Agenda Document Pack - Finance and Corporate Resources Committee - 10/09/2025

South Lanarkshire Council · 10 September 2025
Back to Finance and Corporate Resources Committee — 10 September 2025 and its agenda

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Council Offices, Almada Street        
Hamilton, ML3 0AA 
Tuesday, 02 September 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, 10 September 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 
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BUSINESS 
1 Declaration of Interests 
2 Minutes of Previous Meeting
Minutes of the Finance and Corporate Resources Committee of 11 June 2025
submitted for approval as a correct record.  (Copy attached) 
5 - 12 
Monitoring Item(s) 
3 Finance and Corporate Resources - Revenue Budget Monitoring 2024/2025
Report dated 12 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
13 - 24 
4 Finance and Corporate Resources - Revenue Budget Monitoring 2025/2026
Report dated 12 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
25 - 36 
5 Finance and Corporate Resources Committee - Capital Budget Monitoring
2024/2025
Report dated 11 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
37 - 40 
6 Finance and Corporate Resources - Capital Budget Monitoring 2025/2026
Report dated 11 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
41 - 44 
7 Finance and Corporate Resources – Workforce Monitoring – 1 April to 30
June 2025
Report dated 4 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
45 - 52 
8 Council-wide Workforce Monitoring – 1 April to 30 June 2025
Report dated 4 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
53 - 72 
9 Treasury Management Activity – 2025/2026 First Quarter Review
Report dated 13 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
73 - 80 
Item(s) for Decision 
10  Finance and Corporate Resources' Workforce Plan 2025 to 2027
Report dated 5 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
81 - 126 
11  Learning and Development Strategy 2025 to 2027
Report dated 7 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
127 - 152 
12  Prudential Indicators, Treasury Management Activity and Annual
Investment Report 2024/2025
Report dated 20 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
153 - 174
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13  Revenue Collection and Approval for Write Offs
Report dated 20 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
175 - 180 
14  Short Term Lets Licence Fees for New Application Types
Report dated 4 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
181 - 184 
Item(s) for Noting 
15  Reserves Strategy
Report dated 14 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
185 - 190 
16  Common Good Update Report
Report dated 15 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
191 - 198 
17  Council Tax Paperless Billing
Report dated 7 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
199 - 202 
18  Money Matters Advice Service Annual Report 2024/2025
Report dated 20 August 2025 by the Executive Director (Finance and Corporate
Resources).  (Copy attached) 
203 - 238 
Urgent Business 
19  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 
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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 11 June 2025 
Chair:
Councillor Lesley McDonald 
Councillors Present:
Councillor Alex Allison, Councillor Walter Brogan (Depute), Councillor Mathew Buchanan, Councillor
Andy Carmichael, Councillor Maureen Chalmers, Councillor Andrea Cowan, Councillor Maureen
Devlin, Councillor Colin Dewar (substitute for Councillor Gladys Ferguson-Miller), Councillor Grant
Ferguson, Councillor Celine Handibode (Depute), Councillor Graeme Horne, Councillor Martin Hose,
Councillor Ross Lambie, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor
Elaine McDougall, Councillor John Ross, Councillor Graham Scott, Councillor Helen Toner (substitute
for Councillor Mary Donnelly), Councillor Kirsty Williams 
Councillors’ Apologies:
Councillor Margaret Cooper, Councillor Mary Donnelly, Councillor Joe Fagan (ex officio), Councillor
Gladys Ferguson-Miller, Councillor Katy Loudon, Councillor Mark McGeever, Councillor Mo Razzaq 
Chief Executive’s Service
T Little, Head of Communications and Strategy
Finance and Corporate Resources
J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); M Husband, Head of IT
Services; S Jessup, Administration Assistant; C Lyon, Administration Officer; M Milne, Head of
Personnel Services; L O’Hagan, Head of Finance (Strategy); 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 26 March
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 27 February 2025 were submitted for
approval as a correct record. 
The Committee decided: that the minutes be approved as a correct record. 
Councillor Dewar joined the meeting during consideration of the above item of business 
4 Minutes of the Recruitment Committee
The minutes of the meeting of the Recruitment Committee held on 23 April 2025 were submitted
for approval as a correct record. 
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The Committee decided: that the minutes be approved as a correct record. 
5 Finance and Corporate Resources - Workforce Monitoring – February and March
2025
A report dated 6 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted on the following employee information for Finance and Corporate Resources for the
period 1 February to 31 March 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 8 March 2025 
The Committee decided: that the report be noted. 
[Reference:  Minutes of 26 March 2025 (Paragraph 6)] 
6 Council-wide Workforce Monitoring – February and March 2025 
A report dated 6 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted on the following Council-wide employee information for the period 1 February 2 to 31
March 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 8 March 2025 
The Committee decided: that the report be noted. 
[Reference:  Minutes of 26 March 2025 (Paragraph 7)] 
7 Finance and Corporate Resource Plan – Quarter 4 Progress Report 2024/2025 
A report dated 13 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted on the Finance and Corporate Resource Plan Quarter 4 Progress Report for 2024/2025
for the period 1 April 2024 to 31 March 2025. 
The Resource Plan measures were rated using a traffic light system of red, amber or green as
well as blue (BRAG) which indicated that an action had been completed. 
Details were provided on:- 
 progress made in implementing the priority projects identified in the Resource Plan
2024/2025, as detailed in the Quarter 4 Progress Report, attached as Appendix 2 to the
report 
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 key achievements made by the Resource to date, as detailed in Section 5.3 of the report
 measures which had changed from Quarter 2 to Quarter 4, as detailed in Appendix 3 to the
report 
The Committee decided: 
(1) that the Finance and Corporate Resource Plan Quarter 4 Progress Report 2024/2025, as
summarised in paragraph 5.2. and attached as Appendix 2 of the report, be noted; 
(2) that the key achievements made by the Resource for the year, as detailed in paragraph 5.3.
of the report, be noted; 
(3) that the area for improvement, as detailed in paragraph 5.4. of the report, be noted; and 
(4) that the additional scrutiny of changes in measure status between Quarter 2 and Quarter 4,
as summarised at paragraph 5.5. and detailed at Appendix 3 of the report, be noted. 
[Reference:  Minutes of 21 August 2024 (Paragraph 12)] 
8 Finance and Corporate Resource Plan 2025/2026 
A report dated 13 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted on the Finance and Corporate Resource Plan 2025/2026. 
Details were provided on the Resource Plan for 2025/2026, attached as Appendix 1 to the report,
which outlined:- 
 key areas of focus for the year ahead
 resource outcomes
 measures and actions
 resourcing of the Plan 
Following approval at individual Resource Committees, the Resource Plans for 2025/2026 would
be submitted, as a pack, to the meeting of the Executive Committee to be held on 25 June 2025
for noting. 
The Resource had established a number of outcomes to support the delivery of the Council Plan,
Connect, in 2025/2026.  To support those outcomes, the Resource had developed performance
measures in an action plan, detailed in Section 4 of the Resource Plan.  Key or strategic measures
would be included in the Council Plan progress reports 2025/2026, with the remaining measures
being monitored and reported at Resource level. 
In line with the Council’s performance management arrangements, a mid-year progress report on
actions identified in the 2025/2026 Resource Plan and an end of year progress report respectively,
would be submitted to future meetings of the Committee. 
Once approved, the Resource Plan would be made available on the Council’s website. 
The Committee decided: 
[ (1) that the Finance and Corporate Resource Plan 2025/2026, attached as Appendix 1 to the
report, be approved; 
(2) that the Resource Plan 2025/2026 be uploaded to the Council’s website;  
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(3) that it be noted that, following Committee approval, all Resource Plans would be submitted
to the Executive Committee on 25 June 2025 for noting; and 
(4) that it be noted that Progress Reports on the Resource Plan 2025/2026 would be submitted,
at Quarter 2 and Quarter 4, to future meetings of this Committee. 
9 Revenue Collection and Approval for Write-Offs 
A report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted on:- 
 collection performance for the financial year 2024/2025 to 31 March 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 
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 annual
buoyancy target for South Lanarkshire Council in 2024/2025 had been set by the Scottish
Government at 0.9%. 
Buoyancy for 2024/2025 was 1.09%.  The tax base 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.  The Scottish Government would confirm the value before
payment was made to the Council and this could take some time based on previous experience. 
It was proposed that the following debts be written off:- 
 irrecoverable Council Tax accounts from 1993/1994 to 2024/2025 (including bulk write-off
for 2001/2002) to the value of £1,631,922.33 relating primarily to prescribed debt,
sequestrations and estates of the deceased
 irrecoverable non-domestic rates from 2023/2024 to 2025/2026 to the value of £168,511.50
relating primarily to debtors in liquidation, those who had ceased trading or had been
sequestrated
 BID levies totalling £2,001.15 administered by the Council on behalf of Hamilton, Carluke
and Lanark BID companies
 sundry debts to a value of £240,306.89
 former tenant rent arrears totalling £272,327.44 and factoring arrears of £265.50
 school meal debt totalling £107,000 (funded by Scottish Government grant of £224,000)  
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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 £1,631,922.33
 Non Domestic Rates from 2023/2024 to 2025/2026 totalling £168,511.50
 BID levies totalling £2,001.15
 sundry debts to a value of £240,306.89
 house rent and associated charges totalling £272,592.94
 school meal debt totalling £107,000 
[Reference:  Minutes of 26 March 2025 (Paragraph 8)] 
10 2025/2026 Information and Communication Technology (ICT) Asset Management
Plan 
A report dated 21 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted advising on the outcomes of the 2025/2026 Information and Communication
Technology (ICT) Asset Management Plan. 
The ICT Asset Management Plan outlined the priorities and strategies required to develop and
support the ICT asset estate which was in place to support the business objectives of the Council
whilst ensuring business continuity.  The plan highlighted the key actions planned for the year
ahead, ensuring that the Council’s ICT Assets were fit for purpose. 
Details of the key actions were provided in the report and a copy of the proposed 2025/2026 ICT
Asset Management Plan was attached as Appendix 1 to the report. 
The Committee decided: that the ICT Asset Management Plan for 2025/2026 be
approved 
[Reference:  Minutes of 22 May 2024 (Paragraph 11)] 
11 Gaelic Language Plan
A report dated 7 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted on the Gaelic Language Plan 2025 to 2030. 
The Gaelic Language (Scotland) Act was passed by the Scottish Parliament in 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 set out a strategy
to increase the occasions and circumstances in which Gaelic could be used with equity to English. 
One of the key features of the 2005 Act was 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 played 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.  
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The Council’s GLP 2025 to 2030, as detailed in Appendix 1 to the report, was a proportionate
response to the statutory duty that the Council had, acknowledging both the size of the Gaelic
speaking community and working within the financial climate that currently existed. 
Following a request from a member, the Head of Personnel Services agreed to link in with
Education Resources in terms of activities taking place at present and what was being done to
promote Gaelic and feed that information back to the member. 
In response to a member’s question, the Executive Director (Finance and Corporate Resources)
agreed to provide details on how much funding the Council received to all members of the
Committee. 
The Committee decided: that the Gaelic Language Plan 2025 to 2030, attached as
Appendix 1 of the report, be approved for final submission
to Bòrd na Gàidhlig. 
[Reference:  Minutes of the Executive Committee of 13 February 2019 (Paragraph 15)] 
12 Amendment to Local Government Pension Scheme Discretions Policy 
A report dated 11 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted on an amendment to the Council’s Statement of Policy in discretions in relation to the
Local Government Pensions Scheme (LGPS) 2015 (Scotland), as governed by the 2018
regulations. 
Employers participating in the Local Government Pension Scheme (LGPS) in Scotland were
required to formulate, publish and keep under review a policy statement on certain discretions
which they had the power to exercise in relation to members of the CARE pension scheme
(enacted on 1 April 2015).  Employers also had the same duties in relation to discretions relating
to members of pension schemes in place prior to 2015. 
The Council’s existing list of discretions, which also covered Lanarkshire Valuation Joint Board,
Seemis LLP and South Lanarkshire Leisure and Culture, had been approved by this Committee
on 18 March 2015. 
In 2016, the LGPS (Scotland) regulations were amended to provide employers with the discretion
to implement a shared cost additional voluntary contributions (SCVAC) via salary sacrifice.  A
saving linked to the introduction of this scheme was approved at the February 2025 budget
meeting.  The Council was working to implement a salary sacrifice scheme and had to
consequently update its discretions policy to that effect.  To align with the scheme being launched,
the Council was required to enable regulation 17 (clause 1) of the above regulations, which
provided employers with the discretion to offer their workforce the opportunity to contribute to a
salary sacrifice scheme (SCVAC). 
The updated policy statement on the Council’s employer discretions was detailed in full at
Appendix 1 to the report.  Once approved, the updated discretions policy would be published on
the Council’s intranet. 
The Committee decided: 
(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. 
[Reference:  Minutes of 18 March 2015 (Paragraph 9)] 
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13 Review of Procurement Strategy for 2025/2026
A report dated 12 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted on:-
 progress in the Procurement Strategy Action Plan to March 2025
 the annual review of the Procurement Strategy for 2025/2026
 the Procurement Strategy Action Plan for 2025/2026
The Council’s Procurement Strategy 2023 to 2028 was approved by the Executive Committee on
17 May 2023.
The Procurement Strategy 2023 to 2028 included 7 key strategic objectives, which linked to key
outcomes for the Procurement Service. An update on each of those objectives and evidence of
progress in working towards those outcomes was included in Appendix 1 to the report.
The Procurement Strategy Action Plan included specific projects for 2024/2025 in support of those
strategic objectives which included 8 actions. Progress made to the end of March 2025 was
detailed in Appendix 2 to the report.
The Council was required to review the Procurement Strategy annually and this was the second
review of the 2023 to 2028 Strategy. The updated Strategy was attached as Appendix 3 to the
report.
The key strategic objectives had been reviewed and updated to reflect current and emerging
issues and a number of strategic objectives had been expanded during this review period.
Appendix 4 detailed the proposed Procurement Strategy Action Plan for 2025/2026. The specific
actions contributed towards the achievement of the procurement strategic objectives and
included:-
 continued focus on procurement compliance, reflecting the new arrangements under Oracle
Fusion
 the introduction of whole life costing process for appropriate contracts
 an updated sourcing strategy and tender documentation for the Safe Staffing Act, Armed
Forces Covenant and Breastfeeding Friendly scheme
The Committee decided: that the report be noted.
[Reference: Minutes of 22 May 2024 (Paragraph 14) and Minutes of the Executive Committee of
17 May 2023 (Paragraph 12)]
14 Notification of Contracts Awarded - 1 October 2024 to 31 March 2025
A report dated 8 May 2025 by the Executive Director (Finance and Corporate Resources) was
submitted on contracts awarded by Finance and Corporate Resources during the period 1 October
2024 to 31 March 2025.
In terms of Standing Oder Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources
were required to notify the relevant Committee of contracts awarded. Details of the contracts
awarded by Finance and Corporate Resources were provided in the appendix to the report.
The Committee decided: that the report be noted.
[Reference: Minutes of 29 January 2025 (Paragraph 12)]
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15 Urgent Business 
There were no items of urgent business. 
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Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Finance and Corporate Resources - Revenue Budget
Monitoring 2024/2025 
1. Purpose of Report
1.1. The purpose of the report is to:-
[p
 provide information on the actual expenditure measured against the revenue
budget for the period 1 April 2024 to 31 March 2025 for Finance and Corporate
Resources
[1purpose]
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):
[recs]
(1) that the position to 31 March 2025 of a breakeven position after approved
transfer to reserves as detailed in Appendix A of the report be noted; and 
(2) that the proposed budget virements be approved. 
3. Background
3.1. This is the final revenue budget monitoring report presented to the Finance and
Corporate Resources Committee for the financial year 2024/2025. 
3.2. The report details the financial position for Finance and Corporate Resources. 
Appendix A provides the service analysis statement, outlining key highlights by
Service for the Resource and appendices B to I provides the detailed financial
position with variance explanations by budget category. 
3.3. This report reflects the actual spend to 31 March 2025 
4. Employee Implications
4.1. None. 
5. Financial Implications
5.1. As at 31 March 2025, the actual outturn position for 2024/2025 is an underspend of
£2.092 million before approved transfers to reserves.  This is outlined in the attached
appendices.   
5.2. The underspend is mainly due to additional funding provided for the Scottish Welfare
Fund.  Due to the timing of this funding being awarded, the majority of this has been
carried forward for use next financial year.  In addition, there are underspends from
3
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vacant posts across the Services, on the Empty Property Relief (EPR) budget and on
the Grants budget that has been carried forward to support the 2025/2026 saving. 
5.3. The position after approved transfers to reserves is a breakeven position. This
position has been reported and approved as part of the overall Council final position
for 2024/2025 reported to Executive Committee on 25 June 2025.   
5.4. Virements are proposed to realign budgets across budget categories and with other
Resources.  These movements have been detailed in the appendices to this report,
as appropriate. 
6. Climate Change, Sustainability and Environmental Implications
6.1. There are no implications for climate change, sustainability, or the environment in
terms of the information contained in this report. 
7. Other Implications
7.1. The main risk associated with the Council’s Revenue Budget is that there is an
overspend. The risk has been assessed as low given the detailed budget
management applied across the Resources. The risk is managed through four
weekly Budget Monitoring Meetings at which any variance is analysed. In addition,
the probable outturn exercise ensures early warning for corrective action to be taken
where appropriate. 
8. Integrated Impact Assessment and Consultation Requirements
8.1. This report does not introduce a new policy, function or strategy or recommend a
change to an existing policy, function, or strategy and, therefore, no impact
assessment is required. 
8.2. There is also no requirement to undertake any consultation in terms of the
information contained in the report. 
Jackie Taylor
Executive Director (Finance and Corporate Resources) 
12 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Accountable, Effective, Efficient and Transparent 
Previous References
 None 
List of Background Papers
 Financial ledger and budget monitoring results to 31 March 2025 
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Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact:-
Lorraine O’Hagan, Head of Finance (Strategy)
Ext:  5637 (Tel: 01698 455637)
E-mail: lorraine.o’hagan@southlanarkshire.gov.uk
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Appendix A
SOUTH LANARKSHIRE COUNCIL
Revenue Budget Monitoring Report
Finance & Corporate Resources Committee: Period Ended 31 March 2025 (No. 14)
Revenue Budget Monitoring Report – Service Analysis
Service Analysis
Revised
Annual
Budget
(£000)
YTD Actual
(£000)
Variance
(£000) %
Strategy 2,254 2,312 (58) (2.57%)
Transactions 18,136 16,295 1,841 10.15%
Audit 358 315 43 12.01%
Information Technology 7,112 7,242 (130) (1.83%)
Communications and Strategy 2,803 2,516 287 10.24%
Administration, Legal, Licensing and Registration 4,265 4,025 240 5.63%
Personnel 6,314 6,445 (131) (2.07%)
Net Controllable Exp. 41,242 39,150 2,092 5.07%
Service Heading Explanation for significant projected outturn variances
Strategy No significant variances to report. (Appendix C).
Transactions The underspend is mainly due to additional funding provided for the Scottish Welfare Fund. Due to the
timing of this funding being awarded, the majority of this has been carried forward for use next financial
year. In addition, there are underspends from vacant posts within the Service and on the Empty Property
Relief (EPR) budget. (Appendix D).
Transfers to reserves of £1.956m have been approved by the Executive Committee on 25 June: £1.153m
Scottish Welfare Fund and £0.803m Insurance Fund.
Audit No significant variances to report. (Appendix E).
Information
Technology
The overspend is due to greater than budgeted IT subscription, licensing and contract costs within Supplies
and Services, which are partially offset by an over recovery of income. This is partially offset by
underspends from vacant posts and less than budgeted telephony contract costs (Appendix F).
Communications
and Strategy
The underspend is due to turnover within the Service and an over recovery of income from the level of
rechargeable work undertaken within the print room. (Appendix G).
A transfer to reserves of £0.030m has been approved by the Executive Committee on 25 June in relation to
Sanitary Products.
Administration,
Legal, Licensing
and Registration
The underspend is due to less than budgeted spend on the Grants budget within Payments to Other
Bodies, and reduced superannuation contributions in the financial year. (Appendix H).
A transfer to reserves of £0.106m has been approved by the Executive Committee on 25 June in relation to
the Grants underspend to support the 2025/2026 saving.
Personnel The overspend is due to a lower than budgeted level of turnover and higher than budgeted IT equipment
leasing costs during the financial year. In addition, there is an under recovery of income relating to lower
than budgeted income from third party settlements. These are partially offset by an underspend relating to
lower than anticipated legal costs in the financial year. (Appendix I).
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Appendix B 
SOUTH LANARKSHIRE COUNCIL 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 31 March 2025 (No. 14) 
Finance & Corporate Resources Summary 
Variance Explanations
Variance explanations are shown in Appendices C to I as appropriate. 
Budget Virements
Budget Virements are noted in Appendices C to I as appropriate. 
Approved Transfers to Reserves 
Detailed in Appendices C to I as appropriate. 
Budget Category
Revised
Annual
Budget
Forecast
for Year
Forecast
Variance
YTD
Actual
YTD
Variance  Over/
Under
%
Variance  Note 
£000 £000 £000 £000 £000   
Employee Costs 33,819 33,531 288 33,398 421 under 1.24% 
Property Costs 4,963 4,283 680 3,105 1,858 under 37.44% 
Supplies & Services 8,228 8,743 (515) 8,712 (484) over (5.88%) 
Transport & Plant 28 17 11 16 12 under 42.86% 
Administration Costs 7,765 7,681 84 7,656 109 under 1.40% 
Payments to Other Bodies 4,093 3,948 145 3,831 262 under 6.40% 
Payments to Contractors 277 314 (37) 348 (71) over (25.63%) 
Transfer Payments 65,934 60,661 5,273 62,086 3,848 under 5.84% 
Financing Charges 1,404 1,436 (32) 1,526 (122) over (8.69%) 
Total Controllable Exp. 126,511 120,614 5,897 120,678 5,833 under 4.61% 
Total Controllable Inc. (85,269) (80,228) (5,041) (81,528) (3,741) under
recovered (4.39%) 
Net Controllable Exp. 41,242 40,386 856 39,150 2,092 under 5.07% 
Transfer to Reserves 0 856 (856) 2,092 (2,092)   
Position after Transfer to
Reserves
41,242 41,242 0 41,242 0   
17

