbours and to work together to address issues that matter to them. We will work to develop opportunities for our community to take action themselves, including continuing to support community asset transfer and helping them to take action to improve sustainability. 2.4. Strategic Workforce Planning The council workforce plan outlines the challenges facing the council workforce, identifies the key strategic drivers and service demands on the horizon for the council and defines a set of actions that will develop and build on the existing workforce to meet council service demands. 70
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This ensures that the council has the right people in the right place at the right time with sufficient employee resources to deliver services. Each Resource within the council reviews its workforce data to establish the challenges and opportunities that this presents and key themes and an action plan are developed to meet forecasted future workforce requirements. The Strategic Workforce Plan will include the council’s approach to its workforce, which supports the ‘people’ elements of our workforce strategy and plans. South Lanarkshire Council and its employees continue to go through a period of change which will impact on how we deliver services in the future. The Strategy will continue to ensure the impact of the key challenges facing councils is reflected, mitigated where possible, and risks managed. 2.5. Oracle Fusion The Oracle system (People Connect/HRMS, FMS) has been successfully migrated to Fusion, Oracle’s cloud-based Human Resources (HR) and Finance solution. This was a significant change programme affecting the whole workforce and work will continue to focus on delivering significant improvements to processes, workflow, support agile working, employee self-service and engagement as well as greater levels of automation and improved management information. This change project will also provide a platform for continuing service improvements and efficiency. 2.6. Strategic digital developments The council is continuing to invest in digital technologies to improve the delivery of services to citizens, streamline and standardise business processes, and improve collaboration and partnership working (for example Health and Social Care Partnership - HSCP). This investment is targeted at delivering significant productivity improvements and cost savings. Information Technology (IT) has a major part to play in the ongoing digital transformation of the council by implementing and supporting new technologies at pace and at scale, including emerging areas encompassing artificial intelligence. IT projects will continue to be prioritised based upon need, business case and alignment with council Priorities. Partnerships with Local Government Digital Office, NHS Lanarkshire, Scottish Government, and key suppliers will be leveraged to share best practices and accelerate rollout and adoption of new digital solutions. IT will continue to maintain high levels of availability of IT estate and high levels of support to officers and elected members. Key IT activities will include the move from analogue to digital telephony in line with Ofcom’s national programme, replacement of key legacy business applications (for example Housing and Property, Social Work and Telecare alarm receiving) and the rollout of digital connectivity solutions to improve performance and security of internet access, deliver wider economic benefits through digital connectivity and support digital inclusion. 2.7. Sustainable Development and Climate Change 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. It is expected that, as a public body, the council leads by example and uses its role to influence area-wide climate change, action and sustainability. The Sustainable Development and Climate Change Strategy (2022-27) sets out how the council aims to develop sustainably and tackle climate change. The overall picture is one of clear aspirations and commitment, but residual risks scores reflect the challenges and remain very high corporately even despite the level of mitigations that are being put in place. Over time, how to fund will remain one of the most significant risks. 2.8. Continued Development of the Council Transformation Programme The council has had a programme of transformation reviews over recent years, which have fed through to deliver outcomes in terms of savings, efficiencies, and transformation programmes. 71
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Change has been the one constant in recent years, and this is reflected in the guidance to support managers to deliver their transformational projects. It is important that managers and leaders are equipped to lead transformation, and that review and improvement processes are adopted and welcomed. Through addressing the ongoing financial challenges, there is the opportunity to shape council services which are responsive, flexible, and fit for the future. A transparent process which is understood by all involved, the early involvement of those affected, and honest evaluation of options are key features of our continued approach. 2.9. Customer Engagement A review of customer engagement across the council is being led by Finance and Corporate Resources. The review will assess the range of systems and processes used to support customer contact and identify opportunities for improvement including the consideration of the digital technologies. Other activities include the appraisal of the strategic positioning of customer services within the council and ensuring the needs of stakeholders are met. 2.10. Digital Transformation The Digital Transformation review is led by Finance and Corporate Resources and defines three key areas of transformation: Business Systems and Processes, Workforce Productivity, and Customer Engagement, which is a separate review. The review will assess the current digital maturity of the council, develop a clear vision for digital transformation, and identify opportunities for improvement through the use of digital technologies. It will also involve the development of a detailed project plan, standard methods and approaches to transformation, and engagement with external expertise and support where required. The ultimate goal is to improve process efficiency, optimise service delivery, and ensure that digital services are accessible to all residents. The review will also support the demonstration of best value and alignment with the Audit Scotland report on 'Transformation in councils’. 72
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Section Three – Resource Outcomes 3.1. Resource Outcomes Finance and Corporate Resources has established the following Resource outcomes to support the delivery of Connect Outcomes in 2025-26. 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 • No Resource Outcomes for this Connect Outcome 3.2. Delivering the Plan and achieving Best Value In working towards the six Outcomes, the council aims to continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. Finance and Corporate Resources has established the following Resource outcomes to support Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcomes • 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 73
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Section Four – Measures and actions 4.0. Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a. How we will measure our performance The table below shows our key performance measures, with actual data last reported to Committee and the target for the last financial year and 2025-26. Additional context for the results/targets is provided within the notes column, where applicable. Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 1. Pay invoices within the target of 28 days (local target) 94.0% 92.5% 92.5% 07.02 Finance (Trans) Target has remained the same 2. Percentage of income due from Council Tax received by the end of the year - in year (incl water) (local target) 95.7% 95.5% 95.6% C07.02 Finance (Trans) Increased target to reflect collection levels in 2024-25 to date. 3. % of Non- Domestic rates income achieved (local target) 97.8% 97.5% 97.6% 07.02 Finance (Trans) Increased target to reflect collection levels in 2024-25 to date. 4. Sundry Income collection (local target) 96.9% 97.5% 97.5% 07.02 Finance (Trans) Target remains the same and is realistic, based on collection levels experienced in 2024-25. 5. Liquor licensing processing target - 97% within service targets (local target) 94% 97% 97% 07.01 Admin and Legal This year’s target remains the same and is realistic, based on the service’s experience and workload. 74
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Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 6. Registration processing target – 97.5% within service targets (local target) 99.0% 97.5% 97.5% 07.01 Admin and Legal Target has remained the same 7. Citizenship processing target – 97.5% within service targets (local target) 100% 97.5% 97.5% 07.01 Admin and Legal Target has remained the same 8. Complaints processing target – 97.5% within service targets (local target) 100% 97.5% 97.5% 07.01 Admin and Legal Target has remained the same 9. Respond to FOI/EIR Requests within the statutory timescale 96% 96% 96% 07.02 Admin & Legal Measure included to recognise the importance of this duty 10. Respond to Data Protection Subject Access Requests within the statutory timescale 82% 90% 90% 07.02 Admin & Legal Measure included to recognise the importance of this duty 75
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Resource Outcome: Customers experience high quality and improving council services Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 11. Customer Service Centre - % of calls answered (local target) 91% 90% 90% C07.01 Finance (Trans) Target remains the same 12. Customer Service Centre – average queue time, in seconds (local target) 252 seconds 300 seconds 250 seconds C07.01 Finance (Trans) Target updated and continues to provide customers with a responsive service. Online contact options continue to be offered, providing 24-hour access to many council services. 13. Benefits administration – average processing times for new Housing Benefit and Council Tax Reduction claims (local target) 11 days 14 days 14 days 07.01 Finance (Trans) Target remains the same and compares favourably with processing times of top quartile of councils in Scotland. 76
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Resource Outcome: Customers experience high quality and improving council services Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 14. Benefits administration – average processing times for Housing Benefit and Council Tax Reduction change in circumstances (local target) 2 days 4 days 4 days 07.01 Finance (Trans) Target remains the same. Target compares favourably with processing times of top quartile of councils in Scotland. 15. Housing Benefit and Council Tax Reduction – accuracy of processing (local target) 95.8% 94.5% 95.0% 07.01 Finance (Trans) Target increased to recognise the importance of continued improvement in accuracy 16. Scottish Welfare Fund – average processing times for Crisis Grants (National target) 2 days 2 days 2 days 07.01 Finance (Trans) Target remains the same. Statutory timescale. 17. Scottish Welfare Fund – average processing times for Community Care grants (National target) 17 days 15 days 15 days 07.01 Finance (Trans) Target remains the same. Statutory timescale. 18. Money Matters Advice – customer service - % cases responded to within 5 days of initial customer contact (local target) 98% 95% 96% 07.01 Finance (Trans) Target updated 77
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Resource Outcome: Customers experience high quality and improving council services Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 19. Money Matters Advice – 86% of all claims for benefits to be successful N/A 85% 86% 07.01 Finance (Trans) 1% increase in target to more closely reflect actual performance. (new measure in 2024-25) 20. Complete food and fuel bank referrals within 24 hours of request N/A 95% 97% 07.01 Finance (Trans)/ Money Matters Advice Target updated 21. Make FWSF Cash First payments within 24 hours of request N/A 95% 95% 07.01 Finance (Trans)/ Money Matters Advice Target remains the same 4.b. What actions we will take in 2025-26 Resource Outcome: Individuals and communities in South Lanarkshire are engaged and able to participate in decision-making processes Action Milestones/Steps we will take to deliver our actions Links Service 1. Increase routes for communities to participate in decision making and priority setting Increase participation in Stakeholder Groups and the delivery of Neighbourhood Plans 01.05 Community Engagement Team 2. Support local communities to work together to address issues that matter to them by growing their tools to do so: capacity, resources, assets. Increase Community Asset Transfer Support for Communities 01.16 Community Engagement Team 3. Increase routes for communities to participate in decision making and priority setting Develop new Community Engagement and Participation Strategy 2026-2031 C07.02 Community Engagement Team 4. 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 C01.07 IT 78
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Take forward IT strategic developments Deliver action plan on Digital Inclusion as key stakeholder of the Digital Inclusion sub-group. 01.07 IT Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Action Milestones/Steps we will take to deliver our actions Links Service 5. Lead financial planning and reporting for the council Financial Strategy to be agreed by June 2025 07.02 Finance (Strategy) Lead financial planning and reporting for the council Budget proposals to be considered by members by December 2025 07.02 Finance (Strategy) Lead financial planning and reporting for the council Budget agreed by March 2026 07.02 Finance (Strategy) Lead financial planning and reporting for the council Capital programme for 2026-27 to be agreed by March 2026 07.02 Finance (Strategy) 6. Lead on strategic planning Develop a mid-term review of the Council Plan, Connect for consideration by Elected Members in April 2025. C07.02 Comms and Strategy 7. Take forward IT strategic developments To improve the availability and accessibility of local intelligence about South Lanarkshire and its communities, develop a dashboard of key facts aligned with Council Plan outcomes by March 2026. 07.04 Comms and Strategy Resource Outcome: Customers experience high quality and improving council services Action Milestones/Steps we will take to deliver our actions Links Service 8. Provide effective and responsive customer services Continuous improvement in the provision and uptake of digital customer contact options 07.01 Finance (Trans) 9. Monitor the progress of transformation projects through reporting framework to CMT/PRSF Report progress of transformational projects regularly to Performance and Review Scrutiny Forum (PRSF) 07.01 Finance (Strategy) 79
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Resource Outcome: Digital and ICT services meet the needs of the council and its customers Action Milestones/Steps we will take to deliver our actions Links Service 10. Take forward IT strategic developments Migrate to new Integrated Housing and Property Management system 07.04 IT Take forward IT strategic developments Develop and deliver training plan to upskill IT staff in new technologies 07.04 IT Take forward IT strategic developments Migrate to new Social Work Information system 07.04 IT Take forward IT strategic developments Migrate all analogue telephony services to technology to align with Ofcom 2025 switch off 07.04 IT Take forward IT strategic developments Develop and deliver proof of value business case for the use of artificial intelligence within the council 07.04 IT Take forward IT strategic developments Develop and support delivery of cross-resource Digital Transformation programme 07.04 IT Resource Outcome: The workforce has the skills, flexibility, and capacity to deliver the council’s priorities Action Milestones/Steps we will take to deliver our actions Links Service 11. Montor progress on actions associated with Strategic Workforce Plans Report progress on Strategic Workforce Plans to Committee on an annual basis 07.03 Personnel 80
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Section Five – Resourcing the Plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue Budget 2025-26 The Resource has a Net Revenue Budget of £39.797 million. The table below allocates this budget across the services: Net Budget by Service 2025-26 £ million % Finance Services (Transactions) 17.359 44 Finance Services (Strategy) 2.063 5 Information Technology Services 7.460 19 Administration, Legal and Licensing Services 3.798 9 Communications and Strategy (incl Community and Engagement and Research and Improvement) 2.257 6 Personnel Services 6.521 16 Internal Audit 0.339 1 Total 39.797 100 5.2. Capital Budget 2025-26 The following capital budget of £0.300 million is allocated: Capital Programme 2025-26 Project £ million IT Infrastructure – Business As Usual 0.300 Total 0.300 5.3. Resource Employees Finance and Corporate Resources has 831 employees as at February 2025. We support these employees to deliver their duties through a range of policies including personal appraisal and a robust training framework. 81
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The number of employees by service is as follows: Service Number of employees Finance Services (Transactions) 397 Finance Services (Strategy) 57 Information Technology Services 95 Administration and Legal Services 75 Communications and Strategy 31 Personnel Services 165 Internal Audit 11 Total 831 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 82
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 11 June 2025 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 31 March 2025 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 £1,631,922.33 Non-Domestic Rates £168,511.50 BID Levy £2,001.15 Sundry Debt £240,306.89 Housing Rent and associated charges £272,592.94 School Meals Debt £107,000.00 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 was set at 95.5%. A Council Tax collection rate of 95.69% was achieved, ahead of target by 0.19% and behind comparable performance in 2023/2024 by 0.01%. 9 83
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4.3. Council Tax performance is reported nationally on a line by line basis, which adjusts for the impact of Scottish Water billing and collection. For information, the equivalent level of Council Tax collection for 2024/2025 when Scottish Water debts are removed is 96.39%. 4.4. A Non-Domestic Rates (NDR) collection target of 97.5% was set for 2024/2025. NDR collection of 98.4% was achieved, ahead of target by 0.9% and ahead of comparable performance in 2023/2024 by 0.7%. 4.5. The 2024/2025 annual target for Sundry Debt collection was set at 97.5%. A Sundry Debt collection of 98.2% was achieved, ahead of target by 0.7% and ahead of comparable performance in 2023/2024 by 1.3%. 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 was set at £3.000 million, with collection of £3.888 million, ahead of target by £0.888 million (29.6%) and ahead of comparable performance in 2023/2024 by £0.500 million. 5.3. The 2024/2025 arrears target for NDR was set at £2.000 million, with collection of £3.632 million, ahead of target by £1.632 million (81.6%) and ahead of comparable performance in 2023/2024 by £1.120 million. 5.4. The 2024/2025 arrears target for Sundry Debt was set at £10.153 million, with collection of £8.360 million, behind target by £1.793 million and behind comparable performance in 2023/2024 by £1.176 million. 6. Non-Domestic Rates Incentivisation Scheme 6.1. The Non-Domestic Rates Incentivisation Scheme (NDRIS), formally known as the Business Rates Incentivisation Scheme is a Scottish Government initiative to incentivise growth of the local business tax base, with a view to increasing NDR income yields. 6.2. The Scottish Government sets annual targets for growth (buoyancy) and Councils who achieve their target retain 50% of the additional income generated above the target. The buoyancy target is a measure of the increase in the total rateable value of the non-domestic properties on the Valuation Roll (including certain categories of public undertakings). 6.3. The annual buoyancy target for South Lanarkshire Council in 2024/2025 was 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. Buoyancy for 2024/2025 was 1.09%. The tax base has therefore exceeded the final target by 0.19%, which should result in the securing of additional income under the scheme of approximately £0.106 million in relation to 2024/2025. Scottish Government will confirm the value before payment is made to the Council and this can take some time based on previous experience. 84
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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 £1,631,922.33 relating mainly to prescribed debt, sequestrations and estates of the deceased. This includes the bulk write off of prescribed debt for financial year 2001/2002. 7.3. The value of accounts currently marked for write off in the Non-Domestic Rates system from rating years 2023/2024 to 2025/2026 totals £168,511.50. 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 £2,001.15, 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 £240,306.89. 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 £272,327.44 and factoring arrears of £265.50. 7.7 Committee approval is sought to write off £107,000 of school meal debt funded by £224,000 of Scottish Government grant for this purpose. The remaining funding was used to cover debts already written off around school meal debt. 7.8. 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. 85
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12. Integrated Impact Assessment and Consultation Requirements 12.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 12.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 21 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Finance and Corporate Resources Committee – 26 March 2025 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 86
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Appendix 1 SOUTH LANARKSHIRE COUNCIL REVENUES COLLECTION FOR PERIOD ENDING 31 MARCH 2025 Annual Budget Cash Target Actual Variance % Variance Budget to 31/03/25 to 31/03/25 to 31/03/25 to Notes £000's £000's £000's £000's annual budget FINANCIAL YEAR 2024/2025 Council Tax 156,358 156,358 156,662 304 over 0.19% Non-Domestic Rates 384,595 384,595 388,219 3,624 over 0.9% Sundry Debt 117,921 117,921 118,738 817 over 0.7% ARREARS Council Tax 3,000 3,000 3,888 888 over 29.6% Non-Domestic Rates 2,000 2,000 3,632 1,632 over 81.6% Sundry Debt 10,153 10,153 8,360 (1,793) under -17.7% 87