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Appendix C 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 31 March 2025 (No. 14) 
Finance – Strategy Services 
Budget Category
Revised
Annual
Budget
Forecast
for Year
Forecast
Variance
YTD
Actual
YTD
Variance  Under/
(Over)
%
Variance  Note 
£000  £000  £000  £000 £000   
Employee Costs 2,839 2,820 19 2,877 (38) over (1.34%) a                 
Property Costs 0 0 0 0 0 - 0.00% 
Supplies & Services 15 19 (4) 23 (8) over (53.33%) 
Transport & Plant 0 0 0 0 0 - 0.00% 
Administration Costs 114 121 (7) 135 (21) over (18.42%) 
Payments to Other Bodies 637 642 (5) 635 2 under 0.31% 
Payments to Contractors 16 26 (10) 24 (8) over (50.00%) 
Transfer Payments 0 0 0 0 0 - 0.00% 
Financing Charges 20 20 0 22 (2) over (10.00%) 
Total Controllable Exp. 3,641 3,648 (7) 3,716 (75) over (2.06%) 
Total Controllable Inc. (1,387) (1,382) (5) (1,404) 17 over
recovered 1.23% b                 
Net Controllable Exp. 2,254 2,266 (12) 2,312 (58) over (1.34%) 
Transfer to Reserves - - - - -   
Position after Transfer to
Reserves 2,254 2,266 (12) 2,312 (58)   
Variance Explanations
None. 
Budget Virements
a. Apprenticeship Levy Allocation. Net effect £0.013m. Employee Costs £0.013m.
b. Realignment of Central Support Charges to reflect actual income. Net effect £0.307m: Income £0.307m.  
18

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Appendix D
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 31 March 2025 (No. 14)
Finance – Transactions Services 
Budget Category
Revised
Annual
Budget
Forecast
for Year
Forecast
Variance
YTD
Actual
YTD
Variance  Under/
(Over)
%
Variance  Note 
£000 £000 £000 £000 £000   
Employee Costs 12,573 12,431 142 12,300 273 under 2.17% 1, a                 
Property Costs 4,953 4,234 719 3,044 1,909 under 38.54% 2                 
Supplies & Services 752 845 (93) 783 (31) over (4.12%) 
Transport & Plant 4 3 1 0 4 under 100.00% 
Administration Costs 1,490 1,622 (132) 1,543 (53) over (3.56%) 
Payments to Other Bodies 1,504 1,524 (20) 1,519 (15) over (1.00%) 
Payments to Contractors 261 288 (27) 298 (37) over (14.18%) 
Transfer Payments 65,934 60,661 5,273 62,086 3,848 under 5.84% 3                 
Financing Charges 105 106 (1) 137 (32) over (30.48%) 
Total Controllable Exp. 87,576 81,714 5,862 81,710 5,866 under 6.70% 
Total Controllable Inc. (69,440) (64,311) (5,129) (65,415) (4,025) under
recovered (5.80%) 4, b                 
Net Controllable Exp. 18,136 17,403 733 16,295 1,841 under 10.15% 
Transfer to Reserves - 750 (750) 1,956 (1,956)   i, ii         
Position after Transfer to
Reserves 18,136 18,153 (17) 18,251 (115)   
Variance Explanations
1. The underspend in Employee Costs is due to turnover experienced during the year.
2. The underspend is due to additional funding provided for the Scottish Welfare Fund.  Due to the timing of this funding
being awarded, the majority of this will be carried forward for use next financial year (refer i below). In addition, there
is an underspend on the Empty Property Relief (EPR) budget.
3. The underspend reflects the demand-led spend on Rent Allowance and Rent Rebates and is offset by an under-
recovery of Income (refer 4 below).
4. The under recovery is offset by the demand-led underspend in Transfer Payments (refer 3 above). 
Budget Virements
a. Apprenticeship Levy Allocation. Net effect £0.054m. Employee Costs £0.54m
b. Realignment of Central Support Charges to reflect actual income. Net effect £0.251m: Income £0.251m. 
Transfer to Reserves
i. Scottish Welfare Fund - This funding forms part of the 2024/2025 revenue grant redeterminations and has been
carried forward for use in 2025/2026 (£1.153m).
ii. Insurance Fund - A contribution to reflect additional Fund costs resulting from significant storm events over recent
financial years, including storm Eowyn (£0.803m). 
19

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Appendix E 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 31 March 2025 (No. 14) 
Audit Services 
Budget Category
Revised
Annual
Budget
Forecast
for Year
Forecast
Variance
YTD
Actual
YTD
Variance  Under/
(Over)
%
Variance  Note 
£000 £000 £000 £000 £000   
Employee Costs 490 456 34 451 39 under 7.96% a                 
Property Costs 0 0 0 1 (1) over - 
Supplies & Services 7 5 2 4 3 under 42.86% 
Transport & Plant 0 0 0 0 0 - - 
Administration Costs 6 4 2 3 3 under 50.00% 
Payments to Other Bodies 0 0 0 0 0 - - 
Payments to Contractors 0 0 0 0 0 - - 
Transfer Payments 0 0 0 0 0 - - 
Financing Charges 4 3 0 5 (1) over (25.00%) 
Total Controllable Exp. 507 469 38 464 43 under 8.48% 
Total Controllable Inc. (149) (149) 0 (149) 0 - - b                 
Net Controllable Exp. 358 320 38 315 43 under 12.01% 
Transfer to Reserves - - - - -   
Position after Transfer to
Reserves 358 320 38 315 43   
Variance Explanations
None. 
Budget Virements
a. Apprenticeship Levy Allocation. Net effect £0.002m. Employee Costs £0.002m
b. Realignment of Central Support Charges to reflect actual income. Net effect £0.018m: Income £0.018m. 
20

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Appendix F 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 31 March 2025 (No. 14) 
Information Technology Services 
Budget Category
Revised
Annual
Budget
Forecast
for Year
Forecast
Variance
YTD
Actual
YTD
Variance  Under/
(Over)
%
Variance  Note 
£000 £000 £000 £000 £000   
Employee Costs 5,534 5,477 57 5,462 72 under 1.30% 1, a                 
Property Costs 0 0 0 0 0 - - 
Supplies & Services 6,502 6,930 (428) 7,007 (505) over (7.77%) 2                 
Transport & Plant 4 2 2 1 3 under 75.00% 
Administration Costs 1,591 1,489 102 1,461 130 under 8.17% 3                 
Payments to Other Bodies 0 0 0 0 0 - - 
Payments to Contractors 0 0 0 0 0 - - 
Transfer Payments 0 0 0 0 0 - - 
Financing Charges 823 826 (3) 867 (44) over (5.35%) 
Total Controllable Exp. 14,454 14,724 (270) 14,798 (344) over (2.38%) 
Total Controllable Inc. (7,342) (7,480) 138 (7,556) 214 over
recovered 2.91% 4, b                 
Net Controllable Exp. 7,112 7,244 (132) 7,242 (130) over (1.83%) 
Transfer to Reserves - - - - -   
Position after Transfer to
Reserves 7,112 7,244 (132) 7,242 (130)   
Variance Explanations
1. The underspend reflects turnover experienced through the year.
2. The overspend is due to greater than budgeted IT subscription, licensing and contract costs which are partially offset
by an over recovery of income (see 4 below).
3. The underspend reflects less than budgeted telephony contract costs during the financial year.
4. The projected over recovery of income reflects greater than budgeted level of recharges during the financial year
which partially offsets the increased IT costs above (refer 2). 
Budget Virements
a. Apprenticeship Levy Allocation. Net effect £0.021m. Employee Costs £0.021m.
b. Realignment of Central Support Charges to reflect actual income. Net effect (£0.893m): Income (£0.893m). 
21

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Appendix G 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 31 March 2025 (No. 14) 
Communications and Strategy Services 
Budget Category
Revised
Annual
Budget
Forecast
for Year
Forecast
Variance
YTD
Actual
YTD
Variance  Under/
(Over)
%
Variance  Note 
£000 £000 £000 £000 £000   
Employee Costs 2,268 2,146 122 2,156 112 under 4.94% 1, a                 
Property Costs 0 0 0 0 0 - - 
Supplies & Services 668 655 13 604 64 under 9.58% 
Transport & Plant 7 4 3 6 1 under 14.29% 
Administration Costs 1,165 1,163 2 1,162 3 under 0.26% 
Payments to Other Bodies 990 990 0 984 6 under 0.61% 
Payments to Contractors 0 0 0 0 0 - - 
Transfer Payments 0 0 0 0 0 - - 
Financing Charges 351 347 4 347 4 under 1.14% 
Total Controllable Exp. 5,449 5,305 144 5,259 190 under 3.49% 
Total Controllable Inc. (2,646) (2,691) 45 (2,743) 97 over
recovered 3.67% 2, b                 
Net Controllable Exp. 2,803 2,614 189 2,516 287 under 10.24% 
Transfer to Reserves - - - 30 (30)   i         
Position after Transfer to
Reserves 2,803 2,614 159 2,546 257   
Variance Explanations
1. The underspend is due to turnover experienced in the year.
2. The over recovery is due to level of rechargeable work undertaken within the print room. 
Budget Virements
a. Apprenticeship Levy Allocation. Net effect £0.010m. Employee Costs £0.010m.
b. Realignment of Central Support Charges to reflect actual income. Net effect £0.083m: Income £0.083m. 
Transfer to Reserves
i. Sanitary Products - The underspend is required to be carried forward to fulfil orders placed before the end of the
financial year. Due to timing, these will be received in 2025/2026 (£0.030m). 
22

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Appendix H 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 31 March 2025 (No. 14) 
Administration, Legal, Licensing and Registration 
Budget Category
Revised
Annual
Budget
Forecast
for Year
Forecast
Variance
YTD
Actual
YTD
Variance  Under/
(Over)
%
Variance  Note 
£000 £000 £000 £000 £000   
Employee Costs 3,618 3,632 (14) 3,616 2 under 0.06% a                 
Property Costs 10 9 1 10 0 - 0.00% 
Supplies & Services 163 152 11 161 2 under 1.23% 
Transport & Plant 4 6 (2) 7 (3) over (75.00%) 
Administration Costs 2,334 2,283 51 2,282 52 under 2.23% 1                 
Payments to Other Bodies 678 572 106 504 174 under 25.66% 2                 
Payments to Contractors 0 0 0 0 0 - - 
Transfer Payments 0 0 0 0 0 - - 
Financing Charges 65 66 (1) 67 (2) over (3.08%) 
Total Controllable Exp. 6,872 6,720 152 6,647 225 under 3.27% 
Total Controllable Inc. (2,607) (2,607) 0 (2,622) 15 over
recovered 0.58% b                 
Net Controllable Exp. 4,265 4,113 152 4,025 240 under 5.63% 
Transfer to Reserves 0 106 (106) 106 (106)   i         
Position after Transfer to
Reserves 4,265 4,219 46 4,131 134   
Variance Explanations
1. The underspend is due to reduced superannuation contributions in the financial year.
2. The underspend relates to less than budgeted spend on the Grants budget which has been set aside to support the
use of reserves as part of the 2025/2026 savings proposal (refer i below). 
Budget Virements
a. Apprenticeship Levy Allocation. Net effect £0.022m. Employee Costs £0.022m.
b. Realignment of Central Support Charges to reflect actual income. Net effect £0.129m: Income £0.129m. 
Transfer to Reserves
i. Grants to Voluntary Organisations - An underspend on the Grants has been transferred to reserves to support  the
2025/2026 saving (£0.106m).
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Appendix I 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 31 March 2025 (No. 14) 
Personnel 
Budget Category
Revised
Annual
Budget
Forecast
for Year
Forecast
Variance
YTD
Actual
YTD
Variance  Under/
(Over)
%
Variance  Note 
£000 £000 £000 £000 £000   
Employee Costs 6,497 6,569 (72) 6,536 (39) over (0.60%) 1, a                 
Property Costs 0 40 (40) 50 (50) over - 
Supplies & Services 121 137 (16) 130 (9) over (7.44%) 
Transport & Plant 9 2 7 2 7 under 77.78% 
Administration Costs 1,065 999 66 1,070 (5) over (0.47%) 
Payments to Other Bodies 284 220 64 189 95 under 33.45% 2                 
Payments to Contractors 0 0 0 26 (26) over - 
Transfer Payments 0 0 0 0 0 - - 
Financing Charges 36 67 (31) 81 (45) over (125.00%) 
Total Controllable Exp. 8,012 8,034 (22) 8,084 (72) over (0.90%) 
Total Controllable Inc. (1,698) (1,608) (90) (1,639) (59) under
recovered (3.47%) 3, b                 
Net Controllable Exp. 6,314 6,426 (112) 6,445 (131) over (2.07%) 
Transfer to Reserves - - - - -   
Position after Transfer to
Reserves 6,314 6,426 (112) 6,445 (131)   
Variance Explanations
1. The overspend is due to a lower than budgeted level of turnover during the financial year.
2. The underspend relates to lower than budgeted legal costs in the financial year.
3. The under recovery of income mainly relates to lower than budgeted income from third party settlements. 
Budget Virements
a. Apprenticeship Levy Allocation. Net effect £0.027m. Employee Costs £0.027m.
b. Realignment of Central Support Charges to reflect actual income. Net effect (£0.038m): Income (£0.038m). 
24

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Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Finance and Corporate Resources - Revenue Budget
Monitoring 2025/2026 
1. Purpose of Report
1.1. The purpose of the report is to:-
[p
 provide information on the actual expenditure measured against the revenue
budget for the period 1 April to 11 July 2025 for Finance and Corporate
Resources
 provide a forecast for the year to 31 March 2026
[1purpose]
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):
[recs]
(1) that the projected break-even position on the 2025/2026 revenue budget for
Finance and Corporate Resources’, as detailed in Appendix B of the report,
be noted; and
(2) that the proposed budget virements be approved. 
3. Background
3.1. This is the first revenue budget monitoring report presented to the Finance and
Corporate Resources Committee for the financial year 2025/2026. 
3.2. The report details the financial position for Finance and Corporate Resources. 
Appendix A provides the service analysis statement, outlining key highlights by
Service for the Resource and Appendix B provides the detailed financial position with
variance explanations by budget category. Any variance explanations and proposed
budget virements are shown, where relevant, in appendices C to I.   
3.3. This report reflects the actual spend to 11 July 2025 for the Resource budget and the
expected outturn forecast on expenditure and income at this date.   
4. Employee Implications
4.1. None. 
5. Financial Implications
5.1. Appendix A is the service analysis statement and will outline the key projected
outturn variances by Service for the Resource. 
4
25

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5.2. Virements are proposed to realign budgets across budget categories and with other
Resources. These movements have been detailed in appendices C to I, where
relevant. 
6. Climate Change, Sustainability and Environmental Implications
6.1. There are no implications for climate change, sustainability, or the environment in
terms of the information contained in this report. 
7. Other Implications
7.1. The main risk associated with the Council’s Revenue Budget is that there is an
overspend.  There are inflationary and budget pressures which could increase the
risk of overspend, however these are mitigated by additional funds being added to
the budget. 
7.2. The risk is managed through four weekly Budget Monitoring meetings at which any
variance is analysed.  In addition, the new forecasting within FUSION and work with
the Resource and finance teams, ensures early warning for corrective action to be
taken where appropriate. 
8. Integrated Impact Assessment and Consultation Requirements
8.1. This report does not introduce a new policy, function or strategy or recommend a
change to an existing policy, function, or strategy and, therefore, no impact
assessment is required. 
8.2. There is also no requirement to undertake any consultation in terms of the
information contained in the report. 
Jackie Taylor
Executive Director (Finance and Corporate Resources) 
12 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Accountable, Effective, Efficient and Transparent 
Previous References
 None 
List of Background Papers
 Financial Ledger and budget monitoring results to 11 July 2025. 
Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact:-
Lorraine O’Hagan, Head of Finance (Strategy)
Ext:  5637 (Tel: 01698 455637)
E-mail: lorraine.o’hagan@southlanarkshire.gov.uk
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Appendix A 
SOUTH LANARKSHIRE COUNCIL 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 11 July 2025 (No. 4) 
Revenue Budget Monitoring Report – Service Analysis 
Service Analysis
Revised
Annual
Budget
(£000)
Projected
Outturn
(£000)
Projected
Outturn
Variance
(£000)
% YTD Actual
(£000)
Strategy 2,018 2,071 (53) (2.63%) 952
Transactions 17,258 17,051 207 1.20% 7,692
Audit 339 301 38 11.21% 131
Information Technology 7,775 7,775 0 0.00% 5,488
Communications and Strategy 2,257 2,242 15 0.66% 820
Administration, Legal, Licensing and
Registration 3,798 3,905 (107) (2.82%) 1,728
Personnel 6,339 6,439 (100) (1.58%) 1,872
Net Controllable Exp. 39,784 39,784 0 0.00% 18,683 
Service Heading Explanation for significant projected outturn variances
Strategy The projected overspend is due to a lower than budgeted level of turnover anticipated during the
financial year. (Appendix C). 
Transactions  The projected underspend is due to less than budgeted spend on Empty Property Relief (EPR)
anticipated and an over recovery of income reflecting additional commission received from Scottish
Water. (Appendix D). 
Audit  The projected underspend is due to turnover within the Service. (Appendix E).
Information
Technology
The projected breakeven position reflects turnover experienced within the Service offset by greater
than budgeted IT subscription, licensing and contract costs and costs of training. (Appendix F). 
Communications
and Strategy 
No significant projected outturn variances to report. (Appendix G).
Administration,
Legal, Licensing
and Registration
The projected overspend is due to a lower than budgeted level of turnover anticipated during the
financial year. (Appendix H). 
Personnel The projected overspend is due to a lower than budgeted level of turnover anticipated during the
financial year and higher than budgeted IT equipment leasing costs. (Appendix I). 
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Appendix B 
SOUTH LANARKSHIRE COUNCIL 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 11 July 2025 (No. 4) 
Finance & Corporate Resources Summary 
Revised   Projected       
Budget Category Annual Projected  Outturn Over/ % YTD    
Budget Outturn Variance Under Variance Actual Note 
£000 £000 £000   £000             
Employee Costs 33,331 33,499 (168) over (0.50%) 8,990             
Property Costs 3,855 3,649 206 under 5.34% 306             
Supplies & Services 7,960 8,042 (82) over (1.03%) 4,104             
Transport & Plant 35 35 0 - 0.00% 1             
Administration Costs 7,587 7,635 (48) over (0.63%) 2,114             
Payments to Other Bodies 3,346 3,350 (4) over (0.12%) 1,496             
Payments to Contractors 284 302 (18) over (6.34%) 98             
Transfer Payments 65,924 65,924 0 - 0.00% 13,525             
Financing Charges 1,416 1,462 (46) over (3.25%) 996             
Total Controllable Exp. 123,738 123,898 (160) over (0.13%) 31,630             
Total Controllable Inc. (83,954) (84,114) 160 over
recovered 0.19% (12,947)             
Net Controllable Exp. 39,784 39,784 0 - 0.00% 18,683   
Variance Explanations
Variance explanations are shown in Appendices C to I as appropriate. 
Budget Virements
Budget Virements are noted in Appendices C to I as appropriate. 
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Appendix C 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 11 July 2025 (No. 4) 
Finance – Strategy Services 
Revised   Projected        
Budget Category Annual Projected  Outturn Over/ % YTD   
Budget Outturn Variance Under Variance Actual   
£000 £000 £000    £000 Note               
Employee Costs 2,824 2,888 (64) over (2.27%) 815 1               
Property Costs 0 0 0 - 0.00% 0                 
Supplies & Services 15 15 0 - 0.00% 2                 
Transport & Plant 0 0 0 - 0.00% 0                 
Administration Costs 114 119 (5) over (4.39%) 7 
Payments to Other Bodies 665 667 (2) over (0.30%) 120 
Payments to Contractors 23 23 0 - 0.00% 16                 
Transfer Payments 0 0 0 - 0.00% 0                 
Financing Charges 20 20 0 - 0.00% 0                 
Total Controllable Exp. 3,661 3,732 (71) over (1.94%) 960                 
Total Controllable Inc. (1,643) (1,661) 18 over
recovered  1.10% (8) 
Net Controllable Exp. 2,018 2,071 (53) over (2.63%) 952   
Variance Explanations
1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year.            
Budget Virements
None. 
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Appendix D 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 11 July 2025 (No. 4) 
Finance – Transactions Services 
Revised   Projected      
Budget Category Annual Projected  Outturn Over/ % YTD   
Budget Outturn Variance Under Variance Actual  Note 
£000 £000 £000   £000 
Employee Costs 12,224 12,272 (48) over (0.39%) 3,284 1, a            
Property Costs 3,710 3,504 206 under 5.55% 294 2            
Supplies & Services 777 812 (35) over (4.50%) 599 
Transport & Plant 4 4 0 - 0.00% 0 
Administration Costs 1,236 1,276 (40) over (3.24%) 472 b            
Payments to Other Bodies 1,500 1,500 0 - 0.00% 873 
Payments to Contractors 261 279 (18) over (6.90%) 82 
Transfer Payments 65,924 65,924 0 - 0.00% 13,525 
Financing Charges 105 105 0 - 0.00% 0 
Total Controllable Exp. 85,741 85,676 65 under 0.08% 19,129 
Total Controllable Inc. (68,483) (68,625) 142 over
recovered (0.21%) (11,437) 3, a            
Net Controllable Exp. 17,258 17,051 207 under 1.20% 7,692   
Variance Explanations
1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year.
2. The projected underspend reflects less than budgeted spend on the Empty Property Relief (EPR) budget.
3. The projected over recovery of income reflects additional commission received from Scottish Water for the collection
of water and sewage. 
Budget Virements
a. Procurement Saving realignment in relation to rebates: Net Effect (£0.000m): Employee Costs £0.150m, Income
(£0.150m).
b. Scottish Welfare Fund Drawdown from Reserves: Net Effect £0.044m: Administration Costs £0.044m. 
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Appendix E 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 11 July 2025 (No. 4) 
Audit Services 
Revised   Projected        
Budget Category Annual Projected  Outturn Over/ % YTD 
Budget Outturn Variance Under Variance Actual Note 
£000 £000 £000   £000 
Employee Costs 489 449 40 under 8.18% 131 1            
Property Costs 0 0 0 - 0.00% 0 
Supplies & Services 6 6 0 - 0.00% 0 
Transport & Plant 0 0 0 - 0.00% 0 
Administration Costs 7 7 0 - 0.00% 0 
Payments to Other Bodies 0 2 (2) over 0.00% 2 
Payments to Contractors 0 0 0 - 0.00% 0 
Transfer Payments 0 0 0 - 0.00% 0 
Financing Charges 4 4 0 - 0.00% 0 
Total Controllable Exp. 506 468 38 under 7.51% 133 
Total Controllable Inc. (167) (167) 0 - 0.00% (2) 
Net Controllable Exp. 339 301 38 under 11.21% 131 
Variance Explanations
1. The projected underspend is due to the level of turnover being experienced during the year. 
Budget Virements
None. 
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Appendix F 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 11 July 2025 (No. 4) 
Information Technology Services 
Revised   Projected       
Budget Category Annual Projected  Outturn Over/ % YTD   
Budget Outturn Variance Under Variance Actual Note 
£000 £000 £000    £000                              
Employee Costs 5,400 5,326 74 under 1.37% 1,422 1              
Property Costs 0 0 0 - 0.00% 0                
Supplies & Services 6,371 6,410 (39) over (0.61%) 3,269 2              
Transport & Plant 4 4 0 - 0.00% 0                
Administration Costs 1,591 1,626 (35) over (2.20%) 437 3        
Payments to Other Bodies 0 0 0 - 0.00% 0                
Payments to Contractors 0 0 0 - 0.00% 0                
Transfer Payments 0 0 0 - 0.00% 0                
Financing Charges 835 835 0 - 0.00% 792               
Total Controllable Exp. 14,201 14,201 0 - 0.00% 5,920                
Total Controllable Inc. (6,426) (6,426) 0 - 0.00% (432)               
Net Controllable Exp. 7,775 7,775 0 - 0.00% 5,488   
Variance Explanations
1. The projected underspend is due to the level of turnover being experienced during the year.
2. The projected overspend is due to greater than budgeted IT subscription, licensing and contract costs.
3. The projected overspend is due to planned additional training costs in relation to system requirements. 
Budget Virements
None.
32

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Appendix G 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 11 July 2025 (No. 4) 
Communications and Strategy Services 
Revised   Projected      
Budget Category Annual Projected  Outturn Over/ % YTD   
Budget Outturn Variance Under Variance Actual Note 
£000 £000 £000   £000               
Employee Costs 2,257 2,242 15 under 0.66% 624 
Property Costs 140 140 0 - 0.00% 11               
Supplies & Services 508 508 0 - 0.00% 133               
Transport & Plant 5 5 0 - 0.00% 0               
Administration Costs 1,102 1,102 0 - 0.00% 148               
Payments to Other Bodies 539 539 0 - 0.00% 170               
Payments to Contractors 0 0 0 - 0.00% 0               
Transfer Payments 0 0 0 - 0.00% 0               
Financing Charges 351 351 0 - 0.00% 204               
Total Controllable Exp. 4,902 4,887 15 under 0.31% 1,290               
Total Controllable Inc. (2,645) (2,645) 0 - 0.00% (470)               
Net Controllable Exp. 2,257 2,242 15 under 0.66% 820   
Variance Explanations
None. 
Budget Virements
None. 
33

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Appendix H 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 11 July 2025 (No. 4) 
Administration, Legal, Licensing and Registration 
Revised   Projected       
Budget Category Annual Projected  Outturn Over/ % YTD   
Budget Outturn Variance Under Variance Actual Note 
£000 £000 £000    £000                 
Employee Costs 3,602 3,741 (139) over (3.86%) 967 1               
Property Costs 5 5 0 - 0.00% 1                 
Supplies & Services 162 162 0 - 0.00% 82                 
Transport & Plant 13 13 0 - 0.00% 1                 
Administration Costs 2,332 2,300 32 under 1.37% 841 
Payments to Other Bodies 408 408 0 - 0.00% 281                 
Payments to Contractors 0 0 0 - 0.00% 0                 
Transfer Payments 0 0 0 - 0.00% 0                 
Financing Charges 65 65 0 - 0.00% 0                 
Total Controllable Exp. 6,587 6,694 (107) over (1.62%) 2,173                 
Total Controllable Inc. (2,789) (2,789) 0 - 0.00% (445)                 
Net Controllable Exp. 3,798 3,905 (107) over (2.82%) 1,728   
Variance Explanations
1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. 
Budget Virements
None. 
.
34

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Appendix I 
South Lanarkshire Council 
Revenue Budget Monitoring Report 
Finance & Corporate Resources Committee: Period Ended 11 July 2025 (No. 4) 
Personnel 
Revised   Projected       
Budget Category Annual Projected  Outturn Over/ % YTD   
Budget Outturn Variance Under Variance Actual Note 
£000 £000 £000    £000                              
Employee Costs 6,535 6,581 (46) over (0.70%) 1,747 1              
Property Costs 0 0 0 - 0.00% 0                
Supplies & Services 121 129 (8) over (6.61%) 19 
Transport & Plant 9 9 0 - 0.00% 0                
Administration Costs 1,205 1,205 0 - 0.00% 209                
Payments to Other Bodies 234 234 0 - 0.00% 50                
Payments to Contractors 0 0 0 - 0.00% 0                
Transfer Payments 0 0 0 - 0.00% 0                
Financing Charges 36 82 (46) over (127.78%) 0 2              
Total Controllable Exp. 8,140 8,240 (100) over (1.23%) 2,025                
Total Controllable Inc. (1,801) (1,801) 0 - 0.00% (153)                
Net Controllable Exp. 6,339 6,439 (100) over (1.58%) 1,872   
Variance Explanations
1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year.
2. The projected overspend is due to higher than budgeted IT equipment leasing costs. 
Budget Virements
None.
35

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Page 37

Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Finance and Corporate Resources Committee - Capital
Budget Monitoring 2024/2025 
1. Purpose of Report
1.1. The purpose of the report is to:-
[purpose]
 provide information on the progress of the capital programme for Finance and
Corporate Resources for the period 1 April 2024 to 31 March 2025
[1purpose]
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendations:
[recs]
(1) that the Finance and Corporate Resources’ Capital Programme of £3.086
million, and expenditure for the year of £3.790 million, be noted. 
[1recs]
3. Background
3.1. This is the final capital monitoring report presented to the Finance and Corporate
Resources Committee for the financial year 2024/2025.   
3.2. As noted in the last report to this Committee 26 March 2025, the budget for Finance
and Corporate Resources for financial year 2024/2025 was £3.086 million.  This was
the final budget for the year 2024/2025. 
3.3. The report details the financial position for Finance and Corporate Resources in
Appendix A. 
4. Employee Implications
4.1. There are no employee implications as a result of this report. 
5. Financial Implications
5.1. 2024/2025 Capital Programme – Final Position 
As detailed in Section 3.2, the total capital programme for Finance and Corporate
Resources for 2024/2025 was £3.086 million. Total expenditure to the 31 March
2025 was £3.790 million, a difference of £0.704 million in comparison to the
programme of £3.086 million. 
5.2. The position reflects additional funded spend on IT Infrastructure projects (spend and
funding transferred from Revenue).  An update on the 2025/2026 programme is
detailed in a separate report to this Committee.     
5
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6. Climate Change, Sustainability and Environmental Implications
6.1. There are no implications for climate change, sustainability, or the environment in
terms of the information contained in this report. 
7. Other Implications
7.1. The main risk associated with the Council’s Capital Programme is that there is an
overspend.  The risk has been assessed as low given the detailed project
management plans prepared and monitored for each project.  The risk of overspend
is managed through four weekly Investment Management Meetings. 
8. Integrated Impact Assessment and Consultation Requirements
8.1. This report does not introduce a new policy, function or strategy or recommend a
change to an existing policy, function or strategy and, therefore, no impact
assessment is required. 
8.2. There is also no requirement to undertake any consultation in terms of the
information contained in the report. 
Jackie Taylor
Executive Director (Finance and Corporate Resources) 
11 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Accountable, Effective, Efficient and Transparent 
Previous References
 Finance and Corporate Resources Committee, 11 June 2025
 Executive Committee, 25 June 2025 
List of Background Papers
 Financial ledger to 31 March 2025 
Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact:-
Graham Booth, Finance Manager (Strategy) 
Ext:  2699 (Tel:  01698 452699)
E-mail: graham.booth@southlanarkshire.gov.uk
38