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Appendix 2 BREAKDOWN OF PROPOSED SUNDRY DEBT WRITE-OFF Resource Service No. of Accounts Value (£) Housing & Technical Housing Support Services / H&T General 20 10,014.26 Rechargeable Repairs / Capital Repairs 391 210,055.55 Community and Enterprise Bereavement / Care of Gardens / Grounds / Waste 17 14,018.64 Education Education General 4 2,404.83 Finance & Corporate/Social Work Housing Benefit Overpayments / Sundry Income / Social Work General 3 3,813.61 Total 435 240,306.89 88
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Report: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: 2025/2026 Information and Communication Technology (ICT) Asset Management Plan c 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Finance and Corporate Resources Committee on the outcomes of the 2024/2025 Information and Communication Technology (ICT) Asset Management Plan 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted; and (2) that the ICT Asset Management Plan for 2025/2026 be approved. 3. Background 3.1. The Council is required to develop Asset Plans across a number of service areas, in line with CiPFA guidance, and is summarised under an overarching Corporate Asset Management Plan. This demonstrates how each area supports corporate objectives. The Service Areas are Property, Housing, ICT, Roads Infrastructure and Fleet. 3.2. The ICT Asset Management Plan aims to put in place effective ICT asset management processes which enable high quality ICT services to be provided to meet the needs of the Council. 4. Summary Position 4.1. The ICT Asset Management Plan for 2025/2026 included in Appendix 1 outlines several key initiatives and projects aimed at maintaining and enhancing the Council's ICT infrastructure. Based on the current assessment, the following summary position is provided. 4.2. Section 3.2 of the plan provides that the overall status is that the majority of ICT assets are in good condition and meet the Council's objectives. However, there are several assets classified as "Red" or "Amber" that require attention. Plans are in place for these assets with more information provided in Section 5.2. 4.3. Funding is in place for essential infrastructure projects and several application refresh projects for 2025/26. Funding for some application refresh, Digital Transformation, and Customer Engagement projects will require further consideration in the medium term. 10 89
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4.4. Risk areas have been identified, including legacy software versions, end-of-life hardware, and critical network components that require replacement or upgrades. These areas are detailed in the plan in section 6.1 of the plan and will be closely monitored to ensure timely resolution. 5. Outcomes of the 2025/2026 ICT Asset Management Plan 5.1. The ICT Asset Management Plan outlines the priorities and strategies required to develop and support the ICT asset estate which is in place to support the business objectives of the Council whilst ensuring business and service continuity. The plan highlights the key actions planned for the year ahead, ensuring that the Council’s ICT Assets are fit for purpose. 5.2. The key areas of activity for red and amber rated assets, summarising section 5.2.1 and 5.2.2 of the plan, are below:- a major programme of server upgrades will continue to maintain performance and security levels the remaining existing major programmes will see two business applications replaced for LiquidLogic for Social Work and Home for Housing continuing programme of work to upgrade or replace legacy applications across Resources cross-cutting reviews for Digital Transformation and Customer Engagement are underway during 2025/26 which will see us consider the Council website and Customer Relationship Management (CRM system) ongoing upgrades to the Council’s data network will include the replacement of regional chassis switches which are nearing end of life. This is an ongoing annual activity across the network estate as equipment has finite support and operational lives a major programme of work began in 2024/2025 to replace analogue telephony systems in advance of Ofcom deadlines. This programme will continue to run until the end of 2025. 5.3. The key actions, as detailed in section 6 of the plan, can be summarised as follows:- Upgrade legacy software versions: This involves updating software versions that have reached the end of their lifecycle to ensure continued support and functionality. Replace legacy servers: This action focuses on replacing servers that are no longer supported to maintain system reliability and performance. Rollout Windows 11: This entails upgrading desktop equipment from Windows 10 to Windows 11 to comply with security mandates and enhance user experience. Replace remaining analogue lines: This involves replacing analogue lines with digital ones in line with the Digital changeover 2025 to ensure continued service. Renew Meraki software licence: This action is about renewing the Meraki software licence to maintain Wi-Fi services. Replace smartphones no longer under support: This entails refreshing smartphones that are no longer supported to ensure they can receive the latest operating system and security patches. 90
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6. Employee Implications 6.1. There are no employee implications. 7. Financial Implications 7.1. Funding is in place for essential infrastructure projects and several application refresh projects for 2025/2026. Funding for some application refresh, Digital Transformation, and Customer Engagement projects will require further consideration in the medium term. 7.2. Specific applications that need to be refreshed or replaced include those currently in- progress including Capita Academy Housing and SWISPlus Social Work System have funding in place. 7.3. Any further funding for programmes will be considered through existing resource budgets or capital programmes. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change or sustainability in terms of the information contained in this report. 9. Other Implications 9.1. There are no significant issues in terms of risk. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. The statutory Consultation Authorities have confirmed that the Asset Management Plan is exempt from Strategic Environmental Assessment as its implementation will have minimal effect in relation to the environment. Jackie Taylor Executive Director (Finance and Corporate Resources) 21 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None 91
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Murray Husband, Head of Information Technology Ext: 5648 (Tel: 01698 455648) E-mail: murray.husband@southlanarkshire.gov.uk 92
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Finance and Corporate Resources South Lanarkshire Council Information and Communication Technology Asset Management Plan 2025/2026 10 93
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1. Introduction and contextual statement 1.1 Information Technology Services within Finance and Corporate Resources employs 96 FTE staff and administers a controllable annual budget of £7.75 million. Information Technology Services operate as a centralised Information and Communication Technology (ICT) service provider for the Council, coordinating and delivering a wide range of services. These include the support and maintenance of PCs and servers, running business applications for all departments including schools. This delivery is supported by Council wide networks including fixed and mobile telephony, electronic mail, training, and all internet services. Information Technology has a significant role to play in enabling efficient and effective services throughout the Council. In addition to supporting and enabling the Council’s values and objectives, the IT Service will be a key enabler of business transformation through consolidation of information systems and provision of ICT that provides cost benefit to the Council in the longer term. Technology Services design, manage, implement, and secure all of the Council’s hardware investments, including personal computers, associated servers and backup and recovery functions. In addition, the section facilitates availability of the Council’s Mail and Internet Services whilst ensuring that the voice and data networks are in place to support all the Council’s business. The IT Business Project Managers and teams are responsible for planning, managing and effectively and efficiently delivering a range of IT projects and programmes. Whilst projects vary in both size and complexity, they will deliver positive business outcomes and transformational change for the Council. These projects are defined and prioritised in the ICT Service Plan 2025/26. These teams are also responsible for the day-to-day support and maintenance of the Council’s business IT systems. This includes the management and resolution of issues, the implementation of requests and minor enhancements and the performance of routine monitoring and maintenance tasks. IT Service Delivery provide day-to-day service provision to IT Services and supply business management and process control functions. Services provided are the IT Service Centre, IT Support Team, National Entitlement Card Team, and IT Security. 94
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1.2 CMT and Executive Committee approved the development of an extended model for Corporate Asset Management. This included developing asset plans across a number of service areas, in line with CiPFA guidance, and summarised, under an overarching Corporate Asset Management Plan, which demonstrates how each area supports corporate objectives. The service areas are Property, Housing, Roads Infrastructure, Fleet and ICT:- 1.3 Aims of the ICT Asset Management Plan are: • To create an effective ICT asset management process • To modernise working practices and improve service quality • To effectively manage and maintain all the Council’s ICT assets. Corporate Asset Management Plan Property Asset Management Plan Housing Asset Management Plan Roads Asset Management Plan Fleet Asset Management Plan ICT Asset Management Plan 95
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2. Strategic objectives and priorities 2.1 Link to Finance and Corporate Resource Plan outcomes The ICT Asset Management Plan feeds into the Resource outcomes of the Finance and Corporate Resource plan. Resource outcome – Digital and ICT services meet the needs of the council and its customers Actions: • Migrate to new Integrated Housing and Property Management system • Develop and deliver training plan to upskill IT staff in new technologies • Migrate to new Social Work Information system • Migrate all analogue telephony services to technology to align with Ofcom 2025 switch off • Migrate to new Fusion platform, Oracle’s cloud-based Human Resources (HR) and Finance solution. 2.2 Links to 2025/2026 Council ICT priorities In aligning the Digital Strategy 2022-2027, operational service delivery and in turn ICT assets to the objectives of the Council, it is important to consider the following: • The needs of service users to access and receive services in different ways (channels). • Develop the right blend of channels for digital, mobile and electronic service delivery. • Maximise availability of information and technology to include as many customers as possible. It is therefore essential to maintain the current ICT asset estate which is in place to support the business objectives of our customers whilst maintaining a robust solution for business continuity through a disaster recovery strategy. Objectives and strategies should reflect the needs of users for receiving services through different channels and to address the demands of Local Government in a public sector environment where both capital and revenue funding is reducing. Therefore, future investment in ICT assets will be challenged by the IT Senior Management Team, the ICT Programme Board, and the Corporate Management Team to meet the following criteria: • Investment in ICT assets will be closely aligned to council priorities. • Investment in ICT assets will be sufficient to support statutory requirements. 2.3 Links to sustainability objectives 2.3.1 Sustainable Development and Climate Change Strategy 2022-2027 The strategic vision and mission statement is: Our Future is Now: building a sustainable, climate resilient and net-zero South Lanarkshire together, in a fair and inclusive way. 96
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‘Our Future is Now’ mirrors the 2019 UN Sustainable Development Goals report on collaborative action with respect to achieving sustainable development goals. From the issues that were discussed during the public engagement, there are four key themes that emerged. These themes align with the themes of the Council Plan: People, Place, Planet • People • Place and Communities • The Natural Environment (Planet) • A Green Economy (Planet) IT Services have focussed particularly on improving effective use of energy in our buildings, using our equipment more efficiently and increasing recycling. Also, ICT equipment that has come to end of life is disposed/recycled by an approved supplier who disposes of the equipment following the Waste Electrical and Electronic Equipment Regulations (WEEE) and provides a confirmation of disposal certificate. Migration of council servers and storage from Caird datacentre to external supplier (Datavita), as well as providing operational benefits, has delivered significant environmental benefits as new datacentre is state-of-the-art with lower energy consumption. IT have enabled agile working, thereby reducing transport emissions from commute and business travel, and supporting new ways of working following the pandemic. 2.3.2 The Council’s Environmental and Sustainable Procurement Policy ensures the process of purchasing goods and services take into account the social, economic and environmental impacts that such purchasing has on people and communities. It is about considering what products are made of, where they have come from, who has made them, how are they transported and how they are eventually disposed of. It may even be about whether the purchase requires to be made at all. In addition to this the tendering process for IT contracts contains contract specific environmental questions in relation to equipment manufacturing, components, recycled content, packaging, transportation, disposal, and energy consumption. 2.4 ICT asset management objectives Aims and objectives that will seek to ensure that the Council’s ICT assets are fit for purpose within current financial constraints. − ICT assets should meet the needs of those that use them including staff, elected members, pupils, visitors, customers and the general public through the different access channels. − ICT assets must be safe, secure and comply with current legislative and statutory requirements, for example assets must meet the level of security accreditation required by PSN, as well as DSE assessments for users, PAT testing of all electrical ICT assets, compliance with WEEE regulations for disposal of electrical ICT assets, to name a few. − ICT assets should be environmentally sustainable, meaning the effective and efficient use of assets to reduce energy consumption and in turn CO2 emissions. − Maximise use of existing ICT assets where possible. Where asset acquisition is necessary there is a robust business case supporting procurement of the asset and where possible a single corporate solution. 97
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3. Current position 3.1 What assets do we have? 3.1.1 ICT assets: Asset type Quantity Desktop and server: Servers (Physical and Virtual) 260 Servers (Curricular) 57 Monitors 5859 PCs 493 PCs (Curricular) 6473 Monitors (Curricular) 6473 Laptops 4882 Laptops (Curricular) 2909 Tablets 460 Tablets (Curricular) 3200 Port Replicators 2225 Portable Devices (Curricular) 14746 Networks and communications: Comms (ACI) APIC server 9 Comms (ACI) switches 40 Comms (ACI) Licence 1 Comms FMC 2 Comms Firewall 12 Comms Load Balancers 4 Voice SIP Gateway (cubes) 2 Meraki SDWAN Software Licence 1 Meraki Wireless Software 1 Comms Wireless (Access Points) 322 Comms Wireless (Security Appliance) 2 Comms SDWAN (Security Appliance) 2 Switches - Chassis 8 Switches – Ethernet L2 301 Switches – Ethernet L3 82 Switches – SDWAN & Corporate 18 Routers (SDWAN) 56 Routers (IPVPN Broadband) 2 Lines (Exchange) 1146 Lines (Private Circuits) 85 Lines (IPVPN broadband - including backhaul) 3 Lines (SDWAN) 53 Guest Internet Service 1 Guest Internet Licence 1 NetConnect Appliances 2 Network Management 4 Radius Security Appliance 2 Web Filtering Appliances 2 Telephone System – Small 138 Telephone System – IP 3 Telephone System – SIP 2 Telephone System – Softphone 3 Smartphones 5130 Basic Mobile Handsets 1319 Data hubs: Air Conditioning Units 2 98
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Fire Suppression System 1 UPS 2 Generator 1 Rack UPS – Brandongate 2 Networks and Communications (Curricular): Wireless Access Points 2876 Routers 196 Lines - Circuits 196 Switch L2 637 Switch L3 62 Switch L4 2 Core router 2 Firewall 2 Backhaul circuit 2 Audio Visual Equipment Curricular) Interactive teaching display screens 1250 Data Projectors 1250 Software: P1 Applications 147 3.2 How well are they meeting objectives? All ICT assets have been implemented/installed following business requirements and justification exercises to ensure they meet the needs and objectives of the organisation. As the information technology environment continuously changes it is inevitable that some ICT assets will reach end of life and become obsolete. Software and hardware assets are continually reviewed to ensure they remain fit for purpose. Specific product versions are monitored, and we work closely with our software and hardware partners on product roadmaps to ensure they remain at a supported level. Where products are approaching end of life, we will develop proposals for continued use based on risk assessment, upgrade or replacement as appropriate. At present the majority of ICT assets meet the objectives of the organisation with a minority of assets at end of life and in need of replacement. 99
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4. Performance core facts Notes to tables below – core facts are categorised using a traffic light system which operates on the basis of: Green – Good or excellent Amber – Fair Red – Poor 4.1 Desktop IT desktop hardware Asset condition Type Total Green Amber Red PC 493 129 364 PC (Curricular) 6473 6473 - - Monitor 5859 5859 - - Monitor (Curricular) 6473 6473 Laptop 4882 2230 - 2652 Laptop (Curricular) 2909 2909 - - Tablets 460 460 - - Port Replicator 2225 2225 - - Portable Devices (Curricular) 14746 14746 - - Interactive teaching display screens (Curricular) 1250 550 550 50 Data Projectors (Curricular) 200 1050 4.2 Server (Physical and Virtual) Server Asset condition Type Total Green Amber Red Server 260 105 53 102 Server (Curricular) 57 57 - - Citrix Remote Apps 1 - 1 - Citrix (NDL) 1 - - 1 4.3 Networks and communications Networks and communications Asset condition Type Total Green Amber Red ACI APIC/NDO server 9 - 9 - ACI switches 40 - 40 - ACI Licencing 1 - 1 - Firewall Mgmt (FMC) 2 - 2 - Firewalls 12 12 - - Load Balancers 4 4 - - Voice SIP Gateway (Cubes) 2 2 - - Meraki Wireless Software (Corporate, not SLLCT or SWR) 1 - - 1 100
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Meraki SDWAN Software Licence 1 - 1 - Comms wireless Access Points (Corporate) 322 322 - - Comms wireless Security Appliances (corporate) 2 2 - - Comms SDWAN (Security Appliance) 2 2 - - Switches – Chassis 8 - - 8 Switches – L2 301 196 105 - Switches – L3 82 60 22 Switches – SDWAN & Corporate 18 18 - - Routers - SDWAN 56 56 - - Routers – IPVPN Broadband 2 - - 2 Lines – Exchange 1146 410 - 736 Lines – Private Circuits 85 85 - - Lines – IPVPN Broadband (including backhaul) 3 - - 3 Lines - SDWAN 53 53 - - Guest Internet Service 1 - 1 - Guest Internet Licence 1 - 1 - NetConnect Appliances 2 - - 2 Network Management 4 4 - - Radius Security Appliances 2 - 2 - Web Filtering Appliances 2 - - 2 Telephone System – Small 138 77 61 - Telephone system – IP 3 - 3 - Telephone system – SIP 2 2 - - Telephone system – Softphone 3 - 3 - Smartphones 5130 1655 1627 1848 Basic Mobile Handsets 1319 1319 - - Networks and Communications (Curricular): Wireless Access Points 2876 2876 - - Routers 196 196 - - Lines - Circuits 196 196 - - Switch L2 637 637 - - Switch L3 62 62 - - Switch L4 2 2 - - Core router 2 2 - - Firewall 2 2 - - Backhaul circuit 2 2 - - 101
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4.4 Software applications Software applications Asset condition Type Total Green Amber Red IT Applications 144 113 5 26 4.5 Data Hubs Almada Data Hub Asset condition Type Total Green Amber Red Air Conditioning Units 2 2 - - Fire Suppression System 1 1 - - UPS 2 - 2 - Generator 1 1 - - Rack UPS – Data Hubs 2 - 2 102
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5. Review of current performance 5.1 Summary The majority of ICT assets are of a good standard (Green) and work efficiently and effectively. All desktop assets and server assets are supported and maintained to a high standard as part of the ‘ICT Desktop Equipment’ and ‘Cloud Hosting’ contracts. Desktop and server hardware information along with information on smart devices is captured in the Assyst Configuration Management Database which is managed by IT Services. Overall, there is a high level of confidence and reliability in the ICT assets. 5.2 What issues have been highlighted? 5.2.1 Red – These assets have been classified as approaching end of life and require replacement or upgraded to supported versions: Legacy software versions – Application Reason Capita Academy Housing No longer supported by supplier. Project Underway to replace. Go live planned for mid 2025. Oracle Customer Relationship Management Current version no longer fully supported. Replacement or upgrade to be considered through Digital Transformation and Customer Engagement reviews. SWISPlus Social Work System No longer meets business needs. Project well underway to replace. Go live planned for Summer 2025. Civica Flare Project underway to replace however Flare remains under support. No current go live data due to supplier delivery issues. Causeway CPA Linked to Exor replacement. Interface to CPA switched from EXOR to HIAMS from 1st April 2025 following Go Live of HIAMS. SEEMIS Click+Go Being replaced by new SEEMIS Schools & Early Years systems, date unknown and decided externally. Council Website An upgrade of the underlying technology is being prepared to support Digital Transformation and Customer Engagement reviews, including content reviews. This will take place during 2025/26. EDRMS - Civica W360 Upgrade underway. Oracle Discoverer (CRM) End of life. Current within scope of the Customer Engagement review and may be replaced or upgraded as a result during 2025/26 Legal Case Management Implementation underway to new system 103