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Appendix A 
South Lanarkshire Council
Capital Expenditure 2024/2025
Finance and Corporate Resources Programme
For Period 1 April 2024 to 31 March 2025 
Finance and Corporate
Resources
Total Original
Budget 
£000
Budget
Adjustments
£000
Slippage
£000
Total
Budget
£000
Actual
Expenditure
£000
Information Technology Services  3,086 - - 3,086 3,790
TOTAL 3,086 - - 3,086 3,790 
39

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Page 41

Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Finance and Corporate Resources - Capital Budget
Monitoring 2025/2026 
1. Purpose of Report
1.1. The purpose of the report is to:-
[purpose]
 provide information on the progress of the capital programme for Finance and
Corporate Resources for the period 1 April to 11 July 2025
[1purpose]
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendations:-
[recs]
(1) that the Finance and Corporate Resources’ Capital Programme of £0.545
million, and forecast expenditure of £0.545 million, be noted.
[1recs]
3. Background
3.1. This is the first capital monitoring report presented to the Finance and Corporate
Resources Committee for the financial year 2025/2026.  Further reports will follow
throughout the year. 
3.2. The budget of £0.545 million for Finance and Corporate Resources is based on the
overall Capital Programme for 2025/2026 approved by the Executive Committee in
February 2025, updated to include the budget carried forward from 2024/2025
(Executive Committee, June 2025).   
3.3. The report details the financial position for Finance and Corporate Resources in
Appendix A. 
4. Employee Implications
4.1. There are no employee implications as a result of this report. 
5. Financial Implications
5.1. 2025/2026 Budget   
As detailed in Section 3.2, the revised capital programme for Finance and Corporate
Resources for 2024/2025 is £0.545 million.  This budget is based on the original
programme of projects approved by the Council in February 2025 (£0.300 million),
updated to include budget carried forward from financial year 2024/2025 (£0.245
million).   
5.2. The budget of £0.545 million reflects the level of spend which can be achieved in
2025/2026, based on current estimates.
6
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5.3. 2025/2026 Forecast   
Appendix A shows a forecast for the financial year of £0.545 million. For information,
actual expenditure to 11 July 2025 is £0.028 million. 
6. Climate Change, Sustainability and Environmental Implications
6.1. There are no implications for climate change, sustainability or the environment in
terms of the information contained in this report. 
7. Other Implications
7.1. The main risk associated with the Council’s Capital Programme is that there is an
overspend.  The risk has been assessed as low given the detailed project
management plans prepared and monitored for each project.  The risk of overspend
is managed through four weekly Investment Management Meetings. 
8. Integrated Impact Assessment and Consultation Requirements
8.1. This report does not introduce a new policy, function or strategy or recommend a
change to an existing policy, function or strategy and, therefore, no impact
assessment is required. 
8.2. There is also no requirement to undertake any consultation in terms of the
information contained in the report. 
Jackie Taylor
Executive Director (Finance and Corporate Resources) 
11 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Accountable, Effective, Efficient and Transparent 
Previous References
 South Lanarkshire Council, 26 February 2025
 Executive Committee, 25 June 2025
 Executive Committee, 27 August 2025 
List of Background Papers
 Financial ledger to 11 July 2025 
Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact:-
Graham Booth, Finance Manager (Strategy) 
Ext:  2699 (Tel:  01698 452699)
E-mail: graham.booth@southlanarkshire.gov.uk
42

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Appendix A 
South Lanarkshire Council
Capital Expenditure 2025/2026
Finance and Corporate Resources Programme
For Period 1 April 2025 to 11 July 2025 
Finance and Corporate
Resources Total Original
Budget 
£000
Budget
Adjustments
£000
Slippage
£000
Total
Budget
£000 
Forecast
Spend
£000 
Forecast
Variance
£000
Actual
Expenditure
£000
Information Technology Services  545 - - 545 545 - 28
TOTAL 545 - - 545 545 - 28 
43

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Page 45

Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Finance and Corporate Resources – Workforce
Monitoring – 1 April to 30 June 2025 
1. Purpose of Report
1.1. The purpose of the report is to:-
[purpose]
 provide employment information for 1 April to 30 June 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 April to 30 June 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 14 June 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 April to 30 June
2025. 
4. Monitoring Statistics
4.1. Attendance Statistics (Appendix 1) 
Information on absence statistics is analysed for the month of June 2025 for Finance
and Corporate Resources. 
The Resource absence figure for June 2025 was 2.9%, this figure has increased by
0.2% when compared to the previous month and is 2.5% lower than the Council-wide
figure.  Compared to June 2024, the Resource absence figure has decreased by
0.3%. 
Based on the absence figures at June 2025 and annual trends, the annual average
absence for the Resource for 2025/2026 is 3.4% compared to a Council-wide
average figure of 6%. 
7
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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, 27 referrals were made this
period.  This represents an increase of 14 when compared with the same period last
year. 
4.3. Accident/Incident Statistics
There was one accident/incident recorded within the Resource this period. 
4.4. Discipline, Grievance and Dignity at Work (Appendix 2) 
During the period, one disciplinary hearing was heard by the resource. This
represents an increase of 1 when compared with the same period last year.  No
grievance or Dignity at Work complaints were raised within the Resource during the
period, these figures are unchanged when compared with the same period last year.   
4.5. Analysis of Leavers (Appendix 2a) 
There were 7 leavers this period who were eligible for an exit interview. This figure
has increased by 1, when compared with the same period last year.     
5. Staffing Watch (Appendix 3)
5.1. There has been a decrease of 4 employees in post from 8 March 2025 to 14 June
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. 
10.2. There was no requirement to undertake any consultation in terms of the information
contained in this report. 
Jackie Taylor
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Executive Director (Finance and Corporate Resources) 
4 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Accountable, effective, efficient and transparent
 Ambitious, self-aware and improving
 Fair, open and sustainable
  Excellent employer
 Focused on people and their needs
 Working with and respecting others 
Previous References
 Finance and Corporate Resources – 11 June 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 
47

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2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
% % % % % % % % % % % %
April 3.6 2.8 3.0 April 0.0 0.0 0.0 April 3.6 2.8 3.0 April 5.1 5.2 5.7
May 3.9 3.2 2.7 May 0.0 0.0 0.0 May 3.9 3.2 2.7 May 5.1 5.3 5.6
June 4.2 3.2 2.9 June 0.0 0.0 0.0 June 4.2 3.2 2.9 June 4.7 5.2 5.4
July 3.5 3.5 July 0.0 0.0 July 3.5 3.5 July 3.8 4.1
August 3.8 2.6 August 0.0 0.0 August 3.8 2.6 August 4.1 4.7
September 3.9 3.2 September 0.0 0.0 September 3.9 3.2 September 5.3 6.1
October 3.2 3.2 October 0.0 0.0 October 3.2 3.2 October 5.1 6.0
November 3.5 4.6 November 0.0 0.0 November 3.5 4.6 November 6.2 6.9
December 3.3 4.4 December 0.0 0.0 December 3.3 4.4 December 6.6 7.0
January 2.8 3.7 January 0.0 0.0 January 2.8 3.7 January 6.1 6.7
February 3.5 3.5 February 0.0 0.0 February 3.5 3.5 February 6.4 7.0
March 2.6 3.7 March 0.0 0.0 March 2.6 3.7 March 6.3 6.8
Annual Average 3.5 3.5 3.4 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.4 Annual Average 5.4 5.9 6.0
Average Apr-Jun 3.9 3.1 2.9 Average Apr-Jun 0.0 0.0 0.0 Average Apr-Jun 3.9 3.1 2.9 Average Apr-Jun 5.0 5.2 5.6
817 0 817 15640No of Employees at 30 June 2025
Resource Total
No of Employees at 30 June 2025
Appendix 1
Absence Trends - 2023/2024, 2024/2025 & 2025/2026
Finance and Corporate Resources
No of Employees at 30 June 2025 No of Employees at 30 June 2025
APT&C Council WideManual Workers
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Apr - Jun Apr - Jun
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 29 16
REFERRALS TO COGNITIVE BEHAVIOUR
THERAPY 0 0
TOTAL 67 68
Apr - Jun Apr - Jun
2024 2025
Minor 0 1
Total Accidents/Incidents 0 1
Apr - Jun Apr - Jun
2024 2025
Total Number of Hearings 1 1
Total Number of Appeals 0 0
Appeals Pending 0 0
Time Taken to Convene Hearing October - Apr to Jun 2025
0-3 Weeks 4-6 Weeks Over 6 Weeks
1
Apr - Jun Apr - Jun
2024 2025
Number of Grievances 0 0
Apr - Jun Apr - Jun
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
13 27
0 1
25 24
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. 
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Apr - Jun Apr - Jun
2024 2025
Career Advancement 1 1
Child Caring / Caring Responsibilities 1 0
Disatisfaction with terms and conditions 0 0
Further Education 0 0
Moving outwith area 0 1
Personal Reasons 0 2
Poor relationship with managers / colleagues 1 0
Travelling difficulties 0 0
Other 3 3
Total Number of Leavers Eligible for Exit Interview 6 7
Number of Exit Interviews conducted 3 2
Percentage of interviews conducted 50% 29%
ANALYSIS OF REASONS FOR LEAVING
Appendix 2a
FINANCE AND CORPORATE  RESOURCES
50

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As at 14 June 2025
Total Number of Employees
F/T P/T F/T P/T
182 22 368 237
Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL
8.00 88.75 335.41 210.07 55.37 23.00 0.00 0.00 0.00 720.60
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
Appendix 3
JOINT STAFFING WATCH RETURN
FINANCE AND CORPORATE RESOURCES
*Full - Time Equivalent No of Employees
Salary Bands
809
MALE FEMALE TOTAL
*Full - Time Equivalent No of Employees
Salary Bands
MALE FEMALE TOTAL
813
51

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Page 53

Report 
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Council-wide Workforce Monitoring – 1 April to 30 June
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 April to 30
June 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 April to 30 June 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 14 June 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 April to 30 June 2025. 
4. Attendance Statistics
4.1. Information on absence statistics for the Council and each Resource, as analysed for
June 2025, is provided in appendices 1 to 8.  Points to note are:- 
The Council’s absence rate for June 2025, shown in Appendix 1, is 5.4% which
represents a decrease of 0.2% when compared to the previous month and an
increase of 0.2% when compared to June 2024. 
When compared to June 2024, the APT&C absence rate has increased by 0.3%, the
teachers’ figure has increased by 0.1% and the manual workers’ figure has
increased by 0.3%. 
Based on annual trends and the absence rate to June 2025, the annual average
absence rate for the Council for 2025/2026 is 6%. 
8
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In comparison to June 2024 (Appendix 8):-
 psychological and musculoskeletal conditions are the main reasons for absence
 total days lost due to psychological conditions have increased by 159 days
 total days lost due to musculoskeletal conditions have increased by 11 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 April to 30 June 2025 is provided
in Appendix 9.
 during the period there were 520 employees referred for a medical examination,
which is an increase of 50 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 466 employees attended physiotherapy treatment, showing a
decrease of 86 when compared to the same period last year. Of the 466
employees referred, 73% remained at work whilst undertaking treatment
 during this period 423 employees were referred to the Employee Support
Officer, showing a decrease of 23 when compared with the same period last
year. Of the referrals made this period, 86% related to personal reasons
 121 employees were referred to the PAM Assist counselling service this period,
showing a decrease of 45 when compared with the same period last year. All
the referrals made this period were made directly by employees. Personal
reasons accounted for 14% of the referrals made, 16% were for work related
reasons and 70% was for other reasons
 53 employees were referred for Cognitive Behavioural Therapy this period, an
increase of 49 when compared to the same period last year
6. Accidents/Incidents
6.1. The accident/incident report for 1 April to 30 June 2025 is contained in Appendix 10.
 the number of accidents/incidents recorded was 410 of those, 388 have been
investigated and categorised 22 are still in process of being investigated
 of those investigated, no specified injuries were recorded
 of those investigated there were 386 minor accidents/incidents
 of those investigated there were no accidents that resulted in an absence
lasting over 3 days
 of those investigated there were 2 accidents that 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 April to 30 June 2025 is contained in Appendices 11, 12a and 12b.
During the period:-
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 a total of 66 disciplinary hearings were held across Resources within the
Council, this figure has increased by 27 when compared to the same period last
year
 action was taken in 64 of these cases. No appeals were raised against the
outcomes
 our target is to convene disciplinary hearings within 6 weeks, 73% of hearings
met this target
 one appeal was received and is currently scheduled to be heard by the Appeals
Panel
 10 grievances were submitted, all of which are currently being investigated
 5 Dignity at Work complaints were raised, all of which are currently being
investigated
 no referrals for mediation were submitted
8. Analysis of Leavers and Exit Interviews
8.1. Information on the number of leavers and exit interviews for the period 1 April to 30
June 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
14 June 2025, the Council’s turnover figure for April to June 2025 is as follows:-
113 leavers eligible for exit interviews/15,588 employees in post = Labour Turnover
of 0.7%.
Based on the figure at June 2025, the annual labour turnover figure for the financial
year 2025/2026 for the Council is 2.9%.
8.2. Analysis of Leavers and Exit Interviews
 113 employees left the Council that were eligible for an exit interview, this is a
decrease of 27 when compared with the same period last year
 a total of 24 exit interviews were conducted which is a decrease of 19 when
compared with same period last year
9. Recruitment Monitoring
9.1. Information on Recruitment Monitoring for 1 April to 30 June 2025 is contained within
Appendix 14.
From an analysis of Equal Opportunities Monitoring Forms, the main points to note
are:-
 overall, 7,262 applications and 7,236 completed Equal Opportunities Monitoring
Forms were received
 of those applicants who declared themselves as disabled (392), 222 were
shortleeted for interview and 20 were appointed
 of those applicants of a black/ethnic minority background (660), 204 were
shortleeted for interview and 17 were appointed
 of those applicants who are veterans (71), 12 was shortleeted for interview and
3 were appointed
10. Staffing Watch
10.1 There has been an decrease of 31 in the number of employees in post from 8 March
to 14 June 2025. Details of the staffing watch are contained in Appendix 15.
55

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11. Employee Implications
11.1. There are no implications for employees arising from the information presented in
this report. 
12. Financial Implications
12.1. All financial implications are accommodated within existing budgets. 
13. Climate Change, Sustainability and Environmental Implications
13.1. There are no climate change, sustainability or environmental implications arising
from the information presented in this report. 
14. 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) 
4 August 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 – 11 June 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
56

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2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
% % % % % % % % % % % %
April 5.2 5.2 6.0 April 2.8 2.9 3.5 April 7.0 7.3 7.3 April 5.1 5.2 5.7
May 5.1 5.4 5.6 May 3.2 3.0 3.8 May 6.2 7.1 7.4 May 5.1 5.3 5.6
June 4.9 5.3 5.6 June 2.2 2.8 2.9 June 6.5 7.2 7.5 June 4.7 5.2 5.4
July 4.0 4.3 July 1.1 1.0 July 5.8 6.3 July 3.8 4.1
August 4.2 4.6 August 1.3 1.9 August 6.2 7.5 August 4.1 4.7
September 5.2 6.2 September 2.9 3.5 September 7.6 8.3 September 5.3 6.1
October 5.2 6.3 October 2.7 3.8 October 7.1 7.7 October 5.1 6.0
November 6.1 7.0 November 4.3 5.0 November 8.1 8.4 November 6.2 6.9
December 6.7 7.1 December 4.8 5.4 December 7.8 8.5 December 6.6 7.0
January 5.8 6.8 January 4.8 4.9 January 7.8 8.3 January 6.1 6.7
February 6.3 7.0 February 4.9 4.9 February 8.0 9.0 February 6.4 7.0
March 6.3 7.0 March 4.1 4.5 March 8.1 8.4 March 6.3 6.8
Annual Average 5.4 6.0 6.1 Annual Average 3.3 3.6 3.8 Annual Average 7.2 7.8 7.9 Annual Average 5.4 5.9 6.0
Average Apr-Jun 5.1 5.3 5.7 Average Apr-Jun 2.7 2.9 3.4 Average Apr-Jun 6.6 7.2 7.4 Average Apr-Jun 5.0 5.2 5.6
7234 3999 4407 15640
Appendix 1
Absence Trends - 2023/2024, 2024/2025 & 2025/2026
Council Wide
APT&C Teachers
No of Employees at 30 June 2025 No of Employees at 30 June 2025
Manual Workers Council Wide
No of Employees at 30 June 2025 No of Employees at 30 June 2025
57

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2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
% % % % % % % % % % % %
April 3.6 3.2 3.5 April 6.3 6.8 7.2 April 6.0 6.3 6.6 April 5.1 5.2 5.7
May 3.7 3.1 2.6 May 6.3 6.3 7.4 May 5.9 5.9 6.6 May 5.1 5.3 5.6
June 4.3 4.1 3.6 June 5.9 6.4 7.4 June 5.7 6.0 6.8 June 4.7 5.2 5.4
July 2.3 3.8 July 4.6 4.5 July 4.3 4.4 July 3.8 4.1
August 3.0 3.4 August 5.2 6.2 August 4.9 5.7 August 4.1 4.7
September 2.5 3.8 September 7.1 7.5 September 6.4 6.9 September 5.3 6.1
October 2.0 4.2 October 7.0 7.2 October 6.3 6.7 October 5.1 6.0
November 2.6 3.6 November 8.1 8.3 November 7.3 7.6 November 6.2 6.9
December 3.0 3.8 December 7.5 8.1 December 6.8 7.4 December 6.6 7.0
January 3.6 3.9 January 7.4 7.8 January 6.9 7.2 January 6.1 6.7
February 4.0 4.0 February 7.8 8.7 February 7.2 7.9 February 6.4 7.0
March 3.2 3.5 March 7.9 8.2 March 7.2 7.4 March 6.3 6.8
Annual Average 3.2 3.7 3.6 Annual Average 6.8 7.2 7.4 Annual Average 6.2 6.6 6.8 Annual Average 5.4 5.9 6.0
Average Apr-Jun 3.9 3.5 3.2 Average Apr-Jun 6.2 6.5 7.3 Average Apr-Jun 5.9 6.1 6.7 Average Apr-Jun 5.0 5.2 5.6
578 2853 3431 15640
Resource Total
No of Employees at 30 June 2025 No of Employees at 30 June 2025 No of Employees at 30 June 2025 No of Employees at 30 June 2025
Appendix 2
Absence Trends - 2023/2024, 2024/2025 & 2025/2026
Community and Enterprise Resources
APT&C Council WideManual Workers
58