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Application Reason IMPROVE – Performance Management Project underway to replace. Currently using old application technology, with little scope to migrate to newer server technology. GLAMIS Licensing and Registration Support ended in 2024 and has been extended to provide time to procure and implement alternative. Assyst Current version not suitable for deployment of self-service. Upgrade or replacement required and project underway. Capita Housing Online Will be replaced by new Housing Management System. eConsol Will be replaced by new Housing Management System. eConsol Mobile Will be replaced by new Housing Management System. Arbitas (Hosted) Will be replaced by new Housing Management System. Infoprop Content Will be replaced by new Housing Management System. Yardi Project underway to replace which will be completed in 2025. Servitor No longer supported - Will be replaced by new Housing Management System. APEX Case Management Will be replaced by new Housing Management System. Data Tracking (HIP) Will be replaced by new Housing Management System. Codeman No longer supported - Will be replaced by new Housing Management System. Omnidox Limited support - Will be replaced by new Housing Management System. Customer looking at getting all data archived from this server. Once complete, server can be decommissioned. Gladstone Plus2 – Leisure Management System Scoping exercise is currently underway with intention to go to market for replacement system in Q2 2025/26. Artifax – Corporate and Theatre Management System Project to migrate to latest version, which is hosted in the cloud is currently underway. The UK and Scottish Government security agencies mandate that public sector PCs and laptops must be capable of receiving the latest operating system and security patches. The Council makes use of the Microsoft Windows 10 enterprise operating system which goes ‘end of support’ on 14 October 2025. After this operating system and patching updates are no longer available and all existing corporate and curricular PCs and laptops must have been refreshed or upgraded to Microsoft Windows 11 Enterprise. There are 102 servers running out of support operating systems of which there are 39 co-location servers whose hardware is no longer supported and should be replaced. Programmes of work are in place to replace these systems in 2025/26. Netconnect - Solution which allows external supplier access to support applications is 104
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out of support and requires to be upgraded. The replacement/upgrade of our current VPN solution will be added as a project within the service plan. Citrix NDL –The Citrix virtual apps and desktop running the NDL application is out of maintenance & support and requires to be replaced. The replacement/upgrade of the Citrix solution will be part of the project to replace the NDL solution. The Web Filtering appliances went out of maintenance in October 2023. The systems are currently being migrated from the current ‘on-premises’ appliances to the equivalent cloud service to maintain support. Hardware support for 8 x regional chassis switches ends in October 2025. The chassis control access to IT systems from regional council offices. Failure of a chassis results in loss of connection to Council offices in regional area affected and reduced resiliency to other areas. 1 chassis has already been replaced with 7 chassis switches to be replaced in 2025/26. Circuits & Routers – IPVPN Broadband. 2 routers are end of support June 2025. We are waiting digital services to be available to complete the remaining 2 sites. The Meraki wireless software support needs to be renewed in 2025 or access to Wi-Fi services stop immediately after the support runs out. Replacement is required for 2025/26. Telephone exchange lines (PSTN) - The Council has 736 analogue PSTN lines, including alarm, lift, fire, connections to schools that will need to be upgraded for the Digital Changeover by December 2025. We have a confirmed 277 to migrate and await confirmation from relevant Resources if the 459 can be ceased or require transition. Brandongate data hub room core network equipment requires UPS support to keep the network fabric under support. The UPS is end of support April 2026. The Council’s main data hub is in Council Offices, Almada Street, Hamilton. In the event of a power cut, the Uninterruptable Power Supply maintains power until the generator kicks in. The UPS requires a battery replacement and overhaul in 2025/26. The Council’s main VOIP telephone System will require a software upgrade by April 2026. The softphone servers will require a software upgrade by April 2026. The UK and Scottish Government security agencies mandate that public sector smartphones must be capable of receiving the latest operating system and security patches. The Council makes use of Samsung android smartphones where each model is supported for a period of 3 years. After this operating system and patching updates are no longer available and the smartphones require to be refreshed. 1,848 corporate smartphones will require to be refreshed in 2025-26. All red assets identified in these sections have plans in place to address or mitigate during 2025/26 5.2.2 Amber – This classification denotes assets that are of a fair condition and should be considered for upgrade, or are processes which require improvement: There are currently 53 servers which will require either OS or hardware upgrades by 2028. Of these, 14 require hardware and software replacement and 40 require OS upgrades only. 105
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Citrix Remote Apps –The Citrix remote apps environment goes end of life in March 2027 and requires to be replaced/upgraded. The most suitable replacement/upgrade solution will be determined in 2025/26. The Cisco ACI network (including ACI switches and APIC servers) provides the Council’s core connectivity between the Council data hubs in Almada & Brandongate and the Datavita data centres in Chapelhall & Edinburgh. Equipment support is tied to the current Cloud Hosting contract which is due to end in September 2027. Any new contract for data centre services will require a refresh of all ACI equipment. In advance of any ACI equipment renewal, the ACI licence expires September 2026, and requires to be renewed to maintain connectivity to Council IT applications in the Datavita datacentre and Internet. Firewall Management consoles provide administration of the Council firewalls, Gov, Internal, Guest and SIP. They go end of life in 2026/27. The consoles need to be replaced to ensure the firewalls continue to provide secure access to the Council’s IT applications. Layer 2 switches – These switches provide end user device (printer, PCs, CCTV, VoIP phones, wireless access points) connectivity to the corporate network. The manufacturer has announced that several layer 2 switches are end of hardware support. 113 layer 2 switches require to be replaced October 2027. Layer 3 switches and routers – These switches provide network connectivity for many of the outlying offices on the Council’s corporate data network. 22 layer 3 switching devices are end of life October 2026. It is important that these devices are refreshed to maintain the current reliability and support levels. Cisco ISE (RADIUS) are security appliances which authenticate users/devices onto corporate Wi-Fi, AOVPN remote access and administrators for access to network devices such firewalls/routers/switches for management. The appliances require a software update to extend support to September 2026. The Guest Internet Service circuit provides wi-fi internet service for guest, partner, MDMD service users. The current contract runs out in September 2027 and must be renewed to continue service. The current Meraki SDWAN software support needs to be renewed by December 2026 or access to the 57 sites connected using this technology will cease immediately. Small Telephone Systems provide telephony to small Council sites. Due to manufacturer end of life support 61 require to be replaced in 2027/28. The UK and Scottish Government security agencies mandate that public sector smartphones must be capable of receiving the latest operating system and security patches. The Council makes use of Samsung android smartphones where each model is supported for a period of 3 years. After this operating system and patching updates are no longer available and the smartphones require to be refreshed. 1,627 corporate smartphones will require to be refreshed in 2026-27 & 2027-28. The IT network infrastructure linking Council premises to HFD Datavita Ltd datacentres is due for replacement in 2028/29. Funding will be required to pay for hardware and professional services to replace the existing network infrastructure on Council premises. 106
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Any future cloud services contract will have to cover the cost of new network infrastructure at the supplier’s datacentre. Legacy software versions – Application Reason Council Intranet Moved to AWS but required patching is taking place and new versions of CMS & Forms available. Funding Compliance and Project Monitoring APEX system requires upgrades to support monitoring/reporting. QPulse Replacement or upgrade to be considered. Problematic from a support perspective. Galaxy websites – various Moved to AWS but required patching to take place and new versions of CMS available. Community Grants Runs on legacy database platform. Replacement or upgrade to be considered. Consultation with users of these systems is underway to plan the activity. 107
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6. What action is required / proposed? 6.1 Action plan 2025/26 Asset objective Action Owner Timescale Comment Legacy software versions Upgrading of software versions which have become end of life. Head of IT Services 2025/26 IT Services and application provider to schedule refresh of software. Replace legacy servers Replacement of servers which have become end of life. Head of IT Services 2025/26 Refresh of equipment is being scheduled. Replace legacy servers Replacement of servers no longer under support Head of IT Services 2025/26 Refresh of equipment is being scheduled. Windows 11 rollout Upgrade of desktop equipment running Windows 10 Technology Services Manager 2025/26 Upgrade of equipment is being scheduled. Routers – IPVPN Broadband (including backhaul) Replacement of existing analogue lines in conjunction with Digital changeover 2025. Technology Services Manager 2025/26 Refresh of lines scheduled for completion no later than June 2025 Lines Exchange (PSTN) Replacement of existing analogue lines in conjunction with Digital changeover 2025. Technology Services Manager 2025/26 Refresh of lines scheduled for completion no later than December 2025 Corporate Web Filtering Software Replacement of hardware & software which has become end of life. Technology Services Manager 2025/26 Decommissioning of on-premises appliances is being scheduled Regional Chassis Switches Hardware is end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2025/26 Refresh of equipment is being scheduled NetConnect Hardware and software are end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2025/26 Refresh of equipment is being scheduled Citrix (NDL) Solution is end of life and not supported. Technology Services Manager 2025/26 Alternative solution being investigated Meraki Wireless Software (Corporate) Renewal of Meraki software licence Technology Services Manager 2025/26 Refresh of licence is being scheduled 108
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Smartphones Replacement of Smartphones no longer under support Technology Services Manager 2025/26 Refresh of equipment is being scheduled 6.2 Completed actions in 2024/25. Asset objective Action Owner Timescale Comment Telephone systems (Small) Hardware is end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2024/25 Completed. Hardware was refreshed. Telephone Corporate SIP Existing service is end of support Technology Services Manager 2024/25 Completed. Hardware was refreshed. Legacy software versions Upgrading or removal of software versions which have become end of life. Head of IT Services 2024/25 Completed. Applications including: - Oracle Financial Management System - Oracle Human Resource Management System - EXOR (including Spatial Manager and Mapcapture) were upgraded. Replace legacy servers & storage Replacement of servers and storage which is faulty. Head of IT Services 2024/25 Completed. Several Windows 2008 and Windows 2012 servers have been upgraded or disposed of. 109
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If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk 110
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Gaelic Language Plan 2025 to 2030 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Finance and Corporate Resources Committee of South Lanarkshire Council’s third Gaelic Language Plan 2025 to 2030 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Gaelic Language Plan 2025 to 2030 as attached at Appendix 1 be approved for final submission to Bòrd na Gàidhlig. 3. Background 3.1. The Gaelic Language (Scotland) Act was passed by the Scottish Parliament in August 2005 with the aim of reversing the declining use of the Gaelic language. As part of the Act, Bòrd na Gàidhlig (the Bòrd) was created to develop and oversee the National Plan for Gaelic which sets out a strategy to increase the occasions and circumstances in which Gaelic can be used with equity to English. It also aims to promote acquisition of the language and participation in its culture by all who wish to do so. 3.2. One of the key features of the 2005 Act is the provision enabling the Bòrd to require a public authority to prepare a Gaelic Language Plan (GLP). This provision was designed to ensure that the public sector in Scotland plays its part in creating a sustainable future for Gaelic by raising the status and profile of the language and creating practical opportunities for its use. 3.3. South Lanarkshire Council has a statutory duty to develop a GLP that endorses the commitments in the Gaelic Language (Scotland) Act 2005 which are to:- increase the number of persons who can use and understand the Gaelic language encourage the use and understanding of the Gaelic language facilitate access, in Scotland and elsewhere, to the Gaelic language and Gaelic culture 3.4. The Council’s first GLP was published in 2013 and spanned 6 years to 2018. The second GLP covered a further six years from 2019 to 2024. The third iteration of the plan has been developed for publication in 2025 and will be in action until 2030. 11 111
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4. Development of the South Lanarkshire Council Gaelic Language Plan 2025 to 2030 4.1. The Council’s GLP 2025 to 2030 (Appendix 1) is a proportionate response to the statutory duty that the council has, acknowledging both the size of the Gaelic speaking community and working within the financial climate that currently exists. 4.2. The GLP supports the aim of the National Gaelic Language Plan 2023-28 to increase the use and learning of Gaelic and is written against the priority areas detailed in the national plan, which are:- community support support in the home creative industries business and economy public authorities 0-18 education post school and adult learning 4.3. Development of the GLP was a collaborative exercise with input across all Resources and builds on the previous two plans. The Bòrd also supported the development of the GLP by attending working group sessions and providing feedback during development of the plan. 4.4. The statutory guidance on the development of the GLP requires local authorities to undertake public consultation on their plans and publish the findings. A public consultation therefore launched on Friday 7 March 2025 and was available as an online survey until Sunday 6 April 2025. A summary of the findings is available in section 1.6 of the GLP (Appendix 1). 4.5. The Council was also required to provide a report to the Bòrd on the consultation exercise, describing how the consultation was carried out and providing a summary of the main themes that emerged from the consultation. The consultation report is included at Appendix 2. 4.6. Following approval by the Bòrd, the council’s GLP 2025 to 2030 and consultation report will be published in Gaelic and English on the Council’s website. 5 Employee Implications 5.1. There are no employee implications arising directly from this report. 6 Financial Implications 6.1. There are no financial implications arising directly from this report. 7 Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications arising directly from this report. 8 Other Implications 8.1. There are no other implications arising directly from this report. 112
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9 Integrated Impact Assessment and Consultation Requirements 9.1. There is no requirement for an integrated impact assessment in respect of this report. External consultation took place from 7 March 2025 to 6 April 2025. Jackie Taylor Executive Director (Finance and Corporate Resources) 7 May 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent Employer Previous References None List of Background Papers None Contact for Further Information If you wish to inspect the background papers or want further information, please contact: - Tracy Ferguson (Learning, Organisational Development & Diversity Manager) Ext: 4715 (Tel: 01698 454715) Email: tracy.ferguson@southlanarkshire.gov.uk 113
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Appendix 1 Gaelic Language Plan 2025 - 30 This plan has been prepared under Section 3 of the Gaelic Language (Scotland) Act 2005 and was approved by Bòrd na Gàidhlig on (date TBC by the Bòrd). 114
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FOREWORD South Lanarkshire Council has developed the third edition of its Gaelic Language Plan in line with the requirements of the Gaelic Language (Scotland) Act 2005. The plan outlines how we will take forward, and expand on, the work that was started in 2013 to raise awareness of the language amongst both our employees and community. As a Council we will continue our commitment to work with Bòrd na Gàidhlig, our community planning partners and others to help safeguard the Gaelic language for future generations. We welcome the opportunity to raise awareness and help secure, promote and develop the Gaelic language, heritage and culture for our current and future generations through the third edition of our Gaelic Language Plan covering the period 2025-30. The plan sets out how we will take forward the progress made over the last six years to raise the profile and visibility of Gaelic in a way that is both proportionate and relevant to the South Lanarkshire community, and it details how the Council will work to support the National Gaelic Language Plan objectives over the next six years to meet our obligations in an outcome focussed way that ensures our communities, our community planning partners and other stakeholders can see how we are continuing to promote and use Gaelic. The Council’s Gaelic Language Plan will contribute to raising the profile and visibility of Gaelic by sharing good practice and creating opportunities for those who are interested in Gaelic to use the language in their daily lives. In doing so, we show our support for the aspirations and objectives included in the National Gaelic Language Plan 2023 – 2028 and the Gaelic Language (Scotland) Act 2005 in ensuring that Gaelic remains a living language and distinctive aspect of our country’s cultural heritage. We recognise the valuable contribution of the language already in the provision of Gaelic medium education and have seen the benefits to our area of encouraging and attracting arts and cultural activities. These are activities that we commit to maintaining and developing over the years ahead so that the part we play in helping to deliver the national plan will be one that will have a lasting effect. Paul Manning Chief Executive South Lanarkshire Council 115
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CONTENTS FOREWORD ................................................................................................................... 5 1 Introduction ............................................................................................................. 7 1.1 South Lanarkshire Council .............................................................................. 7 1.2 Gaelic within South Lanarkshire Council ..................................................... 8 1.3 Gaelic within Scotland ................................................................................... 11 1.4 The Gaelic Language (Scotland) Act 2005 ................................................ 11 1.5 The National Gaelic Language Plan 2023-28 ............................................ 12 1.6 Public Consultation......................................................................................... 12 1.7 Key Principles .................................................................................................. 13 2 Priorities ................................................................................................................. 14 2.1 Priority Areas: Community Support ............................................................. 14 2.2 Priority Areas: Support in the Home ........................................................... 15 2.3 Priority Areas: Creative Industries .............................................................. 16 2.4 Priority Areas: Business and the Economy ................................................ 17 2.5 Priority Areas: Public Authorities ................................................................. 18 2.6 Priority Areas: Education - 0 to 18 Years .................................................. 19 2.7 Priority Areas: Education – Postschool and Adult Learning ................... 20 3 Implementation and Monitoring ....................................................................... 21 3.1 Publishing and Publicising the Plan ............................................................ 21 3.2 Resourcing the Plan ....................................................................................... 21 3.3 Implementing and Monitoring the Plan ....................................................... 21 4 Corporate Responsibility ................................................................................... 22 116
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1 Introduction 1.1 South Lanarkshire Council The council delivers a wide range of services that touch all communities and every household in South Lanarkshire. South Lanarkshire is a diverse and dynamic area covering 1,772 square kilometres of varied geographical territory, 80% of which is in agricultural use, they are made up of rural and urban areas, with three out of four people in South Lanarkshire living in an urban area. South Lanarkshire is the fifth largest council area in Scotland with a population of 320,000 a working age population of 203,000 and around 145,000 households who live in the suburban towns, rural towns, and villages. The council employ in the region of 17,086 employees across five Resources. Each of the following five resources is tasked with delivering the key priority objectives of the Council: • Community and Enterprise Resources • Education Resources • Finance and Corporate Resources • Housing and Technical Services Resources • Social Work Resources At the heart of the council’s vision are our values based on fairness, empathy, and commitment to make a difference to the lives of all our citizens and communities. Our values express our determination to be ambitious for South Lanarkshire and to be a high performing and high achieving council who is fully committed to building a strong future workforce to support the delivery of service to our communities who need them most. South Lanarkshire Council’s Plan, Connect, explains how the council will achieve this across all five resources. Further information about the council and its services is available on the Council’s website. 117
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1.2 Gaelic within South Lanarkshire Council South Lanarkshire Council recognises that Gaelic is an integral part of Scotland’s heritage and national identity. We acknowledge the challenge that exists to raise the profile and use of Gaelic in our communities and daily lives. This document is the third edition of South Lanarkshire Council’s Gaelic Language Plan prepared within the framework of the Gaelic Language (Scotland) Act 2005. It sets out the high-level aims aligned to the priorities of the national plan and provides an implementation plan for the next six years that provides targets to be progressed through the life of the plan. Gaelic Skills The 2022 census data shows that 4,202 (1.3%) of the South Lanarkshire population have Gaelic language skills. Despite this number being low in comparison to the population of South Lanarkshire, over the last 11 years the number of people speaking, writing and reading Gaelic has increased by 209% from 1,358 as recorded in the 2011 Census. Gaelic Medium Education The Gaelic Language Plan aims to build on the progress made since 2013 when the first plan was published. Some of the most recent progress that has taken place over the last six years includes: • As part of a Central Belt Moderation Group, facilitated by The West Partnership and Glasgow Gaelic School, both our primary and secondary practitioners have engaged in a first of its kind cross-authority moderation activity with other Gaelic Medium Education (GME) establishments in the central belt. This is focused on a shared GME Language Continuum and raising standards in writing, literacy and oral skills and will provide a shared understanding of progress across primary and secondary education. • In terms of strengthening our GME ethos and promoting uninterrupted 3-18 GME learner journey, Mount Cameron Primary School hosts an excellent induction program for children moving from Nursery into Primary 1. • At primary level, considerable work has been completed on the Gaelic spelling and Gaelic to English ratio approach via the School Improvement Plan which is set out to focus on writing independence and has led to a new model of spelling. • Mount Cameron Primary has appointed a further Early Year’s Practitioner due to the increased demand for places in the Gaelic Nursery class. The GME nursery class was awarded ‘very good’ evaluations in all indicators during a Care Inspectorate Visit and has been the focus of good practice visits from other establishments in South Lanarkshire in the last year. • Calderglen High School appointed an additional member of GME staff in 2022-23. This enabled them to develop their GM curriculum to offer GME History and Personal, Social, Health and Economics to all S1 and S2 pupils, with an expanded offer of 118
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Religious, Moral and Philosophical Studies in 2023-24. Education Resources have also been able to continue its Gaelic Masterclass offer for S3 pupils, where they have the option of learning Gaelic over 2 periods each week. • Changes in transport arrangements and promotional activities are being put in place to promote the provision in both primary and secondary settings with the aim of increase pupil numbers at both schools. • A Gaelic Language Plan Subgroup meets regularly to discuss developing actions contained within the plan. Representatives from each Resource have been providing updates on the actions agreed in the plan and this work will continue. A working group is also in place to develop the provision of GME across early years, primary and secondary settings. Education Resources continue to make a significant contribution to raise the profile and promote the Gaelic language across our schools through ongoing enhancement of the curriculum and through developing and running a wide and extensively varied programme of extracurricular activities. This plan aims to continue to focus on that work and promote Gaelic use at home and within the workplace. Families interested in Gaelic-medium education will find more information on the South Lanarkshire Council website. 119
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Gaelic Language Employee Survey In the 2023 employee survey 526 employees responded about their Gaelic language skills. Of 526 employees who responded not all respondents answered every question. Do you know anyone who speaks Scottish Gaelic? 229 respondents said yes 288 respondents said no Who are the Gaelic speakers you know? 71 friends 55 acquaintances 43 work colleagues 42 other relatives 32 immediate family 17 other What Gaelic language skills do you have? 467 none 36 learning Gaelic 27 understand spoken Gaelic 24 speak Gaelic 23 read Gaelic 15 write Gaelic What level of understanding do you have? Note: responses relate to any or all of the following - understanding, speaking, reading and writing. 201 beginner 7 basic level 4 intermediate 7 advanced How confident are you when speaking to others in Gaelic? 219 not applicable 64 not confident 7 very confident 2 fairly confident Where would you normally use Gaelic? 54 other 34 home 29 in a Gaelic class 26 Gaelic media 22 Social gatherings 20 work 16 cultural events 15 online / social media 10 in the pub 3 places of worship Are you aware of the council’s commitment to the Gaelic language? 229 Yes 288 No How often do you communicate using Gaelic in a week? (includes spoken, written, email, social media) 43 never 7 less often 5 once a week 4 daily Interest in Gaelic learning opportunities 301 none 138 taster session 138 learning course 98 awareness course 50 conversation class 5 other 120
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1.3 Gaelic within Scotland Across Scotland 130,161 of people aged 3 years old and above are recorded in the 2022 Census to have Gaelic language skills. This represents 2.5% of the population and has increased by 50% from the 2011 Census, which recorded that 87,000 people in Scotland were able to speak, read, write and/or understand Gaelic. Bòrd na Gàidhlig is the principal public body in Scotland responsible for promoting Gaelic development, including providing advice to Scottish Ministers on Gaelic issues. Their aim is that Gaelic is seen and heard daily across Scotland, such that it is widely recognised as an integral part of Scottish life and a national cultural and economic asset. 1.4 The Gaelic Language (Scotland) Act 2005 A Gaelic Language Plan is a legal requirement following from the Gaelic Language (Scotland) Act 2005, which was passed by the Scottish Parliament in August 2005. The Gaelic Language (Scotland) Act 2005 was passed with a view to securing the status of the Gaelic language as an official language of Scotland commanding equal respect to the English language. One of the key features of the 2005 Act is the provision enabling Bòrd na Gàidhlig to require a public authority to prepare a Gaelic Language Plan. This provision was designed to ensure that the public sector in Scotland plays its part in creating a sustainable future for Gaelic by raising the status and profile of the language and creating practical opportunities for its use. South Lanarkshire Council endorses the commitments in the Gaelic Language (Scotland) Act 2005 to: • increase the number of persons who can use and understand the Gaelic language • encourage the use and understanding of the Gaelic language • facilitate access, in Scotland and elsewhere, to the Gaelic language and Gaelic culture. This document is South Lanarkshire Council’s third Gaelic Language Plan, prepared within the framework of the Gaelic Language (Scotland) Act 2005. It sets out how the council will use Gaelic in the operation of its functions, how it will enable the use of Gaelic when communicating with the public and key partners, and how the council will promote and develop Gaelic. South Lanarkshire Council’s Gaelic Language Plan has been prepared in accordance with statutory criteria set out in the 2005 Act and having regard to the National Gaelic Language Plan and the Guidance on the Development of Gaelic Language Plans. 121
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1.5 The National Gaelic Language Plan 2023-28 South Lanarkshire Council supports the aim of increasing the use and learning of Gaelic, as set out in the National Gaelic Language Plan 2023-28. The council are committed to achieving this aim by focussing our work on the key priorities of the national plan, which are: • Community Support • Support in the home • Creative industries • Business and economy • Public authorities • 0-18 education • Post school and adult learning 1.6 Public Consultation The 2005 Act requires public authorities to consult on their Gaelic Language Plan therefore a consultation was available on the South Lanarkshire Council website where it could be completed online for just over 4-weeks, from Friday 7 March to Sunday 6 April 2025. The online consultation was promoted through the council’s Facebook page, Bluesky social media, and the council’s Citizen’s Network. All consultations are available in alternative formats. The ability to request an alternative format is one of the council’s standards and this was publicised as part of the consultation exercise.. The main themes in the survey included: - • Current Gaelic language ability • Promoting the use of the Gaelic language • Learning the Gaelic language • Feedback on the national and council Gaelic language plans The public consultation on the draft South Lanarkshire Council Gaelic Language Plan 2025 – 2030 was completed by 171 people and a summary of the key findings is provided: - 67% of respondents have no Gaelic language ability. The majority of respondents (57%) said they would not like to learn more with the same number (57%) saying Gaelic should not be promoted more. 13% said they are learning Gaelic and 6% are either fluent or native speaks. 38% said they would like to learn more Gaelic and 30% said they would like to see an increase in Gaelic. Regarding current plans, 73% of respondents have an awareness of the national plan and 64% of respondents are aware of the council’s plan, with 70% of respondents saying the council’s plan is easy to read. In terms of how closely the council’s plan reflects local 122
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priorities, 49% disagree and 40% agree the plan reflects the correct priorities for South Lanarkshire. For more information and a deeper understanding of the quantitative data collected, comments have been gathered throughout the consultation that provide further feedback and understanding in relation to findings. 1.7 Key Principles South Lanarkshire Council’s Gaelic Language Plan is underpinned by five key principles of equal respect, active offer, mainstreaming, third parties and corporate parenting. The following section identifies the council’s commitment to these principles and how they are applied throughout the plan. Equal Respect Under the terms of the 2005 Act, Bòrd na Gàidhlig works with a view to securing the status of the Gaelic language as an official language of Scotland commanding equal respect to the English language. The Bòrd in turn expects that public authorities will demonstrate in their plans how the principles will be achieved and maintained in practice. South Lanarkshire Council will ensure that where Gaelic is included as part of its operations and services, the Gaelic language is of an equal standard and quality as those that are provided in English. Active Offer South Lanarkshire Council will make an active offer of our Gaelic language services to our employees and the public. This will ensure that where Gaelic services are made available by us, Gaelic users are made aware of their existence and are actively encouraged to use them. This will take the responsibility away from the individual to ask for the service and will give Gaelic users the confidence to know that their needs will be met if that is their choice. We will ensure that our Gaelic language services are as accessible as our English language services. Mainstreaming South Lanarkshire Council will ensure that opportunities for the public and council employees to use Gaelic are normalised. In support of the National Gaelic Language Plan 2023-28, the council aims for Gaelic to be used more often, by more people, and in a wider range of situations so it becomes part of the day-to-day fabric of modern Scottish life. Third Parties Where appropriate, South Lanarkshire Council will seek support from Arm’s Length Executive Organisations and other contractors to help with the delivery of the Gaelic Language Plan. South Lanarkshire Leisure and Culture are aware of the Gaelic Language Plan and actively participate in the council’s working group. Corporate Parenting Any looked after children, young people and carers who have Gaelic as their first language receive the same opportunities as those with other languages. 123
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2 Priorities South Lanarkshire Council recognises the priority areas identified in the National Gaelic Language Plan 2023-28 will be primarily implemented through the South Lanarkshire Local Plan 2025-30 and that where opportunities present, such as in the formation, renewal and monitoring of policies, it will consider the commitments made in this plan and ensure that the impacts on Gaelic will be in line with the National Gaelic Language Plan 2023-28. This section sets out the council’s implementation plan for each of the priority areas which will be reviewed and reported on annually over the next six years. 2.1 Priority Areas: Community Support To increase the use and learning of Gaelic in communities the following priority areas from the national plan will be considered within the council’s Gaelic Language Plan 2025-30: - • Gaelic community networks and on-line communities • Recognition of areas of linguistic significance for Gaelic • Community-based Gaelic language plans • Island Community Impact Assessments • Network of Gaelic Development Officers • Gaelic community events and activities for young people • Community trusts and third-sector organisation • Churches and faith organisations Community targets to increase the use and learning of Gaelic • Increase the profile and use of Gaelic through the availability of a range of Gaelic medium services throughout the life of the plan to 2030. This target will be managed by Education Resources through the school improvement plan. • Ensure support for initiatives that promote the use of Gaelic among all kinds of communities of speakers. This target will be monitored annually. Responsibility for the achievement of this target will sit with the council’s Gaelic Language Plan working group, where it will be monitored annually with the first review in 2026. • Initiatives that make use of the skills and abilities of Gaelic speakers in community activities will be promoted through the council’s Gaelic Language Plan working group, who will raise awareness of such initiatives. This target will be reviewed on annually. • Create situations in which Gaelic can be used informally by young people and adult learners in community-based activities. This will be monitored annually for the life of the plan. 124
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• Promote the work undertaken by Mount Cameron Primary School and Calderglen High School that has wider community impacts. This will be monitored annually for the life of the plan. 2.2 Priority Areas: Support in the Home The use of Gaelic in the home is essential to strengthening the language and culture. To increase the use and learning of Gaelic in homes the following priority areas from the national plan will be considered within the council’s Gaelic Language Plan 2025-30: - • Digital resources in delivering quality Gaelic use and learning in the home • NHS and public authority promotion of Gaelic in the home • Gaelic books and resources • Support for measures that promote the use of Gaelic in homes • Encouragement for people to re-introduce more Gaelic use within the home setting • Community Officer support for the use Gaelic in the home • GME Early years, 0-3 provision and related initiatives • Support for Gaelic learning for GME parents Targets to increase the use and learning of Gaelic in the home include: - • Building on the introduction of Bookbug sessions in St. Leonard’s library in January 2025, the council will facilitate an increase in Bookbug sessions through the provision of a further eleven libraries by June 2025. • Establish a Gaelic collection at St. Leonard’s library by June 2025. • Meet the Books schools class visits to St. Leonard’s library to be delivered in Gaelic with assistance of teaching staff by December 2025. • Ensure practical support, resources and advice are available for passing Gaelic on to children in the home and in Gaelic early years education. This target will be reviewed annually for the life of the plan. • Ensure links are strengthened between the use of Gaelic in the home and Gaelic early years provision by regularly exploring and reviewing opportunities. This target will be reviewed annually for the life of the plan. 125
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2.3 Priority Areas: Creative Industries Gaelic is an important part of our national heritage and the creative industries enhance Scotland’s image as a diverse and appealing country. To increase the use and learning of Gaelic across the creative industries the following priority areas from the national plan will be considered within the council’s Gaelic Language Plan 2025-30: - • MG ALBA and network of Gaelic media companies • MG ALBA support for Gaelic arts • Media activities appealing to young people • Fèisean nan Gàidheal • Arts organisations, activities and festivals • Gaelic arts bodies • The Royal National Mòd • Support to create and use digital, media content Targets to increase the use and learning of Gaelic in the creative industries include: - • Support opportunities for the arts and media to showcase the Gaelic language. This target will be reviewed annually for the life of the plan to 2030. • Promote the visibility and audibility of Gaelic as a unique part of Scotland’s heritage. • Increase the use of Gaelic in heritage and tourism venues where appropriate, including introducing signage and interpretive materials in both Gaelic and English languages. • Ensure that equal recognition is given to Gaelic and English, and that Gaelic is used in places of special interest and in promoting national events. • Ensure that the importance of Gaelic to Scotland’s history and its relevance today features in the tourism experience. • Provide Countryside Rangers with information and training to raise awareness to enable them to provide information on the Gaelic language and Gaelic heritage in the council area. • Take any opportunities presented by Bòrd na Gàidhlig to work in partnership with their Partnerships Manager to increase the profile of Gaelic in arts and culture events in the area. This will be reviewed annually for the life of the plan. 126
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2.4 Priority Areas: Business and the Economy Studies undertaken by Bòrd na Gàidhlig demonstrate that Gaelic has an important and increasing place in building the Scottish economy. To increase the use and learning of Gaelic across business the following priority areas from the national plan will be considered within the council’s Gaelic Language Plan 2025-30: - • Gaelic in workplace, services and products • Economic impact of Gaelic in Scotland • Gaelic Entrepreneurial and leadership skills • Gaelic labour market, skills development and training programmes • Employment opportunities in the public sector and private sector • Gaelic Medium Education, apprenticeships and careers Business and economy targets to increase the use and learning of Gaelic include: - • Ensure adequate attention is given to the recruitment, retention, education, support and development of Gaelic Medium Education and Gaelic Language Education teachers. This target will be monitored annually for the life of the plan and through Education Resources workforce monitoring process. • Employees within Education Resources are supported to undertake appropriate and relevant continuous professional development activity to ensure they can deliver services to the highest standards. This includes development of their language skills. Employees in education are regularly involved in GME to enhance their language skills. This target will be monitored annually for the life of the plan. • Promote the council’s Gaelic Awareness eLearning module and monitor completion rates which will be reported to the working group annually as part of the annual review of the council’s plan. • Continue to monitor Gaelic language skills and interest in Gaelic learning among our employees via the regular employee surveys. The target for the next employee survey is 2026. 127