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2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
% % % % % % % % % % % %
April 5.0 5.4 6.8 April 2.8 2.9 3.5 April 3.8 4.0 4.9 April 5.1 5.2 5.7
May 5.4 6.0 6.6 May 3.2 3.0 3.8 May 4.2 4.4 5.0 May 5.1 5.3 5.6
June 4.8 5.5 6.3 June 2.2 2.8 2.9 June 3.4 4.1 4.4 June 4.7 5.2 5.4
July 3.4 3.2 July 1.1 1.0 July 2.2 2.0 July 3.8 4.1
August 4.0 3.9 August 1.3 1.9 August 2.5 2.8 August 4.1 4.7
September 5.9 6.6 September 2.9 3.5 September 4.3 4.9 September 5.3 6.1
October 5.5 6.5 October 2.7 3.8 October 4.0 5.0 October 5.1 6.0
November 7.1 7.8 November 4.3 5.0 November 5.6 6.2 November 6.2 6.9
December 8.1 8.6 December 4.8 5.4 December 6.3 6.8 December 6.6 7.0
January 6.6 8.0 January 4.8 4.9 January 5.6 6.3 January 6.1 6.7
February 7.2 8.4 February 4.9 4.9 February 6.0 6.5 February 6.4 7.0
March 7.5 8.3 March 4.1 4.5 March 5.7 6.2 March 6.3 6.8
Annual Average 5.9 6.5 6.8 Annual Average 3.3 3.6 3.8 Annual Average 4.5 4.9 5.1 Annual Average 5.4 5.9 6.0
Average Apr-Jun 5.1 5.6 6.6 Average Apr-Jun 2.7 2.9 3.4 Average Apr-Jun 3.8 4.2 4.8 Average Apr-Jun 5.0 5.2 5.6
3203 3999 7202 15640
Teachers Resource Total
No of Employees at 30 June 2025 No of Employees at 30 June 2025 No of Employees at 30 June 2025 No of Employees at 30 June 2025
Appendix 3
Absence Trends - 2023/2024, 2024/2025 & 2025/2026
Education Resources
Council WideAPT&C
59

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2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
% % % % % % % % % % % %
April 3.6 2.8 3.0 April 0.0 0.0 0.0 April 3.6 2.8 3.0 April 5.1 5.2 5.7
May 3.9 3.2 2.7 May 0.0 0.0 0.0 May 3.9 3.2 2.7 May 5.1 5.3 5.6
June 4.2 3.2 2.9 June 0.0 0.0 0.0 June 4.2 3.2 2.9 June 4.7 5.2 5.4
July 3.5 3.5 July 0.0 0.0 July 3.5 3.5 July 3.8 4.1
August 3.8 2.6 August 0.0 0.0 August 3.8 2.6 August 4.1 4.7
September 3.9 3.2 September 0.0 0.0 September 3.9 3.2 September 5.3 6.1
October 3.2 3.2 October 0.0 0.0 October 3.2 3.2 October 5.1 6.0
November 3.5 4.6 November 0.0 0.0 November 3.5 4.6 November 6.2 6.9
December 3.3 4.4 December 0.0 0.0 December 3.3 4.4 December 6.6 7.0
January 2.8 3.7 January 0.0 0.0 January 2.8 3.7 January 6.1 6.7
February 3.5 3.5 February 0.0 0.0 February 3.5 3.5 February 6.4 7.0
March 2.6 3.7 March 0.0 0.0 March 2.6 3.7 March 6.3 6.8
Annual Average 3.5 3.5 3.4 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.4 Annual Average 5.4 5.9 6.0
Average Apr-Jun 3.9 3.1 2.9 Average Apr-Jun 0.0 0.0 0.0 Average Apr-Jun 3.9 3.1 2.9 Average Apr-Jun 5.0 5.2 5.6
817 0 817 15640
Resource Total
No of Employees at 30 June 2025
Appendix 4
Absence Trends - 2023/2024, 2024/2025 & 2025/2026
Finance and Corporate Resources
No of Employees at 30 June 2025 No of Employees at 30 June 2025
APT&C Council WideManual Workers
No of Employees at 30 June 2025
60

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2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
% % % % % % % % % % % %
April 5.7 5.3 5.6 April 6.9 7.2 4.8 April 6.2 6.1 5.3 April 5.1 5.2 5.7
May 4.9 5.2 4.5 May 6.1 8.1 5.7 May 5.4 6.4 5.0 May 5.1 5.3 5.6
June 5.4 5.7 5.1 June 6.8 8.4 6.0 June 6.0 6.8 5.5 June 4.7 5.2 5.4
July 5.0 5.3 July 8.1 8.6 July 6.2 6.7 July 3.8 4.1
August 5.1 5.5 August 8.5 8.8 August 6.4 6.9 August 4.1 4.7
September 4.7 7.5 September 7.8 7.4 September 6.0 7.5 September 5.3 6.1
October 4.9 7.3 October 5.2 6.0 October 5.0 6.8 October 5.1 6.0
November 4.8 6.8 November 6.7 6.2 November 5.6 6.5 November 6.2 6.9
December 5.1 6.4 December 7.4 5.8 December 6.0 6.2 December 6.6 7.0
January 4.4 7.0 January 6.0 6.2 January 5.0 6.7 January 6.1 6.7
February 5.2 7.0 February 6.3 7.1 February 5.6 7.0 February 6.4 7.0
March 5.3 6.8 March 7.2 5.9 March 6.1 6.4 March 6.3 6.8
Annual Average 5.0 6.3 6.2 Annual Average 6.9 7.1 6.5 Annual Average 5.8 6.7 6.4 Annual Average 5.4 5.9 6.0
Average Apr-Jun 5.3 5.4 5.1 Average Apr-Jun 6.6 7.9 5.5 Average Apr-Jun 5.9 6.4 5.3 Average Apr-Jun 5.0 5.2 5.6
856 538 1394 15640
Manual Workers Council Wide
No of Employees at 30 June 2025No of Employees at 30 June 2025 No of Employees at 30 June 2025 No of Employees at 30 June 2025
Appendix 5
Housing & Technical Resources
Resource Total
Absence Trends - 2023/2024, 2024/2025 & 2025/2026
APT&C
61

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2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
2023 /
2024
2024 /
2025
2025 /
2026
% % % % % % % % % % % %
April 6.5 6.5 7.0 April 9.4 8.8 9.4 April 7.4 7.3 7.8 April 5.1 5.2 5.7
May 5.8 5.8 6.6 May 8.4 9.5 8.6 May 6.6 7.0 7.2 May 5.1 5.3 5.6
June 5.5 6.0 6.6 June 8.6 9.2 8.7 June 6.5 7.0 7.3 June 4.7 5.2 5.4
July 5.4 6.5 July 8.8 11.2 July 6.5 8.0 July 3.8 4.1
August 4.8 6.9 August 8.6 11.4 August 6.0 8.4 August 4.1 4.7
September 5.6 7.2 September 9.3 12.0 September 6.8 8.8 September 5.3 6.1
October 6.5 7.5 October 8.5 11.0 October 7.1 8.6 October 5.1 6.0
November 7.3 8.1 November 9.0 10.0 November 7.8 8.7 November 6.2 6.9
December 7.4 7.0 December 9.5 11.6 December 8.1 8.5 December 6.6 7.0
January 7.0 6.7 January 10.3 11.3 January 8.1 8.2 January 6.1 6.7
February 7.0 7.0 February 9.9 11.6 February 7.9 8.5 February 6.4 7.0
March 7.1 7.5 March 9.4 10.7 March 7.9 8.6 March 6.3 6.8
Annual Average 6.3 6.9 7.1 Annual Average 9.1 10.7 10.6 Annual Average 7.2 8.1 8.2 Annual Average 5.4 5.9 6.0
Average Apr-Jun 5.9 6.1 6.7 Average Apr-Jun 8.8 9.2 8.9 Average Apr-Jun 6.8 7.1 7.4 Average Apr-Jun 5.0 5.2 5.6
1780 1016 2796 15640
Resource TotalManual Workers
No of Employees at 30 June 2025 No of Employees at 30 June 2025 No of Employees at 30 June 2025 No of Employees at 30 June 2025
Appendix 6
Absence Trends - 2023/2024, 2024/2025 & 2025/2026
Social Work Resources
APT&C Council Wide
62

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Appendix 7
Absence by long and short term
From: 1 April to 30 June 2025
Community and Enterprise 3431 1.7 4.9 6.6 2.1 4.5 6.6 1.9 4.9 6.8
Education 7202 0.8 4.1 4.9 1.6 3.4 5.0 1.3 3.1 4.4
Finance and Corporate 817 1.1 1.9 3.0 1.0 1.7 2.7 1.0 1.9 2.9
Housing & Technical 1394 1.3 4.0 5.3 2.1 2.9 5.0 1.9 3.6 5.5
Social Work 2796 2.4 5.4 7.8 2.1 5.1 7.2 2.2 5.1 7.3
Council Overall for April to June
2025 15640 1.3 4.4 5.7 1.8 3.8 5.6 1.6 3.8 5.4
Resource No of
employees
Resource
Total
Absence %
April 2025
Total Short
Term %
Total Long
Term %
May 2025
Total Short
Term %
Total Long
Term %
Resource
Total
Absence %
June 2025
Total Short
Term %
Total Long
Term %
Resource
Total
Absence %
63

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From : 1 June 2025 - 30 June 2025
Total
WDL % Total
WDL % Total
WDL % Total
WDL % Total
WDL %
Musculoskeletal 1401 30 952 16 58 14 392 28 616 18 3419 22
Psychological 1243 27 2184 38 207 49 505 36 1251 37 5390 35
Stomach, Bowel, Blood, Metabolic Disorders 479 10 867 15 59 14 215 15 331 10 1951 12
Respiratory 357 8 476 8 37 9 81 6 373 11 1324 8
Other Classification 1142 25 1324 23 64 15 206 15 776 23 3512 23
Total Days Lost By Resource 4622 100 5803 100 425 100 1399 100 3347 100 15596 100
Total Work Days Available
From : 1 June 2024 - 30 June 2024
Total
WDL % Total
WDL % Total
WDL % Total
WDL % Total
WDL %
Musculoskeletal 1336 33 904 16 48 10 348 19 772 21 3408 22
Psychological 1038 25 1926 34 192 40 737 40 1338 36 5231 33
Stomach, Bowel, Blood, Metabolic Disorders 480 12 628 11 41 9 224 12 439 12 1812 11
Respiratory 348 8 857 15 74 16 172 9 351 9 1802 11
Other Classification 902 22 1392 24 121 25 364 20 864 23 3643 23
Total Days Lost By Resource 4104 100 5707 100 476 100 1845 100 3764 100 15896 100
Total Work Days Available
*WDL = Work Days Lost
68051 132974 14681
Social Work
Resources
53548270981495814076768500
Percentage
Housing and
Technical
Resources
Education
Resources
PercentageTotal WDL
By ReasonREASONS
Community and
Enterprise
Resources
Education
Resources
Finance and
Corporate
Housing and
Technical
Resources
Finance and
Corporate
25615 45896
Appendix 8
Attendance Monitoring
Absence Classification
Reasons
Community and
Enterprise
Resources
Social Work
Resources Total WDL
By Reason
64

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Appendix 9
Teachers Others
133 47 74 27 81 158
102 57 101 13 64 133
Apr-Jun 2024 Apr-Jun 2025 Apr-Jun 2024 Apr-Jun 2025
130 117 Community and Enterprise 1 5
109 63 1 10
100 91 0 0
25 24 0 0
63 51 0 4
125 120 2 34
552 466 4 53
Reason Apr-Jun 2024 Apr-Jun 2025 Apr-Jun 2024 Apr-Jun 2025
Work Stress 12 19 91 98
Addicition 0 1 173 161
Personal 141 17 29 16
Anxiety/Depression 0 72 34 46
Bereavement 13 12 119 102
Total 166 121 446 423
Community and Enterprise
Resource
No of Employees Referred To Employee Support Officer
No of Employees Referred For Cognitive Behavioural Therapy
Resource
Finance and Corporate
Education
Housing and Technical
Occupational Health Reports
From: 1 April 2025 - 30 June 2025 comparison with 1 April 2024 - 30 June 2024
Medical Referrals
Community and
Enterprise
Education Finance and
Corporate
Housing &
Technical Social Work Totals
Total (Apr-Jun 2025) 520
Total (Apr-Jun 2024) 470
No of Employees Referred For Physiotherapy
Resource
Community and Enterprise
Education (Teachers)
Education (Others)
Finance and Corporate
Housing and Technical
Social Workk
Total
Analysis of Counselling Referrals by Cause
Not Disclosed
Education
Finance and Corporate
Housing and Technical
Social Work
Social Work
Total
Total
65

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2024 2025 2024 2025 2024 2025 2024 2025 2024 2025 2024 2025
Specified Injury 0 0 0 0 0 0 0 0 0 0 0 0
Specified Injury (Violence) 0 0 0 0 0 0 0 0 0 0 0 0
Total Specified Injury* 0 0 0 0 0 0 0 0 0 0 0 0
Over 7 Day 8 1 2 0 0 0 1 1 1 0 12 2
Over 7 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0
Total Over 7 Day** 8 1 2 0 0 0 1 1 1 0 12 2
Over 3 Day 1 0 3 0 0 0 0 0 1 0 5 0
Over 3 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0
Total Over 3 Day** 1 0 3 0 0 0 0 0 1 0 5 0
Minor Injury 38 15 57 33 0 1 6 4 23 20 124 73
Near Miss 0 5 6 17 0 0 0 1 4 4 10 27
Violence (Physical) 6 14 346 221 0 0 0 0 12 5 364 240
Violence (Verbal) 5 3 42 34 0 0 2 4 12 5 61 46
Total Minor*** 49 37 451 305 0 1 8 9 51 34 559 386
Total Finalised 58 38 456 305 0 1 9 10 53 34 576 388
Accident 1 3 9 4 0 0 0 0 0 0 10 7
Incident 0 0 4 3 0 0 0 0 1 0 5 3
Violence (Physical) 0 0 12 9 0 0 0 0 0 0 12 9
Violence (Verbal) 0 0 4 0 0 0 0 3 0 0 4 3
Near Miss 0 0 0 0 0 0 0 0 0 0 0 0
Total to be investigated**** 1 3 29 16 0 0 0 3 1 0 31 22
Total Events/Month 59 41 485 321 0 1 9 13 54 34 607 410
**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 April 2025 - 30 June 2025 comparison with 1 April 2024 - 30 June 2024
Accidents by Month of Occurrence
Community and Enterprise Education Finance and Corporate Housing & Tech Social Work TOTAL
66

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APT&C Manual /
Craft Teachers Total APT&C Manual /
Craft Teachers Total
Community and Enterprise 1 32 N/A 33 0 0 N/A 0 1 32 N/A 33 11 14 8 52% 33.52
Education 4 N/A 4 8 0 0 0 0 4 0 4 8 1 2 5 6% 8
Finance and Corporate 1 0 N/A 1 0 0 N/A 0 1 0 N/A 1 1 0 0 2% 1
Housing and Technical 5 5 N/A 10 0 2 N/A 2 5 3 N/A 8 3 4 3 15% 10
Social Work 1 13 N/A 14 0 0 N/A 0 1 13 N/A 14 7 5 2 25% 14
Total  (Apr-Jun 2025) 12 50 4 66 0 2 0 2 12 48 4 64 23 25 18 73% 66
Total  (Apr-Jun 2024) 7 29 3 39 3 5 0 8 5 23 3 31 24 10 5 87%
APT&C Manual/
Craft Teachers Total APT&C Manual/
Craft Teachers Total APT&C Manual/
Craft Teachers Total
Community and Enterprise 0 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0
Education 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0 0
Finance and Corporate 0 N/A 0 0 0 0 N/A 0 0 0 0 0 0 0 N/A 0 0
Housing and Technical 0 N/A 0 0 0 0 N/A 0 0 0 0 0 0 0 N/A 0 0
Social Work 0 N/A 0 0 0 0 N/A 0 0 0 0 0 0 0 N/A 0
Total  (Apr-Jun 2025) 0 N/A 0 0 0 0 N/A 0 0 0 0 0 0 0 N/A 0 0
Total  (Apr-Jun 2024) 0 N/A 0 0 0 0 N/A 0 0 0 0 0 0 0 N/A 0 0
*Resources nil responses are not included in figures
Appeal's Panel
From: 1 April - 30 June 2025
Appeal's Panel
Total
Appendix 11
Record of Disciplinary Hearings
From: 1 April 2025 - 30 June 2025 comparison with 1 April 2024 - 30 June 2024
Resource
No of Disciplinary Hearings Outcome of Disciplinary Hearings No of weeks to convene Disciplinary
Hearing
% Held within
6 Weeks
APT&C Manual/
Craft 6+Teachers Total
No Action Action Taken
3
Appeals
PendingAPT&C Manual/
Craft Teachers Total
Upheld
4-6
Upheld in Part Not Upheld
Upheld Upheld in Part Not Upheld Total Withdrawn Appeals pending to
date
Resource
No of Appeals Outcome of Appeals
10 0 0 0
67