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2.5 Priority Areas: Public Authorities To increase the use and learning of Gaelic in the work of public authorities the following priority areas from the national plan will be considered within the council’s Gaelic Language Plan 2025-30: - • Gaelic in workplace, services and products • Economic impact of Gaelic in Scotland • Gaelic Entrepreneurial and leadership skills • Gaelic labour market, skills development and training programmes • Employment opportunities in the public sector and private sector • Gaelic Medium Education, apprenticeships and careers Targets to increase the use and learning of Gaelic in the work of South Lanarkshire Council include: - • The South Lanarkshire Council Gaelic Language Plan 2025-30 will be reviewed and updated annually. • The council’s Gaelic Language Plan working group will meet regularly throughout each year for the life of the plan and will include a wide representation of services to support delivery of the plan and achievement of the priority targets. • The corporate standards on the use of Gaelic in responses to customers who contact the council in Gaelic will be written in to the new Council Standards by 2026. • At the first rebranding opportunity, the council will adopt a bilingual corporate logo which demonstrates equal respect for Gaelic and English. The target for this is 2030. • Develop and introduce a Council Standards for signage that demonstrates equal respect for Gaelic and English. Target date 2030. • The council recognises the importance of facilitating quality interpretation services we will therefore ensure appropriate translation and interpretation support is available where required through the introduction of a new interpretation and translation services contract. Target date is December 2025. 128
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2.6 Priority Areas: Education - 0 to 18 Years To increase the use and learning of Gaelic in education the following priority areas from the national plan will be considered within the council’s Gaelic Language Plan 2025-30: - • Gaelic-medium Childcare and Early years, Primary and Secondary provision • Digital online Gaelic Medium Education (GME) curriculum delivery • Resources and training to support children and young people with additional learning needs • GME curriculum, Broad General Education and Senior Phase in the secondary sector • GME support and resources • Gaelic (Learners) at L2, L3, BGE and Senior Phase Targets to increase the use and learning of Gaelic in education include: - • Take account of requirements under the Education Scotland Act (2016) and the subsequent Statutory Guidance on Gaelic Education, including the duty to promote and support GME and GLE. • Promote and support Gaelic Medium Education (GME) and Gaelic Learners’ Education (GLE) and also engage with parents in order to grow present and future demand for Gaelic GME provision at primary and secondary levels. This will be reviewed annually for the life of the plan. • Improve the quality and availability of voluntary-led Gaelic pre-school activities and statutory early year’s education. • Work with Bòrd na Gàidhlig and the Scottish Government to increase its provision of GME and GLE, if demand exists. • Maintain awareness of our duties as a corporate parent to offer services through the medium of Gaelic to young people with Gaelic under our care, increase initiatives to promote, establish and expand both GME and GLE at primary and secondary levels. • Provide a wide range of opportunities for young people in both GME and GLE to engage in activities that enhance their Gaelic skills through greater use. • Ensure all steps are taken to secure the quality of both GME and GLE through National Guidance and other means. 129
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2.7 Priority Areas: Education – Postschool and Adult Learning There are opportunities to learn and study Gaelic as an adult therefore to increase the use and learning of Gaelic in postschool and adult education the following priority areas from the national plan will be considered within the council’s Gaelic Language Plan 2025-30: - • Speak Gaelic and other adult education opportunities for learners • Gaelic skills in careers opportunities, employment, skills training, and apprenticeships • GME Initial Teacher Education • Courses for early years staff in the GME sector • Professional development in leadership across GME • Gaelic learning in Further Education/Higher Education institutions Targets to increase the use and learning of Gaelic postschool and in adult education include: - • Extend access to, and participation in, a wide range of Gaelic learning opportunities for adults and increase the numbers progressing to fluency. • Ensure opportunities for the continuity and progression of literacy and other language skills for adults learning Gaelic and for fluent speakers. • Ensure good resources are available to support adults learning Gaelic. 130
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3 Implementation and Monitoring 3.1 Publishing and Publicising the Plan Internally, council employees and Elected Members will be informed of the publication of the Gaelic Language Plan 2025-30 through the standard communication channels which include the council’s intranet, internal briefings, and committees. Externally, the plan will be published in Gaelic and in English on the South Lanarkshire Council website. In addition, we will communicate the launch of the plan in South Lanarkshire View and raise awareness of the plan through the social media. 3.2 Resourcing the Plan Funding for all aspects of the plan comes from a variety of sources. In addition to costs being met by existing resources, examples of additional and potential funding sources include: • Education per capita funding for schools • Scottish Government Grant • Additional capital funding from the Scottish Government • Grants from Bòrd na Gàidhlig to support specific posts and projects. 3.3 Implementing and Monitoring the Plan Implementation of the South Lanarkshire Gaelic Language Plan 2025-30 will be overseen by the Gaelic Language Plan working group which comprises representatives from a range of council services and Bòrd na Gàidhlig. Monitoring of the South Lanarkshire Gaelic Language Plan 2025-30 will be undertaken by the working group and also as part of Education Resources school improvement plans. Regular progress and update reports will be provided annually to the council’s Corporate Management Team and Elected Members. Progress towards meeting the aims and priorities contained in the plan will be published on the South Lanarkshire website and included in the South Lanarkshire View as required. 131
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4 Corporate Responsibility The senior officer with operational responsibility for overseeing preparation, delivery and monitoring of South Lanarkshire Council’s Gaelic Language Plan is: Position: Chief Executive Name of organisation: South Lanarkshire Council Council HQ Almada Street Hamilton ML3 0AA Telephone: 01698 454208 E-mail address: pach.exec@southlanarkshire.gov.uk Questions about the day-to-day operation of the plan should be addressed to the: Position: Employee Development and Diversity Manager Department Finance and Corporate Resources Name of organisation: South Lanarkshire Council Council HQ Almada Street Hamilton ML3 0AA Telephone: 0303 123 1015 E-mail address: equalities@southlanarkshire.gov.uk In person by visiting any of our offices, addresses can be found on South Lanarkshire Council’s website. If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 132
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Appendix 2 South Lanarkshire Council Gaelic Language Plan 2025 - 2030 Public Consultation Report 133
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1 CONTENTS 1. Introduction ......................................................................................................... 25 2. Methodology ....................................................................................................... 25 3. Findings .............................................................................................................. 25 134
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Introduction 1.1. South Lanarkshire is obliged by law to produce a draft Gaelic Language Plan that sets out the actions the council will take to promote the use and learning of the Gaelic language. In development of that plan the council is required to publicly consult to ensure the plan takes cognisance and reflects the views of the local communities of South Lanarkshire. 1.2. Bòrd na Gàidhlig is the principal public body in Scotland responsible for promoting Gaelic development. In line with the statutory guidance on the development of Gaelic language plans, South Lanarkshire Council has carried out a public consultation exercise. This report describes how the consultation was carried out and provides a summary of the main themes that emerged from the consultation. Methodology 2.1. The public consultation was managed through the council’s corporate consultation service who developed the questionnaire in conjunction with the work being undertaken by council’s Gaelic Language Plan working group; and the consultation questions were designed to reflect the priorities in the National Gaelic Language Plan 2023 -2028. 2.2. The consultation was available on the South Lanarkshire Council website where it could be completed online from Friday 7 March to Sunday 6 April 2025. The online consultation was promoted through the council’s Facebook page, Bluesky social media, and the council’s Citizen’s Network. 2.3. All consultations are available in alternative formats including a paper copy being available if a consultation cannot be completed online. The ability to request an alternative format is one of the council’s standards and this was publicised as part of this consultation. 2.4. The main themes in the survey included: - • Current Gaelic language ability • Promoting the use of the Gaelic language • Learning the Gaelic language • Feedback on the national and council Gaelic language plans. Findings 3.1. The public consultation on the draft South Lanarkshire Council Gaelic Language Plan 2025 – 2030 was completed by 171 people. The following demographic information has been provided regarding respondents: - Locations • 32% Hamilton area • 29% Clydesdale area • 26% East Kilbride or Strathaven areas • 13% Cambuslang or Rutherglen areas 135
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Age • 37% Aged 50 – 64 • 30% Aged 35 – 49 • 19% Aged 65 years and over • 8% Aged 25 – 34 • 2% Aged 16 – 24 • 1% up to 15 • 3% of respondents chose not to specify an age range. Gender • 60% Female • 33% Male • 7% other/prefer not to answer National Identity • 69% Scottish • 21% British • 7% other/prefer not to say • 2% English • 1% Irish 3.2. The key findings from the theme: Current Gaelic language ability are as follows: - • 67% of respondents have no ability • 13% are learning Gaelic • 6% are fluent/native speakers This section also asked where people learned or are learning Gaelic and there is a broad range of responses including learning with local authorities, schools and different online resources. 3.3. The key findings from the theme: Promoting the use of Gaelic in South Lanarkshire are as follows: - • 57% of respondents said there should be no increase in the use of Gaelic • 30% of respondents said there should be a large increase in the use of Gaelic • 14% of respondents said there should be some increase in the use of Gaelic 3.4. The key findings from the theme: Learning the Gaelic Language are as follows: - • 57% of respondents said no, they would not like to learn more • 38% said yes, they would like to learn more • 5% said they would possibly be interested in learning more 3.5. The key findings from the theme: national and council Gaelic Language Plans are as follows: - National Gaelic Language Plan • 39% of respondents have some awareness of the national plan • 34% of respondents are fully aware of the national plan • 27% of respondents have no awareness of the national plan 136
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South Lanarkshire Council’s Gaelic Language Plan • 38% of respondents have some awareness of the council’s Plan • 36% of respondents have no awareness of the council’s plan • 26% of respondents are fully aware of the council’s plan Of the 64% of respondents that have read the council’s Gaelic Language Plan, 70% said it is easy to read. Other finding include the following: - • 41% strongly agree that it is important to promote Gaelic • 38% strongly disagree that Gaelic should be promoted South Lanarkshire Council’s draft Gaelic Language Plan 2025 – 2030 mirrors the priorities in the National Gaelic Language 2023 – 2028. When asked about the priorities and areas covered, 43% of respondents stated the council’s proposed priorities are clear in the plan with 44% of respondents saying the plan covers areas they are interested in, and 48% of respondents saying the plan doesn’t cover areas they are interested in. When asked how the plan reflects the priorities for South Lanarkshire: - • 49% disagree the plan reflects the correct priorities for South Lanarkshire • 40% agree the plan reflects the correct priorities for South Lanarkshire 3.6. Qualitative data was also gathered throughout the consultation that provide further feedback and understanding in relation to the quantitative data. 137
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Amendment to Local Government Pension Scheme Discretions Policy 1. Purpose of Report 1.1. The purpose of the report is to:- purpose] update the Finance and Corporate Resources Committee on the amendment to the Council’s Statement of Policy on discretions in relation to the Local Government Pensions Scheme (LGPS) 2015 (Scotland), as governed by the 2018 regulations [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; and (2) that the revision to the Statement of Policy in respect of the Local Government Pensions Scheme employer discretions be approved. [1recs] 3. Background 3.1. Employers participating in the Local Government Pension Scheme (LGPS) in Scotland are required to formulate, publish and keep under review a policy statement on certain discretions which they have the power to exercise in relation to members of the CARE pension scheme (enacted on 1 April 2015). Employers also have the same duties in relation to discretions relating to members of the pension schemes in place prior to 1 April 2015. 3.2. The Council’s existing list of discretions, which also cover Lanarkshire Valuation Joint Board, Seemis LLP and South Lanarkshire Leisure and Culture, was approved by the Finance and Corporate Resources Committee on 18 March 2015. 3.3. The list of discretions relates to the following pension scheme regulations:- the LGPS (Scotland) Regulations 2018 the LGPS (Transitional Provisions and Savings) (Scotland) Regulations 2014 the LGPS (Scotland) Regulations 2014 the LGPS (Administration) (Scotland) Regulations 2008 (in respect of leavers between 1 April 2009 and 31 March 2015) the LGPS (Scotland) Regulations 1998 (in respect of leavers between 1 April 1998 and 31 March 2009. 12 139
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4. Update to the Council’s policy statement on Local Government Pension Scheme (Scotland) Regulations 2018 4.1. In 2016, the LGPS (Scotland) regulations were amended to provide employers with the discretion to implement a shared cost additional voluntary contributions (SCAVC) scheme via salary sacrifice. Such schemes offer financial benefits to both employers and pension scheme members by way of tax relief and reduced national insurance contributions. A saving linked to the introduction of this scheme was approved in the February 2025 budget meeting. 4.2. The Council is working to implement a salary sacrifice SCAVC scheme and must consequently update its discretions policy to this effect. To align with the scheme being launched, the Council requires to enable regulation 17 (clause 1) of the above regulations, which provides employers with the discretion to offer their workforce the opportunity to contribute to a salary sacrifice SCAVC scheme. 4.3. The updated policy statement on the Council’s employer discretions, is detailed in full at Appendix 1. This includes the revised policy statement relating to the enablement of regulation 17(1) aligning to the implementation of the SCAVC scheme. The Council’s policy in relation to all other employer discretions remains unchanged. 4.4. When approved, the updated discretions policy will be published on the intranet. 4.5. Strathclyde Pension Fund has been informed of the Council’s intention to introduce a salary sacrifice SCAVC scheme and the associated update to the Council’s policy statement allowing regulation 17 (clause 1) of the regulations to be enabled. 5. Employee Implications 5.1. This policy change to enable regulation 17 (clause 1) will provide local government pension scheme members with the opportunity to enter into a salary sacrifice SCAVC arrangement. This change is beneficial to employees as the new scheme will provide a more tax efficient way to save for retirement compared to the standard AVC option which is currently available. 5.2. Information on the introduction of the new salary sacrifice SCAVC scheme will be communicated to LGPS members via a Personnel Circular to provide high level information on the introduction of the salary sacrifice SCAVC scheme. AVC holders and LGPS members will also receive more detailed information by email. 5.3. Except for enabling regulation 17 (clause 1), no other changes have been made to the Council’s discretions policy and the application of pension related policies continue to be closely monitored by Personnel Services to ensure consistency of application. Information is routinely reported to Finance and Corporate Resources Committee in the Early Retirement, Voluntary Severance and Redeployment report. 6. Financial Implications 6.1. There are no additional costs associated with the information presented in this report, as the cost of administering the salary sacrifice SCAVC scheme will be offset against the employer savings, which have already been taken. 7. Climate Change, sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 140
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8. Other Implications 8.1. The Council’s position on the employer discretions is subject to regular checks to ensure best value, fit for purpose and compliance with other related regulations. This will continue to be monitored by the Head of Personnel Services. 9. Integrated Impact Assessments and Consultation Requirements 9.1. Discretions available under the LGPS are determined by pension regulations, with employers determining whether or not to exercise specific discretions. 9.2 A number of discretions are age specific and apply to those employees aged 55 or over (age 50 for protected members). These age-related criteria are out with the Council’s control since they are a requirement of the LGPS regulations; however, it is possible that they could give rise to an adverse impact based on age as a result. To mitigate this risk, discretions are applied in a fair, consistent and transparent manner. 9.3. The salary sacrifice SCAVC will be open to LGPS members regardless of age. As with other Council salary sacrifice schemes in operation, employees will be unable to join the SCAVC scheme if their proposed AVC contribution takes their pay below the national minimum wage. The communication issued to employees will also highlight the potential impact that reduced national insurance contributions could have on their current benefits or future state pension. 9.4. Trades Union members have been made aware via the JTUC Executive. Jackie Taylor Executive Director (Finance and Corporate Resources) 11 May 2025 Link(s) to Council Values/Priorities/Outcomes Excellent Employer Accountable, Effective and Efficient People focused Fair and open Previous References Finance and Corporate Resources Committee - 27 June 2012 Finance and Corporate Resources Committee - 18 March 2015 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Michelle Milne, Head of Personnel Services Ext: 4330 (01698 454330) Email: michelle.milne@southlanarkshire.gov.uk 141
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OFFICIAL OFFICIAL 1 Policy Statement Local Government Pension Scheme (Scotland) Regulations 2018 (LGPS) Version 3 dated 11 May 2025 Employer: South Lanarkshire Council Lead officer (for any questions): Danielle Lang Contact details of lead officer: danielle.lang@southlanarkshire.gov.uk Date of original policy statement: March 2015 Date for further review: May 2028 We are aware of our obligations under: • the LGPS (Scotland) Regulations 2018 • the LGPS (Transitional Provisions and Savings) (Scotland) Regulations 2014 • the LGPS (Scotland) Regulations 2014 • the LGPS (Administration) (Scotland) Regulations 2008 (in respect of leavers between 1 April 2009 and 31 March 2015) • the LGPS (Scotland) Regulations 1998 (in respect of leavers between 1 April 1998 and 31 March 2009 In developing our policy statement, we are aware that the LGPC has produced a document called “Discretions Policies” that contains tips for employers, see: http://www.lgpsregs.org/index.php/scotland/admin-guides 12 143
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OFFICIAL OFFICIAL 2 Note: * in the following tables beside a regulation denotes the discretions where we are required to have a policy statement under the regulations Table 1 details our discretions under the LGPS (Scotland) regulations 2018 Table 2 details our discretions in relation to scheme members who ceased active membership on or after 01 04 15 and before 31 05 18. Table 3 details our discretions in relation to scheme members who ceased active membership on or after 01 04 09 and before 01 04 15.P Table 4 details our discretions under the LGPS (Scotland) Regulations 1998 (as amended) in relation to pre 01 04 09 scheme leavers. Table 5 details our discretions under the Local Government (Discretionary Payments and Injury Benefits) (Scotland) Regulations 1998 (as amended). TABLE 1 The following table details our discretions from 01 06 18 in relation to post 01 06 18 active members and post 01 06 18 leavers, being discretions under: - the LGPS (Scotland) Regulations 2018 [prefix R] - the LGPS (Scotland) Regulations 2014 [prefix R2] - the LGPS (Transitional Provisions and Savings) (Scotland) Regulations 2014 [prefix TP] - the LGPS (Administration) (Scotland) Regulations 2008 [prefix A] - the LGPS (Benefits, Membership and Contributions) (Scotland) Regulations 2008 (as amended) [prefix B] - the LGPS (Transitional Provisions) (Scotland) Regulations 2008 [prefix T] - the LGPS (Scotland) Regulations 1998 (as amended) [prefix L] 144