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Appendix 12a
Record of Grievances
From: 1 April 2025 - 30 June 2025 comparison with 1 April 2024 - 30 June 2024
Grievances No of Grievances No Resolved at
Stage 1
No Resolved at
Stage 2
No Resolved at
Stage 3
Still in
Process
Total (Apr-Jun 2025) 10 0 0 0 10
Total (Apr-Jun 2024) 0 0 0 0 0
Dignity at Work
From: 1 April 2025 - 30 June 2025 comparison with 1 April 2024 - 30 June 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 (Apr-Jun 2025) 5 0 0 0 0 5
Total (Apr-Jun 2024) 0 0 0 0 0 0
68

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Appendix 13
From 1 April - 30 June 2025
Reason for leaving Community and
Enterprise Education Finance and
Corporate
Housing &
Technical Social Work Total %
Career Advancement 3 11 1 4 10 29 26%
Child Caring / Caring
Responsibilities 4 3 0 0 1 8 7%
Disatisfaction with terms and
conditions 1 1 0 1 0 3 3%
Further Education 2 1 0 0 2 5 4%
Moving outwith area 2 0 1 0 2 5 4%
Personal Reasons 9 14 2 5 7 37 33%
Poor relationship with managers /
colleagues 4 2 0 0 1 7 6%
Other 8 5 3 0 3 19 17%
Total no. of leavers per Resource
eligible for an exit interview 33 37 7 10 26 113 100%
Number of exit interviews
conducted 6 10 2 2 4 24
% of leavers interviewed 18% 27% 29% 20% 15% 21%
From 1 April - 30 June 2024
Total no. of leavers per Resource
eligible for an exit interview 39 54 6 11 30 140
Number of exit interviews
conducted 6 23 3 4 7 43
% of leavers interviewed 15% 43% 50% 36% 23% 31%
* Note these totals include temporary employees
Analysis of leavers and exit interviews
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Appendix 14
Applied Interviewed Appointed % of Applicants
interviewed
% of Applicants
appointed
% of
Interviewees
appointed
5197 2509 292 48% 6% 12%
1951 1067 90 55% 5% 8%
3239 1371 199 42% 6% 15%
392 222 20 57% 5% 9%
4222 1982 226 47% 5% 11%
718 409 59 57% 8% 14%
660 204 17 31% 3% 8%
844 287 27 34% 3% 9%
4146 2116 257 51% 6% 12%
71 12 3 17% 4% 25%
Applied Interviewed Appointed % of Applicants
interviewed
% of Applicants
appointed
% of
Interviewees
appointed
2854 899 281 31% 10% 31%
1043 333 102 32% 10% 31%
1797 560 177 31% 10% 32%
115 47 5 41% 4% 11%
2142 595 183 28% 9% 31%
674 285 93 42% 14% 33%
2312 809 266 35% 12% 33%
369 65 12 18% 3% 18%
12 5 0 42% 0% 0%
Recruitment Monitoring
Analysis of Gender, Disability, Ethnicity and Age
From : 1 April - 30 June 2025
Total Number of applications received: 7262
Total Number of Equal Opportunities Monitoring forms received: 7236
Total Number of posts advertised: 269
Total Number of appointments: 425
Gender / Disability / Age
** includes White Scottish and White Other British
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 BME applicants
Total No of Minority Ethnic applicants*
Total No of White applicants**
Total No of Veteran applicants
*includes Mixed, Asian, Black, White (Irish, Polish, Gypsy/Traveller, Roma, Showman/Showwoman, other
Total No of Female Applicants
From : 1 April - 30 June 2024
Total Number of applications received: 6128
Total Number of Equal Opportunities Monitoring forms received: 3523
Total Number of posts advertised: 2862
Total Number of appointments: 581
Gender / Disability / Age
Total EO Forms Received
Total No of Male Applicants
*Black/Ethnic Minority applicants includes Mixed, Asian, Black and other backgrounds.
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
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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 3387 1246 351 238 1552 2446.47 5.00 1697.99 413.49 264.45 45.94 17.60 0.00 2.00 0.00
Education - Others 3164 95 88 554 2427 2433.87 6.00 1181.26 1054.95 130.70 49.00 11.00 0.00 0.96 0.00
Education - Teachers 4122 700 117 2127 1178 3527.90 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3527.90
Finance & Corporate Resources 809 182 22 368 237 720.60 8.00 88.75 335.41 210.07 55.37 23.00 0.00 0.00 0.00
Housing & Technical 1367 751 113 344 159 1260.51 4.00 195.51 668.67 350.04 33.29 7.00 0.00 2.00 0.00
Social Work Resources 2739 191 230 923 1395 2347.99 3.00 319.33 1436.10 465.66 91.30 31.60 0.00 1.00 0.00
9209.44 (excluding Teachers)
Total All Staff 15588 3165 921 4554 6948 12737.34 26.00 3482.84 3908.62 1420.92 274.90 90.20 0.00 5.96 3527.90
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
Quarterly Joint Staffing Watch Return : Number Employed On 14 June 2025
Analysis by Resource
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
Total Number of Employees Full-Time Equivalent
Male Female Salary Band
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Page 73

Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Treasury Management Activity – 2025/2026 First
Quarter Review 
1. Purpose of Report
1.1. The purpose of the report is to:-
[purpose]
 provide a first quarter review of Treasury Management Activity for 2025/2026
[1purpose]
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):-
[recs]
(1) that the contents of this report be noted.
[1recs]
3. Background
3.1 In order to provide members with information on the Council’s Treasury Management
activities, a quarterly report is presented to this Committee.  This report covers the
period 1 April to 30 June 2025. 
4. Market Performance
4.1. At the time of writing the base rate was 4.00% and the Bank of England Asset
Purchase Programme (commonly referred to as its policy of quantitative easing) was
£586bn.  The Council’s Treasury Management Advisers are forecasting that the
base rate is likely to be cut to 3.75% in February 2026. 
5. Debt Management and Borrowing Strategy
5.1. The Council began the year with debt of £1,030.762m with fixed rate loans from the
Public Works Loans Board (PWLB) making up 94.32% of the debt. 
5.2. Table 1 shows the movement in borrowing from 1 April 2025 to 30 June 2025.  Short
term borrowing reflects borrowing which will mature in the coming year, or where the
debt can be recalled in the coming year.  
9
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Table 1 – Movement in Borrowing to 30 June 2025
Balance as at
01/04/2025
£m
New
Borrowing
£m
Debt
Maturing
£m
Debt
Repaid
£m
Balance
as at
30/06/25
£m
Increase/
Decrease
in
Borrowing
£m
Short Term
Borrowing 170.153 87.500 (126.216) 0.00 131.437 (38.716)
Long Term
Borrowing 860.609 0.000 0.00 0.00 860.609 0.000
Total
Borrowing 1,030.762 87.500 (126.216) 0.00 992.046 (38.716)
5.3. In 2012/2013, HM Treasury introduced a “certainty rate” to enable eligible local
authorities to access cheaper PWLB funding, with a 20 basis point (0.20%) reduction
on the standard rate. South Lanarkshire Council has access to this reduced rate.
5.4. The Council has an expected borrowing requirement of £400.567m for 2025/2026
including £237.667m carried over from 2024/2025. It is expected that only
£232.325m of borrowing will actually need to be taken in 2025/2026.
5.5. The Executive Director (Finance and Corporate Resources), under delegated
powers, will continue to take the most appropriate form of borrowing depending on
the prevailing interest rates at the time, taking into consideration the differential
between investment earnings and debt costs that remains high.
5.6. No long-term borrowing has been taken so far in the current financial year. Instead,
cash balances have been used to fund capital spend. Borrowing to replace these
balances will be required going forward.
5.7. Short-term borrowing of £87.500m has been taken during 2025/2026 for cashflow
purposes. This borrowing has been taken from other public bodies such as local
authorities and police/fire boards; and local government pension funds.
6. Investment Activity
6.1. On a daily basis, the Treasury Management section within Finance and Corporate
Resources manages the Council’s cash balances. These balances can result from
day-to-day cash flow situations where income has been received before expenditure
has taken place, and from the balances held in earmarked reserves for use at a later
date. It is the responsibility of the section to manage these funds. The primary
consideration when making deposits is the security of funds. Secondary to this,
consideration is given to ensuring we have access to funds when necessary, and
that these funds are working as well as they can for the Council.
6.2. The Prudential Indicators, Treasury Management Strategy and Annual Investment
Strategy Report for 2025/2026 was approved by South Lanarkshire Council on 26
February 2025. This included details of permitted investments for the Council.
6.3. Prior to depositing funds with any bank or building society, checks are made with the
Council’s treasury adviser, MUFG, that the institution is considered safe and that any
deposit conforms to their recommended time duration as determined by their Rating
Methodology. This methodology uses credit ratings, rating watches and outlooks
and credit default swap (CDS) prices to establish a suggested time duration for
deposits.
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6.4. Deposits made in the period 1 April 2025 to 30 June 2025 totalled £543.770m. This
is the cumulative deposits placed over this period. This is broken down per sector
and institution in Table 3. 95.32% of these deposits were made with the UK
Government through the Debt Management Office (DMO) deposit facility.
6.5. In order to manage their cash flow over the short term, local authorities, as part of
normal treasury management activity, will place money on deposit with other local
authorities. Deposits placed with other local authorities account for 2.76% of
deposits. The remaining 1.92% was placed in instant access call accounts with
Bank of Scotland.
Table 3 – Investment Activity 1 April 2025 to 30 June 2025
Counterparty
Deposit
Totals (£m)
% of
Total
Deposits
Average
Interest
Rate
Deposits in UK Government
Debt Management Account Deposit
Facility 518.335 95.32% 4.32%
Total Deposits in UK Government 518.335 95.32% 4.32%
Deposits in UK Local Authorities 15.000 2.76% 4.25%
Deposits in UK Banks and Building
Societies:
Bank of Scotland 10.435 1.92% 4.34%
Total Deposits in UK Banks and
Building Societies 10.435 1.92% 4.34%
Total Deposits 01/04/2025 to 30/06/2025 543.770 100.00% 4.31%
6.6. The average interest rates achieved from the deposits are also shown in Table 3.
Interest rates achievable for deposits have been falling since the Bank of England
began a series of interest rate cuts..
6.7. Actual deposits as at 30 June 2025 totalled £84.662m.
7. Management of Risk
7.1. It is recognised that no Treasury Management activity is without risk and practices
are put in place in order to limit risk. As noted in section 6.2, the Treasury
Management Strategy was approved in February 2025 and set a framework for
Treasury Management activities in 2025/2026. It also set limits on debt and
investments in order to mitigate risks.
7.2. The Annual Investment Strategy for 2025/2026, also approved in February 2025,
included details on how risk would be managed for all permitted investments. This
included criteria for placing deposits with the Debt Management Office (DMO), UK
Local Authorities, Banks and Building Societies and Money Market Funds.
7.3. Part of the criteria for counterparties is meeting minimum credit ratings with the three
main rating agencies. A credit rating evaluates the credit worthiness of an
organisation. It is an evaluation made by a credit rating agency of the organisation’s
ability to pay back the debt and the likelihood of default.
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7.4. Tables 4 to 6 show a breakdown of deposits with details of the credit ratings of banks
and building societies used from 1 April 2025 to 30 June 2025. Deposits with the
DMO are with the UK Government and so have a rating equivalent to the UK’s
sovereign rating. Deposits with local authorities are considered to be of very high
credit quality.
Table 4 – Fitch Ratings
Long Term Rating Short Term Rating Deposits
Totals
Percentage
of Total
Deposits
Deposits with DMO / UK Government (AA-) 518.335m 95.32%
Deposits with Local Authorities 15.000m 1.92%
AA- F1+ 10.435m 2.76%
Total 543.770m 100.00%
Table 5 – Moody’s Ratings
Long Term Rating Short Term Rating Deposits
Totals
Percentage
of Total
Deposits
Deposits with DMO / UK Government (Aa3) 518.335m 95.32%
Deposits with Local Authorities 15.000m 1.92%
A1 P-1 10.435m 2.76%
Total 543.770m 100.00%
Table 6 – Standard and Poor’s Ratings
Long Term Rating Short Term Rating Deposits
Totals
Percentage
of Total
Deposits
Deposits with DMO / UK Government (AA) 518.335m 95.32%
Deposits with Local Authorities 15.000m 1.92%
A+ A-1 10.435m 2.76%
Total 543.770m 100.00%
7.5. The tables above show that 97.24% of deposits were made with counterparties of
very high credit quality (DMO / UK Government and other local authorities). The
remaining 2.76% were deposits in instant access accounts with Bank of Scotland.
7.6. The graph at Appendix 1 shows the duration of deposits made from 1 April 2025 to
30 June 2025. The graph shows that, since 1 April 2025, all deposits have been
made for 1 year or less. The maximum maturity period of 61 days was for a deposit
of £15.000m to a local authority.
8. Next Quarter Investment Plans
8.1. The current investment framework will be continued in the next quarter. Deposits will
continue to be placed with the institutions where their ratings are consistent with the
Council’s approved criteria. Deposits will also continue to be placed with the DMO
and UK local authorities.
8.2. Treasury Bills will be used when they return a higher yield than deposits in the DMO
for the same, very low risk.
8.3. We will continue to work with our Treasury Management Advisers, Link, to ensure
we gain all information available on counterparties before any deposits are made.
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9. Treasury Management Indicators
9.1. The purpose of these indicators is to contain the activity of the treasury function
within certain limits, thereby managing risk and reducing the impact of an adverse
movement in interest rates. However, if these are set to restrictive limits, they will
impair the opportunities to reduce costs/improve performance. The indicators are
detailed in paragraphs 9.2 to 9.5.
9.2. Limits for External Debt: The operational and authorised limits for external debt for
2025/2026 were set in the Prudential Indicators, Treasury Management Strategy and
Annual Investment Strategy 2025/2026 approved by South Lanarkshire Council on
26 February 2025. These are shown in Table 7, along with a column showing the
difference between the actual debt level and the limits (headroom).
Table 7 – Limits for External Debt
Estimate as
per 2025/26
Strategy
Minimum
Headroom
to Limits in
period
Headroom
as at
30/06/2026
£m £m £m
Operational Limit for external debt 1,570.000 451.738 577.954
Authorised Limit for external debt 1.590,000 471.738 597.954
9.3. The indicator shows that we have not breached the operational and authorised limits
to 30 June 2025. There has been a minimum level of headroom of £451.738m
between actual and authorised level for external debt in the period to 30 June 2025.
The headroom at the end of June was £597.954m for external debt.
9.4. Limits on Maturity Structure: By setting limits on the maturity structure of
borrowing, the exposure to large concentrations of debt needing to be replaced at
the same time in the future at currently unknown rates can be limited. This
effectively places a limit on exposure to longer term interest rate movement. This is
shown in Table 8.
Table 8 – Limits on Maturity Structure
Maturity Structure of Borrowing
Upper
Limit
Lower
Limit
Maximum
for period
to 30/06/25
Actuals as
at 30/06/25
Under 12 months 50% 0% 23.04% 13.25%
12 months and 24 months 50% 0% 7.07% 7.07%
24 months and 5 years 50% 0% 21.52% 21.52%
5 years and 10 years 55% 0% 20.50% 20.50%
10 years and 20 years 60% 0% 3.31% 3.31%
20 years and 30 years 70% 0% 24.34% 24.34%
30 years and 40 years 80% 0% 10.01% 10.01%
40 years and 50 years 90% 0% 0.00% 0.00%
50 years and above 100% 0% 0.00% 0.00%
9.5. The indicator shows that the upper limits for all maturity profiles have not been
breached to 30 June 2025.
10. Employee Implications
10.1. There are no employee implications.
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11. Financial Implications
11.1. The current rate of interest receivable remains relatively low but has increased over
recent months.  Any deposit interest received offsets Loan Charges made to the
Council’s Revenue budget. 
11.2. The costs of borrowing for capital expenditure have been built into the long-term
Revenue Budget Strategy. 
12. Climate Change, Sustainability and Environmental Implications
12.1. There are no implications for climate change or sustainability in terms of the
information contained in this report. 
12.2. There is also no requirement to carry out an environmental impact assessment in
terms of the information contained within this report. 
13. Other Implications (Including Environmental and Risk Issues)
13.1. Section 7 of this report provides details of how investment risk is managed. 
14. Integrated Impact Assessment and Consultation Requirements
14.1. This report does not introduce a new policy, function or strategy or recommend a
change to an existing policy, function or strategy and, therefore, no impact
assessment is required. 
14.2. There is no requirement to carry out any consultation in terms of the information
provided in this report. 
Jackie Taylor
Executive Director (Finance and Corporate Resources) 
13 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Accountable, effective, efficient and transparent 
Previous References
 Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy
2025/2026, South Lanarkshire Council, 07 February 2025. 
List of Background Papers
 None 
Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact:-
Lorraine O’Hagan, Head of Finance
Ext:  2601 (Tel:  01698 452601)
E-mail: lorraine.o’hagan@southlanarkshire.gov.uk
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0
10
20
30
40
50
60
70
80
1 2 3 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 61 Call
£m
Term (Days)
Maturity of Deposits 1st April 2025 - 30th June 2025 Appendix 1
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Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Finance and Corporate Resources' Workforce Plan
2025 to 2027 
1. Purpose of Report
1.1. The purpose of the report is to:- 
 provide an update on the Finance and Corporate Workforce Plan 
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):- 
(1) that the work to produce the Finance and Corporate Resources’ Workforce Plan
be noted; and
(2) that the Finance and Corporate Resources’ Workforce Plan 2025 to 2027,
attached at Appendix 1, be approved. 
3. Background
3.1. South Lanarkshire Council is committed to delivering high-quality services that
improve the lives of residents across the region.  The Council Plan 2022 to 2027
outlines strategic priorities under the themes of People, Planet, and Progress.  To
support these priorities, the Council has developed a Workforce Strategy that ensures
the right people are in the right roles at the right time.
3.2. The Council Workforce Strategy and Planning process provides the framework for
workforce planning in the Council.  The Strategy and Plans are aligned to current and
future Council service needs and details the approach by the Council to ensure that
the workforce required is in place to meet those needs.  The Council Workforce
Strategy and Plan was approved at the Executive Committee, 28 May 2025.
3.3. Resource workforce plans detail the key areas of focus for Resources for 2025 to
2027, the current resource workforce profiles, the key workforce challenges and
actions identified to address challenges. 
4. Workforce Planning Process
4.1. Engagement and consultation to produce workforce plans has been primarily through
HR business managers and Resource Management Teams.  Resources undertook a
horizon scanning exercise as part of the Resource planning process to identify key
areas of focus, this along with workforce data was used to complete workforce
planning toolkit templates.  In addition, there was a review of previous actions (2022
to 2025) to identify any ongoing activity to be reflected in the 2025 to 2027 plans.  This
10
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structured approach enabled the identification of strategic workforce priorities and the
development of targeted actions to address them.
5. Finance and Corporate Resources Workforce Plan 2025 to 2027.
5.1. The Finance and Corporate Resource Workforce Plan is attached in Appendix 1. The
workforce planning process identified 5 key priority areas, each with associated
challenges and actions detailed in paragraphs 5.2 to 5.6.
5.2. Recruitment, Attraction, and Retention
The challenges identified were that in some services there is an ageing workforce,
which will mean a loss of skills and expertise. There has also been difficulty in
recruiting and retaining staff for specialist roles in procurement, IT and finance, due to
a competitive recruitment market. To address this, services will continue to use a
‘grow your own approach’ to develop employees into more specialist roles, this has
been successful in procurement in the last workforce planning cycle. This approach
will include succession planning to develop future leaders, expansion of graduate
recruitment and career pathways, as well as promotion of the Council as an employer
of choice.
5.3. Transformation
Across the Resource, services advised that on an annual basis they will be carrying
service reviews as appropriate and contributing to the budget gap through efficiencies.
It can be challenging to balance maintaining or improving services and managing
programmes of transformation and change. The services will continue to review
capacity and look at staffing requirements along with the outcomes to transformation
reviews and changes in demand for services. IT services will progress the Digital
Transformation Review and this will contribute to cross council transformation reviews.
The Resource will also continue to manage efficiencies as Oracle Fusion is
embedded.
5.4. Skills Gap
The workforce planning process has identified skills gaps across the resource in digital
and change management skills. The Learning and Development Strategy will address
these gaps through learning and development activity to support and improve change
management skillsets and decrease skills gaps across IT services to enable them to
fully support digital transformation across the Resources and the Council.
5.5. Delivery of Key Activities
To deliver the key areas of activity for the Resource, there are challenges relating to
increased service demand on Corporate Services, for example IT services are leading
on digital transformation council wide. In addition, the Learning and Development
Team will support the delivery of management and leadership development and
sustainable development and climate change strategy through facilitating training
requirements across Resources. The Resource will review staffing arrangements and
prioritise requirements to deliver key activities as detailed above and such as
supporting Marmot and the implementation of new technologies. Services will also
undertake skills assessments to enable them to provide support for the implementation
of new technologies, projects and outcomes of service reviews.
5.6. Employee Wellbeing
There are challenges across services in terms of absence management, staff
resilience and continuing to build on and further develop methods of employee
engagement. Personnel Services are recruiting additional resources to support
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managers in managing absence. The service will also continue to review and improve
supports to enhance employee wellbeing and engage with Trade Unions in line with
Partnership Working arrangements.
6. Monitoring Arrangements
6.1. Workforce Plans will be monitored through Resource Management Teams and
updates provided to the Committee on an annual basis.
6.2. Workforce planning is incorporated into Resource risk registers to acknowledge that
having the right workforce with the right skills at the right time is reliant on the key
workforce actions progressing. There are some workforce actions addressing national
challenges, for example, national campaigns to promote career pathways in local
government and funding available for specific training opportunities to address skills
shortages. There is a risk if these actions do not progress that there will be shortfalls
in the workforce that can impact on service delivery.
7. Employee Implications
7.1. Having a Workforce Strategy and proactive workforce planning process in place
ensures an effective workforce is in place to deliver Council services.
8. Financial Implications
8.1. There are no costs associated with undertaking the workforce planning process, the
activities detailed above, for example learning and development plans will be met from
existing budgets.
8.2. Planning for appropriate workforce arrangements demonstrates effective and efficient
use of resources.
9. Climate Change, Sustainability and Environmental Implications
9.1. There are no implications for climate change, sustainability or for the environment on
this report.
10. Other Implications
10.1. There are risks to the Council in not ensuring that there are clear links between the
workforce planning process and the overall Council planning process.
11. Integrated Impact Assessment and Consultation Requirements
11.1. This report does not introduce a new policy or strategy, and no impact assessments
are required. An integrated impact assessment was undertaken for the Workforce
Strategy.
11.2. Trade Unions been involved in the workforce planning process and updated through
updates to JTUC Executive. Resource workforce planning activity is reported through
JCCs.
Jackie Taylor
Executive Director (Finance and Corporate Resources)
5 August 2025
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Link(s) to Council Values/Priorities/Outcomes 
Values
 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 
Priorities
 We will work to put people first and reduce inequality
 We will work towards a sustainable future in sustainable places
 We will work to recover, progress and improve 
Outcomes
 Caring, connected, sustainable communities
 Thriving business, fair jobs and vibrant town centres
 Inspiring learners, transforming learning, strengthening partnerships 
Previous References
 None 
List of Background Papers
 Council Workforce Strategy and Plan 2025 to 2027, Executive Committee 28 May 2025 
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:  4668  (Tel:  01698 454668)
E-mail:  eileen.mcpake@southlanarkshire.gov.uk 
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Finance and Corporate
Workforce Plan 2025 – 27 
1. Introduction
2. Resource Overview
3. Key Areas of Focus
4. Resource Workforce Profile
5. Resource Workforce Plan 
6. Risk Implications
7. Monitoring the Plan
Appendix 1 – Review of 2022-25 Actions
Appendix 2 – Finance and Corporate Workforce Profile 
Appendix 3 – 2025 – 27 Finance and Corporate Workforce Planning Actions 
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1. Introduction
South Lanarkshire Council delivers a wide range of services across the community that
improve the lives of everyone living in South Lanarkshire. At the heart of the Council vision
are values based on fairness, empathy, and a commitment to make a difference for the
people of South Lanarkshire. The Council strives to be high achieving and high performing
and to achieve this requires an available, capable, and resilient workforce.
The Council Plan 2022 – 2027 sets out the Council priorities and how these will be
delivered. The foundations of the Council plan are based on People, Planet and Progress.
To deliver the Council priorities, the Council has a Workforce Strategy which sets out the
workforce planning framework used to identify the key strategic drivers, service demands
and the actions to ensure that the Council has the right people in the right place at the right
time to deliver our vision.
This framework has been used to produce Resource and Council workforce plans, which
outline the workforce challenges and actions for South Lanarkshire Council.
The previous workforce plans covered 2022 – 2025 and this Council Workforce Plan covers
the period 2025 – 27, to align with the lifecycle of the current Council Plan.
2. Resource overview
The 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 provide 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
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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.  
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3. Key Areas of Focus
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.
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.
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 expected 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 forward. 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. The
strategic approach to financial planning also includes planning for Capital programmes
of work.
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.
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Strategic Workforce Planning 
The Resource is responsible for co-ordinating workforce planning for the Council and the
facilitation of Resource Workforce Plans. The Workforce Strategy sets out 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.
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.
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. 
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
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most significant risks.
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. 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.
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 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.
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’.
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4. Finance and Corporate Workforce Profile Overview
The full workforce profile is attached in Appendix 2. The data reviewed covers the period
April 2023 – March 2024. Resources used this data to complete their workforce plans for
2025 – 2027. The key highlights from the workforce profile are detailed below.
Employee Numbers
For April 2023 – March 2024, Finance and Corporate Resources employed an average of
906 employees, equating to 802.8 Full Time Equivalent (FTE).
The workforce is split across seven services; the split of each Service is shown below in Table
1 by headcount (number of employees) and total FTE.
Table 1 Employee numbers
Finance and Corporate Services Headcount FTE
Total Resource 906 802.8
Administration and Legal 85 73.91
Internal Audit 13 11.32
Communications and Strategy 48 46.04
Finance - Strategy 69 66.16
Finance - Transactions 386 328.11
Information Technology 99 91.71
Personnel 202 181.55
Directorate 4 4.0
Employment Status
As of 31 March 2024, FCR employed 882 employees. There were 30 employees who are in
a temporary position, 848 employees in a permanent position and 4 casual employees. This
is detailed in table 2. The majority of the Service’s workforce is employed on a full-time basis;
the highest proportion of part time employees is within Finance Services – Transactions.
Table 2 Employment Status
Finance and Corporate
Services
Permanent
Employees
Temporary
Employees
Casual
Employees
Total
Employees
Total Resource 848 30 4 882
Administration and Legal 80 - - 80
Internal Audit 12 - - 12
Communications and
Strategy 44 4 - 48
Finance - Strategy 63 5 1 69
Finance - Transactions 369 7 3 379
Information Technology 98 - - 98
Personnel 178 14 - 192
Directorate 4 - - 4
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Gender Split
The gender split across Services* is detailed in Table 3. The Resource workforce consists
of 25.1% male and 74.9% female. 
Table 3 Gender Split
Finance and Corporate Services Female Male Total Employees
Total Resource 657 221 878
Administration and Legal 64 16 80
Internal Audit 7 5 12
Communications and Strategy 29 19 48
Finance - Strategy 49 19 68
Finance -Transactions 319 57 376
Information Technology 36 62 98
Personnel 150 42 192
Directorate  3 1 4 
As at 31 March 2024 and excluding casual employees 
Age Range
The age range across Services is detailed in Table 4. Seventy-seven percent of the workforce
are age 40 or over. Finance - Transactions has the highest employee numbers aged 65 and
above, as well as the highest number of employees aged 50 and above. Personnel has the
highest number of employees aged 16-19 years. 
Table 4 Age Range
Finance and
Corporate
Services
16-19
Years
20-29
Years
30-39
Years
40-49
Years
50-59
Years
60-64
Years
65+
Years
No.
Employees 
Total 8 62 135 208 353 89 23 878
Administration and
Legal - 5 8 22 33 11 1 80
Internal Audit - - 1 3 8 - - 12
Communications
and Strategy - 2 5 10 25 5 1 48
Finance - Strategy 2 2 7 15 34 8 - 68
Finance -
Transactions 1 22 68 96 136 44 `9 376
Information
Technology - 9 16 17 44 8 4 98
Personnel 5 22 29 45 70 13 8 192
Directorate - - 1 - 3 - - 4
As at 31 March 2024 excluding casual employees. 
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Absence
The absence rate for the Resource for 2023/24 was 3.48%. The details are in table 5.
Table 5 – Absence rates
Finance and Corporate Services Absence 23 /24
Finance and Corporate 3.48%
Administration and Legal 5.84%
Internal Audit 5.74%
Communications and Strategy 2.78%
Finance - Strategy 1.33%
Finance - Transactions 4.27%
Information Technology 2.23%
Personnel 2.45%
Directorate 0.0%
As at 31 March 2024, excluding casual employees.
Leavers and Turnover
From 1st April 2023 to 31st March 2024, 86 employees left the Resource, equating to 66.48
FTE. The turnover rate for the Resource for 2023/24 was 9.50%. This turnover rate is
calculated using all leavers.
Recruitment
During 2023/24 across the Council, 1,931 posts were advertised attracting 15,592
applications. Candidates were appointed to 1,453 posts. The difference can be attributed to
the notional number of vacancies applied to rolling campaigns. This is not a reflection of non-
filling of posts.
For Finance and Corporate Resources during 2023/24, 77 posts were advertised attracting
946 applications and 84 candidates were appointed.
Positions can be advertised to recruit for single or multiple vacancies; this accounts for the
higher number of candidates appointed than posts advertised.
Full details of the workforce profile are attached in Appendix 2.
5. Resource Workforce Plan
Resource Workforce plans were produced covering the period 2022 – 25. These plans have
been reviewed to provide an update on actions to date and to identify any ongoing activity to
be reflected in the 2025 – 27 plans. A summary of the review is included in Appendix 1.
During 2024, Resources undertook a horizon scanning exercise as part of the Resource
planning process to identify key areas of focus moving forward. Following this, working with
HR Business Managers, Heads of Service completed the workforce planning toolkits to
consider the workforce requirements to deliver resource plan outcomes, local and national
drivers, as well as known and anticipated changes that will impact on the workforce. The
workforce profile information was also taken into account as part of this exercise.
Common themes emerged across all Resources and the priority workforce planning areas to
focus on and meet the challenges are as follows:
• Recruitment / Attraction and / retention
• Transformation
• Skills gap
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• Delivery of key activities
• Employee well being 
All of this activity identified the key workforce challenges and the actions for Finance and
Corporate Resources.  A summary is provided in the table overleaf. 
Summary of challenges and actions 
Priority Identified Need  Key Challenges Action
Recruitment / Attraction /
Retention
Age profile of existing
workforce 
Loss of knowledge, skills,
and experience 
Professional and
specialist posts are hard
to recruit and retain. 
Continue to use ‘grow our
own’ approach to
increase workforce supply
and develop existing
employees to progress 
Implement robust
succession planning
process. 
Promote the Council as
employer of choice
Use graduate traineeship
to attract newly qualified
graduates who can
develop into professional
roles, for example
procurement, accountants
and IT specialists. 
Transformation Maintaining services,
alongside managing
programmes of
transformation and
change. 
Impact of providing cross
council support for
transformation and ability
to contribute to financial
savings 
Continuing service
improvement from Oracle
Fusion 
Consider options for
vacant posts and review
management structures. 
Review of Money Matters
Advice Service and
customer contact review 
Progress Digital
transformation review
Support the cross-Council
transformation reviews 
Manage efficiencies
achieved as Oracle fusion
is embedded 
Skills gap Skills to support
organisational
transformation
Leadership development 
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Digital upskilling and
specialist knowledge 
Develop skills in the L&D
team to support change
management 
Skills development to
support strategic IT. 
Delivery of Key Resource
Activities
Strategic digital
development and how this
is supported 
Community involvement 
Support the Council
achieve net zero and
deliver sustainable
development and climate
change 
Increased demand for
services 
Support for
implementation of new
technologies 
Support digital
transformation by
ensuring employees have
skills to deliver the
strategy 
Review of staffing
required to support
Marmot 
L&D developments to
support delivery of
Climate and Sustainable
Development Strategy 
Ensure structures in place
to support increased
demand for services 
Address skills gap in IT
service e.g., business
analysis, service design
and user research
Employee Wellbeing Maintaining employee
wellbeing and resilience 
Reducing absence
Improved employee
engagement 
Review of employee
supports 
Recruit additional
personnel officer and
assistants to support
absence management 
The Finance and Corporate Resource Workforce Action Plan is attached in Appendix 3. 
This provides the detail on the actions to deliver the plan, how they will be achieved, who is
responsible for the delivery, the expected outcomes, and the timescales to be achieved by. 
Engagement and consultation to produce workforce plans has been primarily through HR
Business Managers and Resource Management Teams,
Trade Unions have been updated on activity through JTUC Executive updates and Trade
Unions were also asked to provide details of workforce challenges from TU perspective via
a survey. 
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6. Risk Implications
The actions identified assist the Council to achieve the right people with the right skills to
deliver services. However, there are risks if these actions are not achieved, these are:
• Reduced workforce supply is a risk to meeting the Council’s requirements 
• Ability to train and develop staff to create our own talent into specialist roles within
required timescales and maintain service delivery 
• Competing recruitment drives across services and sectors 
The risks identified with workforce planning will be included in the Resource risk registers. 
7. Monitoring the Plan
The action plan will be monitored through Resource Management Teams. As the 
arrangements on national initiatives emerge any significant changes will be reflected 
in updated action plans. Resource workforce plans will be formally reported through 
annual updates on actions to Resource Committees. The Council workforce plan will 
be reported to Executive Committee on an annual basis. 
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Appendix 1 
Review Workforce Plan Actions 2022 – 25
An update on the key actions from the Finance and Corporate 2022 – 25 workforce
plan is provided below: 
Priority / identified
need
Actions Achievements Next steps
1a Increased demand
and reduced
workforce pool 
Revised
recruitment
practices, utilise
employability
routes. 
Revised
recruitment
practices are now
embedded
The introduction
of essential and
desirable criteria
in job profiles,
assist in
shortlisting
Oracle fusion,
recruitment
processes have
been reviewed
Successful
graduate trainees
in IT,
procurement and
finance to fill hard
to recruit posts 
This will be
addressed
through further
review and
revisions to the
Recruitment
Strategy and
the 
Learning and
Development
Strategy 
1b  Succession
Planning
Succession
planning is
discussed as part
of appraisal
process and
potential leaders
are nominated to
join the
Leadership
Development
programme,
there are
currently 3
delegates
enrolled from
F&C.
This will be
addressed
through further
revisions to the
Recruitment
Strategy and
the 
Learning and
Development
Strategy 
2a Service Design and
Efficiency savings 
Managing
employee impact
of savings 
Employee
reductions as an
outcome of
reviews have
been managed
The revision of
SWITCH2
arrangements
in relation to
managing
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through
successful
redeployments. 
employee
impact of
savings activity
will ensure that
employee skills
are maximised. 
2b  Service
Redesign
The Council has
a programme of
transformational
reviews to enable
services to be
delivered in a
different way to
achieve
efficiencies.
The
transformational
review
programme is
ongoing, and
current reviews
are within
services areas,
as well as
reviews of
overtime
reduction and
organisational
structures. 
3a IT / Digital  Implementation
of Fusion (HR,
finance, and
procurement) 
The new system
was implemented
in August 2024
and processes
have been
improved to
reflect the
capability of the
new system. 
The workforce
planning
process has
matured to
provide a
specific focus to
consider the
workforce
supports for the
delivery of a
Digital Council 
3b  Implementation
of Resource IT
systems
IT services are
supporting the
implementation of
Liquid Logic,
Social Work
Resources and
HOME, Housing
and Technical
Resources.
As the Council
moves towards
more digital
solutions the
workforce plans
will reflect
actions to
ensure that our
workforce is
digitally aware
and included.
4 Employee support
and wellbeing
Enhance
employee
support
Revised
occupational
health provision
Employee
supports will
continue to be
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has enhanced
the support
available to
employees
reviewed to
ensure the
supports are
accessible to all
employees. 
There is a
review of
Maximising
Attendance
Policy and
supporting
procedures to
ensure that the
Council
continues to
develop good
practice to
support and
engage the
workforce 
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21 
Workforce Profile: Finance and Corporate Resources            Appendix 2 
Section 1: Average Headcount and Full Time Equivalent
For the year 2023/24, South Lanarkshire Council (SLC) employed an average of 17,086 employees, equating to 14,046 Full Time Equivalent (FTE).
Finance and Corporate Resources employs 906 employees at 803 FTE, accounting for 5% of the Council’s headcount. The headcount and FTE
for each Service is shown in Table 1. 
Table 1 – FCR Headcount and FTE
Headcount - 906 FTE - 803   
Service proportions remain equal sized by Headcount and FTE, with employees contracted on average for 0.89 FTE. 
Section 2: Employment Categories and Hours Worked
As at 31st March 2024, Finance and Corporate Resources employed 881 employees, with a combined total of 898 assignments. 4 employees were
categorised as Casual and of these, 4 were employed in their main post as a Casual Employee. 9 employees with a primary Permanent or
Temporary post also held a second assignment as a Casual Employee.  
Admin & Legal
85
9% Audit &
Improvement
13
1%
Communications
48
5%
Directorate
4
1%
Finance - Strategy
69
8%
Finance -
Transactions
386
43%
IT
99
11%
Personnel
202
22%
Admin & Legal
73.91
9%
Audit &
Improvement
11.32
1%
Communications
46.04
6%
Directorate
4.00
1%
Finance - Strategy
66.16
8%
Finance -
Transactions
328.11
41%
IT
91.71
11%
Personnel
181.55
23%
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22 
Table 2: Employment Category Split
Resource Permanent
Employees
Temporary
Employees
Casual
Employees
Total
Employees
SLC 15377 594 769 16740
Finance and Corporate 848 30 4 882  
Administration and Legal 80 - - 80  
Internal Audit 12 - - 12  
Communications and Strategy 44 4 - 48  
Finance - Strategy 63 5 1 69  
Finance - Transactions 369 7 3 379  
Information Technology 98 - - 98  
Personnel 178 14 - 192
Directorate  4 - - 4 
Three quarters of Casual Employees are employed within Transactions as Call Services Assistants. 
*Please note that for all further data sets, Casual Employee figures have been removed. The total number of employees employed by
SLC as at 31st March 2024 is therefore 15,971 and Finance and Corporate, 878.
The majority of the Council’s workforce is employed on Full Time contracts, which for the purposes of this report, has been taken to mean employees
working 35 hours or greater per week at a Full Time Equivalent greater than or equal to 0.90. Term – Time employees who meet these criteria
over 39 weeks have also been included in the Full – Time count.
As shown below, 56% of SLC’s workforce were employed Full Time, with the remaining 44% categorised as Part Time employees as of 31st March
2024. The full-time split of Finance and Corporate Resources and its Services is shown alongside this:
Permanent
96%
Temporary
3%
Casual
1%
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23 
Table 3: Part Time / Full Time Split  Full Time Split as Percentage Full Time Split of Service
Resource Total
FT Total PT
No.
Employee
s
South
Lanarkshire
Council
9267 6704 15971
Finance and
Corporate 591 286 878
Administration
and Legal 53 27 80
Audit &
Improvement 8 4 12
Communicatio
ns and Strategy 42 6 48
Finance -
Strategy 54 14 68
Finance -
Transactions 216 160 376
Information
Technology 79 19 98
Personnel 136 56 192
Directorate 4 - 4 
Finance and Corporate’s services generally see high percentages of full-time employees.  Part – Time employees within Transactions
are most commonly Benefits and Revenue Officers, Clerical Assistants and Customer or Call Services Assistants. 
FT
67%
PT
33%
Administration
and Legal
66%
Audit &
Improvement
67%
Communications
and Strategy
88%
Finance -
Strategy
79%
Finance -
Transactions
57%
Information
Technology
81%
Personnel
71%
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24 
Section 3: Leavers and Turnover
Leavers
From 1st April 2023 to 31st March 2024, 1709 employees left the council, equating to 1239.55 FTE. 86 Leavers (66.48 FTE) held
positions within Finance and Corporate Resources. Table 4 shows the total leavers by Service and displays the headcount as a
percentage of total leavers from each Service. 
Table 4: Leavers by Resource Service Contribution to Resource Leavers
Resource No. of Leavers Total FTE
South Lanarkshire Council 1709 1239.55
Finance and Corporate 86 66.48  
Administration and Legal 17 13.29  
Internal Audit 1 0.5  
Communications and Strategy 2 2  
Finance - Strategy 12 10.04  
Finance - Transactions 27 17.55  
Information Technology 10 9.03  
Personnel 16 13.07 
When looking at the distribution of leavers by headcount (as above), Administration and Legal, and Finance – Strategy sees slightly
higher proportions of leavers relative to their size, with Finance Transactions being the highest number of leavers overall.   
Leave Reasons are explored in Tables 5.  
Admin & Legal
20%
Internal Audit
1%
Communications
1%
Finance - Strategy
14%Finance -
Transactions
31%
IT
14%
Personnel
19%
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25 
Table 5: Reasons for Leaving Finance and Corporate Resources 
As shown above, the five most common reason for leaving Finance and Corporate were Retirement (45% of all leavers), followed by
Career Development (20%), Personal Reasons (12%), Termination of Temporary / Fixed Contracts (5%) and Dismissal Due to Ill
Health (3%). In total, these five reasons account for 85% of all leavers in the year 2023/24.
The top five reasons for leaving by Headcount are shown by Table 6 on the next page for each Service, as a percentage of that
Service’s total leavers:
0
5
10
15
20
25
30
35
40
45
Nuber of Leavers
Count of Assignment Sum of FTE
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Finance and Corporate Administration and Legal  
Internal Audit Communications and Strategy   
Finance – Strategy  Finance – Transactions
Retirement
45%
Career
Development
20%
Personal Reasons
11%
Termination Of
Temporary/Fixed
Term/Contract
Staff
5%
Dismissal Due To
Ill Health
3%
Other
16%
Retirement
35%
Personal Reasons
23%
Career
Development
18%
Dissatisfaction
With Terms &
Conditions Of Job
12%
Moving Outwith
Area
6%
Other
6%
Retirement
100% Moving Outwith
Area
50%
Retirement
50%
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IT Services Personnel  
Retirement is the most common leave reason across all Services, excluding Personnel, where 44% of employees leave due to Career
Development.  
Retirement
42%
Career
Development
25%
Personal Reasons
17%
Retirement Due
To Ill Health
8%
Dismissal Due To
Ill Health
8%
Retirement
45%
Personal Reasons
15%
Career
Development
15%
Resignation - No
Notice Given
11%
Termination Of
Temporary/Fixed
Term/Contract
Staff
7%
Other
7%
Retirement
80%Child Care/Caring
Responsibilities
10%
Dismissal Due To
Ill Health
10%
Career
Development
44%
Retirement
31%
Termination Of
Temporary/Fixed
Term/Contract
Staff
13%
Gross Misconduct
6%
Dismissal Due to
Ill Health
6%
107