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OFFICIAL OFFICIAL 3 Regulation Discretion South Lanarkshire Council’s policy on the exercise of this discretion R3(1)(b) Decide which employees to nominate for membership (admission bodies) All employees who are eligible to join the Scheme will be nominated for membership in accordance with South Lanarkshire Council’s admission agreement with SPFO (namely South Lanarkshire Leisure and Culture, Lanarkshire Valuation Joint Board, SEEMiS LLp.) RSch 2, Part 2, para 12(c) Whether, in respect of an admission body providing a service in respect of outsourced work, to set off against payments due to that body any sums due from that body to the Fund The Council will consider any application of this discretion on a case-by- case basis. R9(1) to R9(4) Determine the rate of employee’s contributions The council will exercise this discretion; the employee’s rate of contributions will be determined in accordance with these regulations and from the guidance issued by the Scottish Ministers. R9(8) Determine intervals at which employees’ contributions are to be made The council will exercise this discretion; employees’ contributions will be aligned to the Council’s 4 weekly pay cycle. R16(2)(e)* & R16(4)(d)* Whether, how much, and in what circumstances to contribute to a shared cost APC scheme The Council will exercise this discretion. R16(16) Whether to extend 30 day deadline for member to elect for a shared cost APC upon return from a period of absence from work with permission with no pensionable pay (otherwise than because of illness or injury, relevant child-related leave or reserve force service leave) The Council will exercise this discretion. 145
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OFFICIAL OFFICIAL 4 R17(1) & definition of SCAVC in RSch 1 Whether, and in what circumstances to contribute to a shared cost AVC scheme. The council will exercise this discretion and shall establish a shared cost AVC scheme, which members will have the option to elect to participate in TP15(1)(b) & L65(8) & former L65(9)(b) Allow late application to convert scheme AVCs into membership credit i.e. allow application more than 30 days after cessation of active membership (where AVC arrangement was entered into before 30/6/05) The council will not exercise this discretion. R19(2) No right to a return of contributions due to an offence of a fraudulent character or grave misconduct unless the employer directs a total or partial refund is to be made The council will exercise this discretion and will not direct a return of contributions in the event of an offence of a fraudulent character or grave misconduct. R20(1)(b) Specify in an employee’s contract what other payments or benefits, other than those specified in R20(1)(a) and not otherwise precluded by R20(2), are to be pensionable The council will exercise this discretion. Elements of pay received by an employee, other than those specified in these regulations and not otherwise precluded, will only be pensionable if specified as such in the member’s contract of employment. This will be determined in accordance with SPPA guidance on the matter. R21(5) In determining Assumed Pensionable Pay (APP), whether a lump sum payment made in the previous 12 months is a “regular lump sum” The council will exercise this discretion on a case-by-case basis. A determination will only be made if there is a reasonable expectation that such a payment would be paid on a regular basis. R22(7B) Whether to extend the 12-month option period for a member to elect that post 2015 deferred benefits should not be aggregated with an ongoing concurrent employment The council will exercise this discretion on a case-by-case basis. It will not normally extend the 12-month time limit but may do so if exceptional circumstances can be demonstrated. Each case will be considered on its merits. 146
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OFFICIAL OFFICIAL 5 R22(8B) Whether to extend the 12-month option period for a member to elect that post 2015 deferred benefits should not be aggregated with a new employment The council will exercise this discretion on a case-by-case basis. It will not normally extend the 12-month time limit but may do so if exceptional circumstances can be demonstrated. Each case will be considered on its merits. TP10(6) Whether to extend the 12-month option period for a member to elect that pre 2015 deferred benefits for a member who re-joined post 31 March 2015 can be aggregated to purchase an amount of CARE pension The council will exercise this discretion on a case-by-case basis. It will not normally extend the 12-month time limit but may do so if exceptional circumstances can be demonstrated. Each case will be considered on its merits. R29(7)* & TP11(2) Whether all or some benefits can be paid if an employee reduces their hours or grade prior to age 60 (flexible retirement) The council will exercise this discretion. Arrangements and eligibility criteria are set out in the Council’s flexible retirement policy. R29(9)* and TPSch 2, para 2(1) Whether to waive, in whole or in part, any actuarial reduction on benefits paid on flexible retirement. Note: any resultant strain cost from the exercise of this discretion will be charged to the employer regardless of the member’s age at date of retirement. The council will not exercise this discretion. R29(9)* Whether to waive, in whole or in part, actuarial reduction on benefits which a member voluntarily draws before normal pension age, other than on the grounds of flexible retirement (where the member only has post 31/3/15 membership) Note: any resultant strain costs due to the exercise of this discretion will be charged to the employer regardless of the employee’s age. The council will not exercise this discretion. . 147
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OFFICIAL OFFICIAL 6 TPSch 2, paras 1(2) and 2(1)* Whether to apply the 85 year rule for a member voluntarily drawing benefits, with employer consent, on or after age 55 and before age 60 (other than on the grounds of flexible retirement). The council will not exercise this discretion. TP3(1), TPSch 2, para 2(1) * Whether to waive, in whole or in part, any actuarial reduction on pre and post April 2015 benefits which a member voluntarily draws before normal pension age other than on the grounds of flexible retirement (where the member has both pre 1/4/15 and post 31/3/15 membership and is subject to the 85 year rule) The council will not exercise this discretion. TP3(1), (5) and (12), TPSch 2, para 2(1) Whether to waive, in whole or in part, any actuarial reduction on pre and post April 2015 benefits which a member voluntarily draws before normal pension age other than on the grounds of flexible retirement (where the member has both pre 1/4/15 and post 31/3/15 membership) The council will exercise this discretion. Each case will be considered on an individual basis taking into account costs to the council, impact on service delivery and the particular personal circumstances of the member. R30* Whether to grant additional pension to an active member or within 6 months of ceasing to be an active member by reason of redundancy or business efficiency (by up to £5,000 p.a.) The council will not exercise this discretion. R86(1) & (8) R86(4) Whether to apply to Scottish Ministers for a forfeiture certificate (where a member is convicted of a relevant offence) and subsequently whether to direct that benefits The council will exercise this discretion and after considering each case on its individual merits, may apply for a forfeiture certificate where a member is convicted of a relevant offence and, following the issue of the certificate, may direct that benefits are to be forfeited. 148
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OFFICIAL OFFICIAL 7 are to be forfeited (other than rights to GMP – but see R89 below) R87(2) Whether to recover from the fund any monetary obligation or, if less, the value of the member’s benefits (other than transferred in pension rights or AVCs / SCAVCs) where the obligation was as a result of a criminal, negligent or fraudulent act or omission in connection with the employment and as a result of which the person has left the employment. The council will exercise this discretion. After considering each case on its individual merits, the Council may recover the amount of loss in cases of criminal, negligent or fraudulent acts by a member from Strathclyde Pension Fund. R89 Whether, if the member has committed treason or been imprisoned for at least 10 years for one or more offences under the Official Secrets Acts, forfeiture under R86 or recovery of a monetary obligation under R87 should deprive the member or the member’s surviving spouse or civil partner of any GMP entitlement The council will not exercise this discretion. R90(5) Decide whether to issue a Certificate of Protection if the member does not request one within 12 months of a reduction or restriction in pay The Council will exercise this discretion and will issue a Certificate of Protection of pension benefits if requested by the employee within twelve months of the date of reduction. A certificate may be issued on application from the member out with the 12-month period specified in the regulations if exceptional circumstances can be demonstrated, such as the employee being unaware of this facility. R93(1)(b) Agree to bulk transfer payment The Council will consult with SPFO and the fund actuaries in this regard. 149
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OFFICIAL OFFICIAL 8 R95(6) Extend normal time limit for acceptance of a transfer value beyond the 12 month time limit from joining the LGPS The council will exercise this discretion. Although it will not generally extend the normal time limit for acceptance of a transfer value beyond 12 months from joining the scheme it may do so where exceptional circumstances can be proved. Each case will be considered on its individual merits including if there would be any financial impact on the council and/or the Pension Fund. TP3(6), TP4(6)(c), TP8(4), TP10(2)(a), TP17(2)(b) & B11(2) Whether to allow a member to select final pay period for fees to be any 3 consecutive years ending in the 10 years prior to leaving and ending on the anniversary of the date of leaving The council will allow a member to select final pay for fees to be any three consecutive years ending 31st March in the 10 years prior to leaving. The council agree that this will automatically be done by SPFO. TP3(1)(a), A43(5) Issue a certificate of protection of pension benefits where eligible non-councillor member fails to apply for one (pay cuts / restrictions occurring pre 01 04 15) The council will exercise this discretion. A certificate of protection will be automatically issued within twelve months of the date of reduction. R 29 (6) and 29 (9) Whether to grant application to waive all or part of the actuarial reduction applied for early payment of benefits on or after age 55 The Council will not exercise this discretion. 150
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OFFICIAL OFFICIAL 9 TABLE 2 The following table details discretions in relation to scheme members who ceased active membership on or after 01 04 15 and before 30 05 18, being discretions under: - the Local Government Pension Scheme (Administration) (Scotland) Regulations 2008 [prefix A] - the Local Government Pension Scheme (Benefits, Membership and Contributions) (Scotland) Regulations 2008 (as amended) [prefix B] - the Local Government Pension Scheme (Transitional Provisions) (Scotland) Regulations 2008 [prefix T] - the Local Government Pension Scheme (Transitional Provisions and Savings) (Scotland) Regulations 2014 [prefix TP] - the Local Government Pension Scheme (Scotland) Regulations 2014 [prefix R2 - the Local Government Pension Scheme (Scotland) Regulations 2018[prefix R - the Local Government Pension Scheme (Scotland) Regulations 1998 (as amended) [prefix L] Regulation Discretion South Lanarkshire Council’s policy on the exercise of this discretion TP15(1)(b) & L65(8) & former L65(9)(b) Allow late application to convert scheme AVCs into membership credit i.e. allow application more than 30 days after cessation of active membership (where AVC arrangement was entered into before 30/6/05) The council will not exercise this discretion. TP10(6) Whether to extend the 12 month option period for a member to elect that pre 2015 deferred benefits for a member who re-joined post 31 March 2015 can be aggregated to purchase an amount of CARE pension The council will exercise this discretion. Although it will not normally extend the 12-month time limit but may do so if exceptional circumstances can be demonstrated. Each case will be considered on its merits. R2 ~ 29(9)* Whether to waive, in whole or in part, actuarial reduction on benefits which a member voluntarily draws before normal pension age, other than on the grounds of flexible retirement (where the member only has post 31/3/15 membership) The council will not exercise this discretion. 151
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OFFICIAL OFFICIAL 10 Note: any resultant strain costs due to the exercise of this discretion will be charged to the employer regardless of the employee’s age. TPSch 2, paras 1(2) and 2(1)* Whether to apply the 85 year rule for a member voluntarily drawing benefits, with employer consent, on or after age 55 and before age 60 (other than on the grounds of flexible retirement). The council will not exercise this discretion. TP3(1), TPSch 2, para 2(1) * Whether to waive, in whole or in part, any actuarial reduction on pre and post April 2015 benefits which a member voluntarily draws before normal pension age other than on the grounds of flexible retirement (where the member has both pre 1/4/15 and post 31/3/15 membership and is subject to the 85 year rule) The council will not exercise this discretion. TP3(1), (5) and (12), TPSch 2, para 2(1) Whether to waive, in whole or in part, any actuarial reduction on pre and post April 2015 benefits which a member voluntarily draws before normal pension age other than on the grounds of flexible retirement (where the member has both pre 1/4/15 and post 31/3/15 membership) The council will not exercise this discretion. 152
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OFFICIAL OFFICIAL 11 R2 ~ 89(1) & (8) R2 ~ 89(4) Whether to apply to Scottish Ministers for a forfeiture certificate (where a member is convicted of a relevant offence) and subsequently whether to direct that benefits are to be forfeited (other than rights to GMP – but see R2 ~ 92 below) The council will exercise this discretion and will apply for a forfeiture certificate where a member is convicted of a relevant offence and, following the issue of the certificate, may direct that benefits are to be forfeited. R2 ~ 90(2) Whether to recover from the fund any monetary obligation or, if less, the value of the member’s benefits (other than transferred in pension rights or AVCs / SCAVCs) where the obligation was as a result of a criminal, negligent or fraudulent act or omission in connection with the employment and as a result of which the person has left the employment. The council will exercise this discretion. After considering each case on its individual merits, the council may recover from Strathclyde Pension Fund the amount of loss in cases of criminal, negligent or fraudulent acts by a member. R2 ~ 92 Whether, if the member has committed treason or been imprisoned for at least 10 years for one or more offences under the Official Secrets Acts, forfeiture under R2 ~ 89(1) & (8) or recovery of a monetary obligation under R2 ~ 89(4) should deprive the member or the member’s surviving spouse or civil partner of any GMP entitlement The council will not exercise this discretion. R2 ~ 93(5) Decide whether to issue a Certificate of Protection if the member does not request one within 12 months of a reduction or restriction in pay The council will exercise this discretion. A Certificate of Protection of pension benefits will be automatically within twelve months of the date of reduction. A certificate may be issued on application from the member out with the 12 month period specified in the regulations if exceptional circumstances can be provided. R2 ~ 95(1)(b) Agree to bulk transfer payment The council will exercise this discretion and will consult with SPFO and the fund actuaries in this regard. 153
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OFFICIAL OFFICIAL 12 TP3(6), TP4(6)(c), TP8(4), TP10(2)(a), TP17(2)(b) & B11(2) Whether to allow a member to select final pay period for fees to be any 3 consecutive years ending in the 10 years prior to leaving and ending on the anniversary of the date of leaving The council will allow a member to select final pay for fees to be any three consecutive years ending 31st March in the 10 years prior to leaving. The council agree that this will automatically be done by SPFO. TP3(1)(a), A43(5) Issue a certificate of protection of pension benefits where eligible non-councillor member fails to apply for one (pay cuts / restrictions occurring pre 01 04 15) (The council will exercise this discretion. A Certificate of Protection of pension benefits will be automatically within twelve months of the date of reduction. A certificate may be issued on application from the member out with the 12-month period specified in the regulations if exceptional circumstances can be provided. R2 29 (6) and 29 (9) Whether to grant application to waive all or part of the actuarial reduction applied for early payment of benefits on or after age 55 The council will not exercise this discretion. 154
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OFFICIAL OFFICIAL 13 TABLE 3 The following table details discretions in relation to scheme members who ceased active membership on or after 01 04 09 and before 01 04 15, being discretions under: - the Local Government Pension Scheme (Administration) (Scotland) Regulations 2008 [prefix A] - the Local Government Pension Scheme (Benefits, Membership and Contributions) (Scotland) Regulations 2008 (as amended) [prefix B] - the Local Government Pension Scheme (Transitional Provisions) (Scotland) Regulations 2008 [prefix T] - the Local Government Pension Scheme (Transitional Provisions and Savings) (Scotland) Regulations 2014 [prefix TP] - the Local Government Pension Scheme (Scotland) Regulations 2014 [prefix R2 - the Local Government Pension Scheme (Scotland) Regulations 2014 [prefix R- the Local Government Pension Scheme (Scotland) Regulations 1998 (as amended) [prefix L] Regulation Discretion South Lanarkshire Council Policy on the exercise of this discretion A42(2) No right to a return of contributions due to an offence of a fraudulent character or grave misconduct unless the employer directs a total or partial refund is to be made The council will exercise this discretion and will not direct a return of contributions in the event of an offence of a fraudulent character or grave misconduct. A43(5) Employer may issue a certificate of protection where an employee fails to apply for one. The council will exercise this discretion. A Certificate of Protection of pension benefits will be automatically within twelve months of the date of reduction. A certificate may be issued on application from the member outwith the 12-month period specified in the regulations if exceptional circumstances can be provided. A45 (1) & (2) Whether Contribution Equivalent Premium (CEP) in excess of the Certified Amount (CA) recovered from a refund of contributions can be recovered from the Pension Fund The council will not exercise this discretion. A66 (2) & (6) A67 (1) & (2) Whether to apply for a forfeiture certificate (where a member is convicted of a relevant The council will exercise this discretion and may apply for a forfeiture certificate where a member is convicted of a relevant offence and following the issue of the certificate, direct that benefits are to be forfeited. 155
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OFFICIAL OFFICIAL 14 offence) and subsequently whether to direct that benefits are to be forfeited. A68(2) Whether to recover from the fund any monetary obligation or, if less, the value of the member’s benefits (other than transferred in pension rights or AVCs / SCAVCs) where the obligation was as a result of a criminal, negligent or fraudulent act or omission in connection with the employment and as a result of which the person has left the employment. The council will exercise this discretion. After considering each case on its individual merits, the council may recover from Strathclyde Pension Fund the amount of loss in cases of criminal, negligent or fraudulent acts by a member. A70(2) & (3) Whether to recover from the fund any financial loss caused by fraudulent offence or grave misconduct of an employee(who has left because of that) or amount of refund if less The council will exercise this discretion. After considering each case on its individual merits, the council may recover from Strathclyde Pension Fund the amount of loss caused by fraudulent offence or grave misconduct of the employee (who has left because of that) or the amount of refund if less. B11(2) Whether to allow a member to select a final pay period for fees to be any three consecutive years ending with 31st March in the 10 years prior to leaving. The council will allow a member to select final pay for fees to be any three consecutive years ending 31st March in the 10 years prior to leaving. The council agree that this will automatically be done by SPF. B30(5)* Whether to waive, on compassionate grounds, the actuarial reduction applied to deferred benefits paid early The council will exercise this discretion and may consider waiving the actuarial reduction on compassionate grounds with each case considered on its merits taking into account costs to the council, impact on service delivery and the particular circumstances of the individual. 156
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OFFICIAL OFFICIAL 15 TABLE 4 The following table details our discretions under the Local Government Pension Scheme (Scotland) Regulations 1998 (as amended) in relation to pre 01 04 09 scheme leavers. Regulation Discretion South Lanarkshire Council’s policy on the exercise of this discretion 30 (5)* Waive, on compassionate grounds, the actuarial reduction applied to benefits paid early for a post 31 03 98 / pre 01 04 09 leaver Note: any resultant strain cost from the exercise of this discretion will be charged to the employer regardless of the member’s age at date of retirement The Council will exercise this discretion and will consider each case on its individual merits, taking into account costs to the council, impact of service delivery and the particular personal circumstances of the member. 30 (7A)* Pre 01 04 09 optants out only to get benefits paid from NRD if employer agrees The Council will exercise this discretion and will consider each case on its individual merits, taking into account costs to the council, impact of n service delivery and the particular personal circumstances of the member. 33 (1)(b) Decide, in the absence from a post 31 03 98 / pre 01 04 09 leaver of an election from the member within 3 months of being able to elect, which benefit is to be paid where the member would be entitled to a pension or retirement grant under 2 or more regulations in respect of the same period of Scheme membership The Council will exercise this discretion in partnership with SPFO. 70(7)(a) Consent to a member’s former employer assigning to the new employer rights under any SCAVC life assurance policy The Council will not exercise this discretion. 157
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OFFICIAL OFFICIAL 16 87 (2) No right to return of contributions due to offence of a fraudulent character unless employer directs a total or partial refund is to be made (pre 01 04 09 leavers) The Council will not exercise this discretion and will not direct a return of contributions in the event of an offence of a fraudulent character or grave misconduct. 91 Contribution Equivalent Premium (CEP) in excess of the Certified Amount (CA) recovered from a refund of contributions can be recovered from the Pension Fund (pre 01 04 09 leavers) The Council will not exercise this discretion. 111(2) &(5) 112(1) Forfeiture of pension rights on issue of Secretary of State’s certificate (pre 01 04 09 leavers) Where forfeiture certificate is issued, direct interim payments out of Pension Fund until decision is taken to either apply the certificate or to pay benefits (pre 01 04 09 leavers) The Council will exercise this discretion and will consider each case on its merits, the Council may apply for a forfeiture certificate where a member is convicted of a relevant offence and, following the issue of the certificate, direct that benefits are to be forfeited. 113(2) Recovery from Fund of monetary obligation owed by former employee or, if less, the value of the member’s benefits (other than transferred in pension rights) (pre 01 04 09 leavers) The Council will exercise this discretion in line with the national guidance on fraud and in situations where there is no provision through other policies. 115(2) & (3) Recovery from Fund of financial loss caused by employee, or amount of refund if less (pre 01 04 09 leavers) The Council will exercise this discretion in line with the national guidance on fraud and in situations where there is no provision through other policies. 158
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OFFICIAL OFFICIAL 17 TABLE 5 The following table details our discretions under the Local Government (Discretionary Payments and Injury Benefits) (Scotland) Regulations 1998 (as amended) D 4 (1) Power to increase statutory redundancy payments above statutory weekly pay limit South Lanarkshire Council will exercise this discretion as set out in the early retirement and voluntary severance guidance. Redundancy payments will be based on actual weeks’ pay. D 8(1) Decision on whether to award compensatory added years to an individual on retirement on efficiency / redundancy Grounds The Council will exercise this discretion and will award the maximum enhancement of up to 6 2/3 years on redundancy grounds and up to 10 years on efficiency grounds as set out in the early retirement and voluntary severance guidance. D 35 Decision to award up to 104 weeks compensation instead of compensatory added years The Council will exercise this discretion and will award lump sum compensation of up to 66 weeks’ pay in cases of redundancy or termination of employment on efficiency grounds instead of CAY as set out in the early retirement and voluntary severance guidance. 159
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Review of Procurement Strategy for 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on progress in the Procurement Strategy Action Plan to March 2025 present the annual review of the Procurement Strategy for 2025/2026 present the Procurement Strategy Action Plan for 2025/2026 [1purpose] 2. Recommendation(s) 2.1. Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted. 1recs] 3. Background 3.1. The Council’s Procurement Strategy 2023 to 2028 was approved by Executive Committee on 17 May 2023. 3.2. In accordance with the Procurement Reform (Scotland) Act 2014, the Council must carry out an annual review of the Procurement Strategy. Progress on the delivery of the associated action plan is also reported at six monthly intervals to Finance and Corporate Resources Committee. 4. Procurement Strategy and Action Plan Update 2023/2024 4.1. The Procurement Strategy 2023 to 2028 included seven key strategic objectives, which linked to key outcomes for the Procurement Service. An update on each of these objectives and evidence of progress in working towards these outcomes is included in Appendix 1 with highlights included below:- implementation of new procurement and purchasing arrangements under Oracle Fusion, including electronic authorisation of contracts continuation of the Council’s Procured Spend Review project, with efficiencies of £0.9 million approved in the 2025/2026 budget increased level of spend with local enterprises in the 6 months to September 2024, with annual performance to be confirmed delivery of payment of Living Wage in all Social Care contracts, uplifted in April 2024 4.2. The Procurement Strategy Action Plan included specific projects for 2024/2025, in support of the strategic objectives. An update on progress across each of the actions to the end of March 2025 is provided in Appendix 2. 13 161
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4.3. A total of 8 actions were included in the action plan for 2024/2025, all of which are complete, with highlights below:- Oracle Fusion Procure to Pay functions successfully implemented with new operating model for payables and purchasing from April 2024 progress in embedding climate sustainability in procurement, including Resource training on sustainable procurement guidance implement improved Community Benefit monitoring and outcomes through new Cenefits software, including reporting on Community Benefits in Procurement Annual Report 5. Procurement Strategy 2020 to 2023 review 5.1. The Council is required to review the Procurement Strategy annually and this is the second annual review of the Procurement Strategy 2023 to 2028. The updated Strategy is included in Appendix 3. 5.2. The key strategic objectives, listed below, have been reviewed and updated to reflect current priorities and emerging issues:- Compliance Value for Money Collaboration Contract and Supplier Management Fair Work First Sustainable and Ethical Community Wealth Building 5.3. A number of strategic objectives have been expanded during this review period, including:- Sustainable Procurement: aiming to move to Level 4 in Process and Reporting from current performance at Level 3. Contractor and Supplier Management: contribute to the Council’s commitment to the Armed Forces Covenant and Breastfeeding Friendly Scotland by encouraging suppliers to participate in the schemes. Contractor and Supplier Management: ensure the Council’s obligations under the Safe Staffing Act 2019 are included in all relevant contracts. 6. Procurement Strategy Action Plan 2025/2026 6.1. Appendix 4 details the Procurement Strategy Action Plan proposed for 2025/2026. 6.2. These specific actions contribute towards the achievement of the procurement strategic objectives and include:- continued focus on procurement compliance, reflecting the new arrangements under Oracle Fusion introduction of whole life costing process for appropriate contracts update sourcing strategy and tender documentation for the Safe Staffing Act, Armed Forces Covenant and Breastfeeding Friendly scheme 7. Employee Implications 7.1. There are no employee implications. 162
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8. Financial Implications 8.1. There are no direct financial implications associated with this report. 9. Climate Change, Sustainability and Environmental Implications 9.1. The Procurement Service are working with the Scottish Government’s Sustainable Toolkit, which aims to embed sustainable procurement into the Council’s procurement processes and monitors progress in achieving the Sustainable Procurement Duty, including Climate Change objectives. 10. Other Implications 10.1. The Procurement Reform (Scotland) Act 2014 requires any public organisation, which has an estimated total annual value of regulated procurement spend of £5 million or more, to prepare and publish a Procurement Strategy. An organisation must also review its Procurement Strategy annually and make such revisions as it considers appropriate for the purposes of the Act. The risk of non-compliance is mitigated by the proposals in this report. 11. Integrated Impact Assessment and Consultation Requirements 11.1. There is no requirement to carry out an equality impact assessment in terms of the proposals contained within this report. 11.2. Consultation on the revised Procurement Strategy and Procurement Strategy Action Plan for 2025/2026 has been carried out with the Procurement Network and all Resource Heads of Service. Jackie Taylor Executive Director (Finance and Corporate Resources) 12 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Procurement Strategy 2023 to 2028, Executive Committee 17 May 2023 Procurement Strategy review 2024/2025 Finance and Corporate Resources Committee 22 May 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Name: Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 163
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Appendix 1 Procurement Strategy 2023-2028 Key Objectives Objective Aim Outcome Progress Assessment of progress Compliance Ensure compliance with Procurement Regulations and the Council’s Standing Orders on Contracts Improve compliance and mitigate risk of contract challenge Procurement continues to monitor compliance with regulations and Standing Orders on Contracts across the Council, as evidenced by • Implementation of new procurement and purchasing arrangements under Oracle Fusion, including electronic authorisation of contracts. • Action plan to address compliance issues across specific targeted areas Satisfactory Value for Money To secure Best Value, balancing cost and quality of service and support the Council in achieving budget savings Improved Value for Money in support of the Council's Financial Strategy We continue to work with Resources in recognising demand and cost drivers and identifying opportunities for efficiencies, as evidenced by: • Procured Spend review under Council’s Transformational Review Programme • Management of price increase requests given inflationary and eNIC pressures. Satisfactory Collaborative Identify and influence collaborative opportunities to work with public partners and drive value through the power of public sector procurement Improved levels of collaborative activity and delivery of efficiencies We continue to engage with procurement partners to identify collaborative opportunities and influence development of Satisfactory 164
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collaborative working, as evidenced by: • 90% participation in Scotland Excel frameworks • Positive engagement with Scottish Procurement Alliance, Procurement for Housing and Hub South West Contract and Supplier Management Support Resources to take a proactive approach to contract and supplier management to achieve innovation and value in contract delivery Ensure suppliers meet contractual obligations, drive improvements in supplier performance and achieve efficiency improvements We can demonstrate an improved approach to contract and supplier management, as evidenced by: • Improved levels of engagement with Social Care providers • Development of new electronic performance appraisal arrangements in Oracle Fusion. • Increased engagement to drive value in contracts through Procured Spend Review Satisfactory Fair Work First Work with suppliers to improve Fair Work First, including payment of the Living Wage and compliance with Council Charters Improved Fair Work First and Living Wage for those involved in delivery of Council contracts We continue to promote Fair Work First and payment of the Living Wage, as evidenced by: • Annual confirmation of payment of Living Wage in all Social Care contracts • Continued focus on Fair Work First recommendations from Scottish Government included in all appropriate tenders. Satisfactory Sustainable and Ethical Secure wider social, economic and environmental benefits through contracts as set out in Meet the Sustainable Procurement Duty Procurement continues to self- assess progress using the Scottish Government’s Flexible Framework to Satisfactory 165
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the Sustainable Procurement Duty assess the organisational approach to sustainable procurement. • Rollout of sustainable procurement training to Resource contract managers. • Training for procurement team on Whole Life Costing. Community Wealth Building Support and encourage the local economy to grow sustainably through the effective use of procurement to develop local communities and maximise use of Community Benefits Ensure the spending power of the Council and Community Benefits contribute towards Community Wealth and achieve National Outcomes Procurement contributes to the local spend pillar under the Community Wealth Building Strategy, as evidenced by: • Demonstrating increased levels of local spend to September 2024 (with publication of performance to April 2025 to follow). Satisfactory 166
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Appendix 2 Procurement Strategy Action Plan 2024/2025 to 31 March 2025 Action Strategic Objective Responsibility Timescale Status Update Sustainable Procurement toolkit progress: update Flexible Framework 6 monthly: aiming to move to Level 3 in People, Process, Stakeholders and Reporting from current performance at Level 2. Sustainable and Ethical Procurement 31 March 2025 Complete Achieved Level 4 in People and Strategy and Level 3 in Process, Stakeholders and Reporting. Implement improved Community Benefit monitoring and outcomes through new Cenefits software, including reporting on Community Benefits in Procurement Annual Report. Sustainable and Ethical / Community Wealth Building Procurement / Resources 31 March 2025 Complete Cenefits software successfully implemented and monitoring information on Community Benefits available for Procurement Network, CMT and Procurement Annual Report. Progress the action plan for the Spend Pillar to support the delivery of the objectives of the Community Wealth Building strategy. Community Wealth Building Procurement / Economic Development 31 March 2025 Complete Achieved procurement actions on Community Wealth Building Action Plan, with local spend performance indicator to be confirmed for 24/25. Continue to monitor the impact of new Fair Work First framework and monitor Scottish Government guidance on Living Wage. Fair Work First Procurement 31 March 2024 Complete Fair Work First standards and Living Wage guidance embedded in appropriate contracts. Continue to monitor the implications of introduction of National Care Service on Social Care commissioning arrangements. Contract and Supplier Management Procurement and H&SCP 31 March 2025 Complete No longer required, given Scottish Government decision to remove Care Service from the Bill, although new commissioning obligations under the Bill will continue to be monitored 167
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Appendix 2 Procurement Strategy Action Plan 2024/2025 to 31 March 2025 Monitor impact of Oracle Fusion implementation on Procure to Pay functions, including achievement of system efficiencies in restructured payables and purchasing operating model and efficiencies from electronic workflow processes across Resources. Compliance Procurement 31 March 2025 Complete Implementation of Procure to Pay functions have progressed well in the first year of Oracle Fusion following go live in April 2024. Efficiencies have been achieved as targeted in the operating model. Implement new Oracle Fusion electronic workflow performance appraisal function to support Resource contract management. Contract and Supplier Management Procurement and Resources 31 March 2025 Complete Performance appraisal functionality developed, and priority contracts scheduled from April 2025. Rollout of Oracle Fusion supplier portal to transform supplier engagement with Procure to Pay processes to electronic self-serve access. Contract and Supplier Management Procurement 31 March 2025 Complete Successful adoption of first tranche of suppliers accessing self-serve purchasing and invoicing completed. 168
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Appendix 3 Procurement Strategy 2023-2028 Annual review 2025/2026 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 169
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Contents Section 1 Introduction by Executive Director of Finance and Corporate Resources Section 2 National and local context Section 3 Purpose and delivery of the Strategy Section 4 Strategic objectives 171
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Section 1: Introduction by Executive Director of Finance and Corporate Resources This Strategy sets out the vision for council procurement for 2023-2028, demonstrating our commitment to achieving value for money and contributing to national and local priorities. The council’s vision is to “improve the quality of life for everyone in South Lanarkshire” and the works, supplies and services procured by the council have a direct impact on delivery of our services, from social care and educational supplies to new build housing. The council’s spending power can play a key role in influencing a more prosperous and sustainable South Lanarkshire, including promoting jobs and growth, fair work and tackling climate change. Our aim is to build on achievements delivered by the council’s previous procurement strategies and embed the principles of public procurement: equal treatment, transparency, competition and accountability. This strategy will be reviewed annually, and our outcomes monitored in the annual procurement report. The strategic objectives will promote best practice in procurement activity across the council, supporting delivery of high quality, sustainable and efficient services from our suppliers. Economic conditions continue to be challenging, with significant supply chain and inflationary pressures impacting on the council’s budgets for works, goods and services. Procurement will continue to support the council and our local economy during these economic circumstances and our strategic objectives reflect the wider remit for public procurement in responding to the Climate Change Emergency and Community Wealth Building. We will continue to focus on delivery of quality and value for money procured services while supporting local supply chains and quality employment opportunities. Jackie Taylor Executive Director of Finance and Corporate Resources South Lanarkshire Council 172
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Section 2: National and Local context Public sector procurement in Scotland is valued at more than £11 billion per annum and the profile and remit of procurement activity continues to evolve and change. The overarching aim of public sector procurement continues to be delivery of public value, as set out in the Scottish Model of Procurement below: The council operates within the Scottish Government’s Procurement Journey, which ensures openness and transparency in our approach and clarity for stakeholders and suppliers. The National Performance Framework sets out how local government can contribute to achievement of National Outcomes. The framework aims to implement sustainable procurement and obliges the council to consider how procurement will improve society, the economy and communities under the Sustainable Procurement Duty. 173
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Local Priorities The council’s procurement strategy allows the council to set out how procurement activity will contribute to the council and Community Planning Partnership’s wider priorities and objectives, as set out in the council plan "Connect". Procurement is at the centre of the council’s Value of being “accountable, effective, efficient and transparent” and contribute to many of the council’s strategic outcomes, including: Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Good quality, suitable and sustainable places to live People live the healthiest lives possible 174
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Our Spend Profile The council spends in the region of £350m on externally procured goods, supplies and services annually, with significant areas of expenditure including social care (£118m and construction and property (£103m)). 34% 30% 6% 6% 6% 3%2% 13% South Lanarkshire Council Annual Procured Spend Social Care Construction and Property Waste & Environmental Services ICT Transport and Vehicles Utilities Food Other 175
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Section 3: Purpose and Delivery of Strategy Purpose of Strategy Under the Procurement Reform (Scotland) Act 2014, the council is required to publish a procurement strategy and review the objectives and outcomes annually. The strategy should establish the council’s strategic approach to procurement, setting out how we will deliver value for money and support delivery of national outcomes and the objectives set out in the council’s strategic plan. The council must also demonstrate how we will deliver the wider social, economic and environmental aims of procurement, as required by the sustainable procurement duty, while ensuring compliance with statutory duties and the council’s Standing Orders on Contracts. The purpose of our procurement strategy is to: • Set out clear objectives and provide a monitoring framework for reporting on our achievements and outcomes. Our strategic objectives are set out in Section 4. • Focus on people, processes and systems to deliver an effective and continually improving procurement service. Contracting Activity The council awards around 200 contracts above £50,000 each year, working within procurement regulations and our own Standing Orders on Contracts to ensure a compliant approach to contracts. We focus on open and connected procurement by publishing our Procurement Strategy and our forward plan of future opportunities is published in the Annual Procurement Report and Contract Register. We work with a range of collaborative partners in accessing framework opportunities, including Scotland Excel, Procurement for Housing, the Scottish Procurement Alliance, Crown Commercial Services and Hub South-West. The Procurement Service seek continual improvement with the Procurement and Commercial Improvement Programme, where we are currently ranked in the highest performance band and have developed a quality in house Trainee Procurement Officer graduate programme to develop talent and grow professional capacity. Strategic Objective 1 and 3 176
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Our Stakeholders Procurement works closely with both internal and external stakeholders to ensure works, goods and services are procured in accordance with strategic objectives to support the Council in delivering community services. Where appropriate, procurement arrangements will be determined by consultation feedback from community partners. Value for Money In responding to challenging economic conditions, Procurement is focused on supporting the Council to deliver Value for Money by: • Working closely with Resources in specifying works, goods and services and embedding a demand management approach. • Ensuring an open and competitive tendering approach to maximise value. • Working with collaborative partners to maximise public spending power. Strategic Objective 2 Community To support delivery of Council services to communities and contribute to positive economic growth, employment outcomes and net zero targets Suppliers Positive contract management approach with all suppliers and engagement with local SMEs and Supported Businesses for tender opportunities Colleagues Working with Council Resources and collaborative partners to deliver works, goods and services 177
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Supplier Engagement We are open and transparent in tendering activity and are committed to improving engagement with local SMEs and Supported Businesses under the council’s Community Wealth Building Strategy. This is a key strategic objective in supporting inclusive growth and fair employment opportunities: working closely with our partners in Economic Development and the Supplier Development Programme. The council has a number of performance measures in relation to supplier engagement and these are published in the Annual Procurement Report: • core trade spend with local enterprises • core trade spend across Lanarkshire and Glasgow City Region • payment of contractors and sub-contractors within 30 days Strategic Objective 4 and 7 Supplier Engagement Public Contracts Scotland Tender Opportunities •Meet the Buyer events •Talking Tenders •Pre-tender events •Build Lanarkshire •Prior Information Notices •Market Engagement •Contract Notices •Award Notices •Contract Register •Annual Procurement Report •Social Media 178
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Fair Work First and Real Living Wage The council assesses all appropriate contracts in accordance with the Scottish Government’s seven Fair Work First criteria, being: • Appropriate channels for effective voice, such as trade union recognition • Investment in workforce development • No inappropriate use of zero hours contracts • Action to tackle the gender pay gap and create a more diverse and inclusive workplace • Providing fair pay for workers, including payment of the Real Living Wage • Offer flexible and family friendly working practices for all workers from day one of employment • Oppose the use of fire and rehire practices The council encourages the payment of Living Wage in contracts and evaluates this as part of Fair Work First and continues to monitor Scottish Government guidance on Living Wage. Strategic Objective 5 Sustainable Procurement Duty and the Sustainable Procurement Tools The Council recognises the key links between our Sustainable Development and Climate Change Strategy and the Sustainable Procurement Duty. This places a duty on each procurement process to consider how to improve the economic, social, and environmental wellbeing of the authority's area, facilitate the involvement of small and medium enterprises, third sector bodies and supported businesses in the process, and promote innovation. The Council works with the Scottish Government’s Sustainable Procurement Tools to optimise the economic, social and environment outcomes of procurement activity. Strategic Objective 6 Flexible Framework • Continuous assessment of how effectively sustainable procurement duty is embedded within the organisation Prioritisation Tool • Identifies risks and opportunities for sustainable procurement at category level and establishes sustainable priorities in future tendering activity Sustainabilit y Test • Determines sustainable procurement outcomes at individual tender level, including life cycle mapping 179
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Procurement of Food The Procurement team work closely with Council services who procure food and drink to ensure contractual arrangements are sustainable, reliable and meet nutritional standards while delivering Best Value. In the coming years, the Council will also develop its Local Good Food Nation Plan as part of the requirements of the Good Food Nation (Scotland) Act 2022 and the role of public procurement of food in becoming a Good Food Nation will be considered. Strategic Objective 6 Community Benefits The Council seeks to maximise Community Benefits and will consider inclusion of Community Benefits in all suitable contracts above £50,000. We have developed a points menu to ensure that Community Benefits offered are commensurate with the value and term of the contract. Delivery of Community Benefits committed are monitored to maximise the positive impact on our communities. Our range of Community Benefits prioritises support for training and employment and support for young people and community groups. The council has a Community Wish-List process in place to match community requirements with contractual opportunities. Strategic Objective 7 Ensure that the council prepares, serves and promotes enjoyable, healthy and sustainable food in council properties and schools by seeking to meet the Soil Association Food for life standards Engage with partners and the private sector to explore and research opportunities to improvement public procurement of food, including in relation to the provision of local food Connect with the community, partners and the private sector to reduce the impacts of the food system on the environment and its contribution to climate change and promote animal welfare 180
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Section 4: Strategic Objectives The council has identified seven strategic objectives to support the Procurement Strategy. In this section, we set out how we will achieve each objective and what our target outcome will be. Compliance Value for Money Collaboration Contract and Supplier Management Fair Work First Sustainable and Ethical Community Wealth Building 181
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Objective 1: Compliance Aim: Ensure compliance with Procurement Regulations and the council’s Standing Orders on Contracts How to achieve • Be open and transparent in our approach and monitor awareness of, and compliance with, Standing Orders and regulations. • Procurement team members are capable, confident and empowered to support procurement activity across categories. Drive improvement in Procurement Team capability through the Scottish Procurement Competency Framework • Continue to invest in Trainee Procurement Officer Programme to develop professional future capacity. • Procurement processes and systems are efficient, cohesive, streamlined and fit for purpose. • Monitor non-contractual spend and work with Resources to improve compliance. • Monitor performance against target of paying invoices within 30 days. • Quarterly meetings of the council’s Procurement Network to develop and review processes to ensure consistent standards council wide. • Aim for continual improvement in Scottish Government’s Procurement and Commercial Improvement Programme. • Develop the council’s Oracle Fusion system to secure improvements in procure to pay processes. • Ensure appropriate controls in place to identify and prevent procurement fraud in accordance with the Council’s Counter Fraud, Bribery and Corruption Policy. Outcome: Improve compliance and mitigate risk of contract challenge and prevent fraud. Objective 2: Value for Money Aim: To secure Best Value, balancing cost and quality of service and support the council in achieving budget savings How to achieve • Support Resources in contract management, in recognition of challenging supply markets and inflationary pressures. • Recognise demand and cost drivers and work with Resources in identifying opportunities for efficiencies. • Implement principles of demand management, starting with “whether to buy” before “what to buy and how to buy”. • Implement Whole Life Costing approach to embed sustainability in long term value decisions. Outcome: Improved Value for Money in support of the council’s Financial Strategy Objective 3: Collaboration Aim: Identify and influence collaborative opportunities to work with public partners and drive value through the power of public sector procurement 182
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How to achieve: • Engage with procurement partners to identify collaborative opportunities and influence development of collaborative working. • Collaborative partners include Scotland Excel, Scottish Procurement Alliance, Procurement for Housing and Crown Commercial Services. • Make an active contribution to the design of collaborative arrangements to reflect the Council’s objectives. Outcome: Improved levels of collaborative activity and delivery of efficiencies Objective 4: Contract and Supplier Management Aim: Support Resources to take a proactive approach to contract and supplier management to achieve sustainability, innovation and value in contract delivery How to achieve • Engage with suppliers to monitor contract performance and drive improvements and efficiencies. • Influence suppliers to contribute to climate change and sustainability targets. • Implement electronic process for contract and supplier management. • Encourage suppliers to participate in the Armed Forces Covenant and Breastfeeding Friendly Scotland schemes • Ensure Council’s obligations under the Safe Staffing Act 2019 are included in all relevant contracts Outcome: Ensure suppliers meet contractual obligations, drive improvements in supplier performance and achieve efficiency improvements. Objective 5: Fair Work First Aim: Work with suppliers to implement Fair Work First standards, including payment of the Real Living Wage and compliance with council Charters. How to achieve • Assess Fair Work First and Real Living Wage in all appropriate contracts. • Monitor compliance with Construction Charter, Ethical Care Charter and Fair Tax Charters adopted by the council. Outcome: Improved Fair Work Practices and Real Living Wage for those involved in delivery of council contracts Objective 6: Sustainable and Ethical Aim: Secure wider social, economic and environmental benefits through contracts as set out in the Sustainable Procurement Duty How to achieve 183
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• Support the council’s response to the Climate Change Emergency by improving environmental outcomes from procurement, including net-zero and carbon reduction plans. • Embed sustainability measures in procurement through use of Scottish Government’s Sustainability Tools and life cycle costing in appropriate contracts. • Require supply chain transparency from contractors to ensure appropriate ethical standards, Modern Slavery and avoid use of sanctioned countries and individuals. • Work with Police Scotland in prevention of Fraud and Disruption of Serious and Organised Crime in all appropriate contracts. • Promote the highest standards in food procurement, including consideration of animal welfare standards, in our supply chains and in accordance with the Council’s Good Food Strategy Outcome: Meet the Sustainable Procurement Duty Objective 7: Community Wealth Building Aim: Support and encourage the local economy to grow sustainably through the effective use of procurement to develop local communities and maximise use of Community Benefits How to achieve • Expand the capability of local businesses and social enterprises to bid for public sector contracts with support from Economic Development and the Supplier Development Programme. • Build on our knowledge of market supply through further analysis of local capacity to identify new opportunities for local business to grow. • Increase levels of pre-market engagement before commissioning to shape the preparation of tender requirements and prepare potential local bidders. • Increase promotion of tender opportunities to local sectors • Encourage local suppliers to bid for Scotland Excel contract opportunities to increase local business share of collaborative contract spend by all Scottish public bodies. • Work with anchor institutions to explore further opportunities for more local spend • Maximise our approach to Community Benefits, including delivery of Community Wish List. • Ensure contractors deliver social investment where appropriate. • Review procurement practices to deliver more local spend where possible. Outcome: Ensure the spending power of the council and Community Benefits contribute towards Community Wealth and achieve National Outcomes 184
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Monitoring Framework Delivery of the procurement strategy will be supported by an annual action plan. Each year the annual plan will be reviewed with new actions identified relevant to delivery of the strategic objectives. A reporting and monitoring framework ensure high levels of governance surround the delivery of the procurement strategy, as follows: Annual review of the Procurement Strategy and six monthly update on strategic action plan reported to Committee. Procurement Update, including strategic action plan, Performance Indicators and High-Risk High Value projects reported to the council’s Corporate Management Team six monthly. Review of Sustainable Procurement Flexible Framework six monthly. Annual service planning exercise to plan procurement activity with Resources for the forthcoming year. Resource committee reports on Contracts Awarded every six months in accordance with Standing Orders on Contracts Annual Procurement Report published annually in accordance with legislative requirements and approved by Committee. Open and Transparent publication of the council’s Contract Register. 185
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Appendix 4 Procurement Strategy Action Plan 2025/2026 Action Strategic Objective Responsibility Timescale Sustainable Procurement toolkit progress: update Flexible Framework 6 monthly: aiming to move to Level 4 in Process and Reporting from current performance at Level 3. Sustainable and Ethical Procurement 31 March 2026 Progress introduction of Whole Life Costing approach Sustainable and Ethical Procurement 31 March 2026 Continue to monitor Community Benefit outcomes through Cenefits software, including reporting to Procurement Network, CMT and in Procurement Annual Report. Sustainable and Ethical / Community Wealth Building Procurement / Resources 31 March 2026 Progress the action plan for the Spend Pillar to support the delivery of the objectives of the Community Wealth Building strategy. Community Wealth Building Procurement / Economic Development 31 March 2026 Continue to monitor and respond to Scottish Government guidance on Living Wage. Fair Work First Procurement 31 March 2026 Continue to drive contractual and spend compliance through Oracle Fusion utilising electronic workflow processes across Resources. Compliance Procurement 31 March 2026 Monitor impact of new Oracle Fusion electronic workflow performance appraisal function to support Resource contract management. Contract and Supplier Management Procurement and Resources 30 September 2025 Continued rollout of Oracle Fusion supplier portal to transform supplier engagement with Procure to Pay processes to electronic self-serve access. Contract and Supplier Management Procurement 31 March 2026 Contribute to the Council’s commitment to the Armed Forces Covenant and Breastfeeding Friendly Scotland by encouraging suppliers to participate in the schemes. Contract and Supplier Management Procurement 30 September 2025 Ensure sourcing strategy and tender documents comply with new requirements of Safe Staffing Act 2019 Contract and Supplier Management Procurement and Legal 30 September 2025 To support the procurement requirements for the Council’s strategic investment programme Compliance Procurement 31 March 2026 Review of the approach to procurement service planning Compliance Procurement 31 December 2025 187
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 11 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Notification of Contracts Awarded: 1 October 2024 to 31 March 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification to Committee, in accordance with Standing Orders on Contracts, of contracts awarded by Finance and Corporate Resources during the period 1 October 2024 to 31 March 2025 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. The details of contracts awarded for the period 1 October 2024 to 31 March 2025, on the basis of lowest offer and/or most economically advantageous offer submitted, is provided at Appendix 1. 5. Employee Implications 5.1. There are no employee implications arising from this report. 6. Financial Implications 6.1. Appropriate budget provision is in place for all contracts awarded. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications arising from the information presented in this report. 14 189
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8. Other Implications 8.1. There are no direct risks or implications for sustainability in terms of the information contained in this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy nor recommend a change to an existing policy, function or strategy and therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 8 May 2025 Link(s) to Council Values/Priorities/Outcomes Value: Accountable, effective, efficient and transparent Previous Reference Finance and Corporate Resources Committee, 29 January 2025 List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.UK 190
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Appendix 1 Contracts Awarded by Finance and Corporate Resources over £50,000 in value Contract Reference Number Contract Description Provider Name Value Start Date End Date Extension Date Contract Award Date SLC/PS/FINCOR/ 20/114/DA1 Employability Academy South Lanarkshire College £420,000 01-Oct-2024 30-Sep-2025 30-Sep-2026 26-Sep-2024 SLC/FC/23/016 Legal Case Management System Civica UK Ltd £179,973 30-Sep-2024 29-Sep-2029 29-Sep-2031 26-Sep-2024 SLC/CE/24/031 Advice Pro Case Management System Licenses Software and Support (Employability) Advanced Case Management Solutions £117,249 01-May-2023 30-Apr-2026 30-Apr-2028 12-Oct-2024 SLC/FC/23/106 Provision of Moving and Assisting Training NHS Lanarkshire £332,611 28-Oct-2024 27-Oct-2027 27-Oct-2029 17-Oct-2024 SLC/FC/24/089 Oracle CRM Support Oracle Corporation UK Ltd £65,714 01-Sep-2024 31-Aug-2026 - 14-Nov-2024 SLC/FC/24/067 Mobile Device Management - Omnissa Workspace ONE Computacenter (UK) Ltd £130,200 29-Jan-2025 28-Jan-2026 - 04-Dec-2024 SLC/FC/24/097 HR Support – HCM Hypercare and Redwood Implementation Helen Kane HCM Limited £86,100 01-Nov-2024 31-May-2025 31-Aug-2025 06-Dec-2024 SLC/FC/24/102 Exor Roads Management Support Bentley Systems (UK) Ltd £197,315 25-Jan-2025 31-Dec-2025 - 16-Dec-2024 SLC/FC/24/108 Civica Tranman Fleet Management System Civica UK Ltd £165,340 01-Aug-2023 30-Sep-2028 30-Sep-2029 07-Jan-2025 SLC/FC/24/101 Procured Spend Review Renfrewshire Council (Scotland Excel) £200,000 27-Jan-2025 26-Jan-2027 - 23-Jan-2025 SLC/FC/23/008 Educational Digital Futures – Education ICT Managed Service RM Education Ltd £53,500,000 01-Oct-2025 30-Sep-2032 30-Sep-2037 03-Feb-2025 SLC/FC/24/074 Oracle - Technical Support Services Oracle Corporation UK Ltd £189,261 06-Apr-2025 05-Apr-2026 - 20-Feb-2025 SLC/FC/24/105 Cloud Hosted Process Mapping Software Engage Process Ltd £92,433 01-Mar-2025 29-Feb-2028 - 25-Feb-2025 SLC/FC/24/015 Security for Council Offices Securigroup services Ltd £169,284 01-Apr-2025 30-Sep-2025 31-Mar-2026 04-Mar-2025 SLC/FC/24/119 Lease Accounting and Portfolio Management System Softcat plc £68,618 19-Mar-2025 25-May-2028 25-May-2029 13-Mar-2025 SLC/FC/23/043 IT Service Management System IFS UK Ltd £160,000 01-Mar-2025 28-Feb-2027 - 17-Mar-2025 SLC/FC/24/103 ConSol Annual Maintenance and Technical Support Fujitsu Services £224,030 01-Apr-2025 31-Mar-2026 - 24-Mar-2025 191
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Contract Extensions for contracts over £50,000 in value Contract Reference Number Contract Description Provider Name Value Extension Value Start Date End Date Extension Date SLC/FC/23/045 IT Project Manager - Capita Consultancy Gravitas Recruitment Group Ltd £155,250 £51,750 22-Dec-2023 22-Jun-2025 13-Oct- 2024 SLC/SW/23/099 Assistive Technology Installation Care & Repair in South Lanarkshire £296,340 £148,170 01-Dec-2023 30-Nov-2025 25-Oct- 2024 SLC/FC/23/071 Capita One IT Project Lead Gravitas Recruitment Group Ltd £270,444 £76,335 13-Dec-2023 13-Jun-2025 28-Nov- 2024 SLC/FC/23/019 IT Project Delivery Manager (Integrated Housing & Property Management System) Gravitas Recruitment Group Ltd £284,375 £81,250 28-Aug-2023 28-Jun-2025 28-Nov- 2024 SLC/PS/FINCOR/ 20/130 Payment Acceptance Worldpay Ltd £557,500 £220,000 01-Nov-2022 31-Jan-2026 06-Feb- 2025 SLC/PS/FINCOR/ 19/088 Mini Competition from SX Provision of Debt Recovery and Sheriff Officer Services 0619 - Lot 1 Stirling Park & Co £198,000 £33,000 01-Apr-2020 28-Feb-2026 26-Feb- 2025 SLC/PS/FINCOR/19/003/A Debt Management and Diligence Services Stirling Park & Co £540,000 92,000 10-Apr-2020 31-Mar-2026 08-Mar- 2025 192