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Turnover
Turnover for the year 2023/24 was calculated as the total number of employees who left the Council from within Finance and Corporate
Resources between 1st April 2023 and 31st March 2024 (86), divided by the average number of employees in post during the year (906). 
The Turnover Rate for Finance and Corporate Resources for 2023/24 was 9.50% and is broken down by Service below. This is lower than
the Council rate of 10.46%. 
Table 7: Resource Turnover 
Turnover varies significantly between Services, with Administration and Legal, and Finance – Strategy reaching nearly 20% (and having
some of the highest turnover rates across the Council).
Within Administration and Legal, the most common role to leave was Solicitor, 30% (with the most common reason being dissatisfaction
with terms and conditions of job, 40%) which may indicate higher levels of external competition, although it should be noted when drawing
conclusions that the data set of Leavers is relatively small.
There are no clear patterns for Finance – Strategy, however the most common leave reason, Retirement (42%) indicates an ageing
workforce which will be covered further in Section 4. 
Finance and Corporate, 9.50%
Admin & Legal, 19.98%Internal Audit, 7.84%
Communications, 4.13%
Finance - Strategy, 17.43%
Finance - Transactions, 7.00%
IT, 10.09%
Personnel, 7.93%
0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00% 14.00% 16.00% 18.00% 20.00%
108

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Section 4: Age Profile
Table 8: Finance and Corporate Resources Age Profile 
Resource 16-19
Years
20-29
Years
30-39
Years
40-49
Years
50-59
Years
60-64
Years
65+
Years
No.
Employees
South Lanarkshire
Council 61 1862 3536 3749 4475 1670 618 15971
Finance and Corporate 8 62 135 208 353 89 23 878
Administration and
Legal - 5 8 22 33 11 1 80
Internal Audit - - 1 3 8 - - 12
Communications and
Strategy - 2 5 10 25 5 1 48
Finance - Strategy 2 2 7 15 34 8 - 68
Finance - Transactions 1 22 68 96 136 44 `9 376
Information Technology - 9 16 17 44 8 4 98
Personnel 5 22 29 45 70 13 8 192
Directorate  - - 1 - 3 - - 4 
As shown, South Lanarkshire Council has a predominantly older workforce, with 66% of employees being aged 40 or over and the largest
age demographic being 50-59, with 28% of the Council’s total employees.
Finance and Corporate has an older workforce than the majority of SLC Resources (second only to Community and Enterprise), with 77%
aged 40 years or over and 53% being aged 50 or over. The largest age demographic is 50 – 59 Years with 40% of employees in this
category.
Table 9 (below) shows the makeup of each Service by age demographic:  
16-19 Years
1%
20-29 Years
7%
30-39
Years
15%
40-49 Years
24%
50-59 Years
40%
60-64 Years
10%
65+ Years
3%
109

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Table 9: Proportion of Age Band by Service 
One Service within Finance and Corporate has the majority of its workforce aged under 50 years – Personnel (53% of employees aged
under 50 years). This Service also sees the highest proportion of employees aged under 40 years within the Resource (29%), with the
majority of employees aged 16 – 39 years employed as Clerical Assistants (36%) and Personnel Assistants (29%).
Audit and Improvement, Communications and Strategy and Finance – Strategy, have higher than average workforces with 67%, 65% and
62% of employees aged 50 years or over respectively.  
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Administration and Legal
Internal Audit
Communications and Strategy
Finance - Strategy
Finance - Transactions
Information Technology
Personnel
16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years
110

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Section 5.1: Absence Rate
Absence rates for the Council are calculated each calendar month by dividing the total number of workdays lost due to absence by the
total number of work days available for that period. The absence rate for South Lanarkshire Council for the year 2023/24 was 5.38%. 
The absence rate for Finance and Corporate Resources was 3.48% which is down vs. the previous year (3.75%). 
Total Absence %
(2023/24)
Short Term and Long-Term Absence %
(2023/24)  
The total level of absence has decreased throughout the year, with a one-point drop-in long-term absences between April 23 and March
24 being the main contributing factor. Short term absences have risen slightly across the year.
Absence levels by Service are shown in Table 10. 
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
4.50%
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
Short Term sick % Long Term Sick %
Linear (Short Term sick %) Linear (Long Term Sick %)
111

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Table 10: Service Absence Levels 
Three Services sit above the Resource average and are shown in more detail in Table 11. In addition to this, Administration and Legal,
and Audit and Improvement both exceed the Council average. 
Table 11: Service Absence – April 2023 – March 2024 
All three services have different factors contributing to their absence rates. Due to the smaller size of Audit and Improvement, individual
absences are weighted more heavily, and this appears to be the case above, with a single long-term absence pushing the Service to >8%
before closing in November.
Finance – Transactions and Administration and Legal both see higher baseline levels of absence, with Administration and Legal almost
exclusively due to Long – Term absences, while Finance – Transactions sees contributions from both Short and Long – Term. 
Admin & Legal
5.84%
Internal Audit
5.74%
Communications
2.78%
Finance
-
Strategy
1.33%
Finance - Transactions
4.27%
IT
2.23%
Personnel
2.45%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar
Administration and Legal Audit and Improvement Finance - Transactions
112

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Section 5.2: Absence Categories
The total number of working days lost in the year 2023/24 for Finance and Corporate Resources was 7315, which accounts for 4% of all
working days lost by the Council. Table 12 shows the number of working days lost due to specific categories of absence for the year
2023/24. The top four Reasons for absence are shown and the remaining categories aggregated into Other. 
Table 12: Days Lost Due to Absence Reason 
Psychological absences were the leading reason for absence, accounting for 47% of absences throughout the year, followed by
Respiratory (11%), Musculoskeletal (11%) and Stomach (7%).
The proportion of Psychological absences is significantly higher than the Council average (35%) and is the highest level of Psychological
absences of any Resource.
Due to the year-to-year fluctuation of total numbers of absence, absence proportions are compared below. Each absence reason has
been calculated as a percentage of ‘working days lost due to absence reason’ divided by ‘total working days lost in year’ to illustrate
changes in absence across the years 2022/23 – 2023/24. 
0
500
1000
1500
2000
2500
3000
3500
4000
Musculoskeletal Psychological Stomach Respiratory Other
113

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Table 13: Absence Reasons – Year to Year Comparison 
The Resource absence rate decreased in 2023/24 vs. 2022/23, and the majority of absence categories either remained at the same
proportion or reduced, with the exception of psychological absences which rose 8 points from 2022/23 and accounted for 47% of all
absence reasons. Although this trend is in line with the rest of the Council, where the proportion of psychological absences has increased
across all Resources year on year, the size of the increase within Finance and Corporate Resources is significantly higher.
Looking at the proportion of psychological absences as an average across the 2-year period (Table 14), we see a slightly different trend
than elsewhere in the Council, where psychological absences increase across the Autumn / Winter period, peaking around April – May
and at their lowest in July – August.  
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Musculoskeletal
Psychological
Stomach
Respiratory
Other
2023/24 2022/23
114

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Table 14: Proportion of Psychological Absences per Month (2-year average) 
Here we see psychological absences generally sustained at a high level throughout Spring / Summer, before increasing from late Summer
onwards and peaking in October. The proportion of absences reduces throughout the second half of the year, falling to their lowest level in
January 
20%
25%
30%
35%
40%
45%
50%
55%
60%
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
115

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Finance and Corporate Strategic Workforce Action Plan 2025 -2027        Appendix 3
Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications       
Recruitment,
attraction and
retention
Promote the
Council as an
employer of choice
through employee
branding and also
linking to national
developments
through Scotland
Local Government
Workforce actions
Attract more
candidates for hard
to fill posts 
Successful
recruitment of the
right candidates for
the right posts
Personnel Adviser
(recruitment) 
Revised
recruitment adverts
will be provided by
the recruitment
team and hirings
managers will
provide context
relevant to specific
roles
December 2025 Within existing
resources
Promote career
pathways and
progression in
professional roles
using graduate
recruitment, links
with colleges and
universities 
Attract more
candidates for hard
to fill posts 
Personnel Adviser
(recruitment) 
Revised
recruitment adverts
will be provided by
the recruitment
team and hirings
managers will
provide context
relevant to specific
roles
December 2025 Within existing
resources 
Continue to
develop ‘grow you
own’ approach.
Specific roles
identified:
Talent pool of
developed staff to
fill professional
roles as they
become available
HR Business
Managers 
Heads of Service
and work with
vocational
development officer
to progress trainee
December 2025 Within existing
resources
116

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Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications
Trainee
accountant, 
Procurement and
IT specialists
programme for hard
to fill roles. 
Implement
succession
planning process
for Grade 5
managers across
all services to
identify and
develop future
leaders
Developed future
leaders to replace
departing senior
managers  
Learning and
Organisational
Development and
Manager
HR Business
Managers and
Resource
management teams
December 2025 Within existing
resources
Transformation Identify and
manage efficiencies
achieved as oracle
fusion is embedded 
Teams aligned to
oracle fusion
functionality,
creating capacity
across finance, IT
and personnel
Head of Services –
IT, Finance
(transactions) and
Personnel
HR Manager
(operations),
Procurement
Manager, Finance
Managers 
December 2025 Additional external
resources will be
required to support
this activity
Ensure that
services have the
skills and capacity
to support digital
transformation
across the Council 
Employees and
teams operating
effectively with
digital solutions /
innovation to
service delivery 
Head of IT Services Heads of Service
require to consider
digital solutions as
part of service
review and work
with IT service to
ensure that
employees are
equipped to deliver
the digital strategy 
December 2025 Within existing
resources 
117

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Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications 
Identify skills to
support and
leverage Artificial
Intelligence
Employees operate
with the use of
artificial intelligence 
Head of IT Services IT Senior Managers  September 2025 Within existing
resources
Expand data
literacy and data
stewardship across
the Council
Network of data
champions across
resources and
services 
Head of IT Services Heads of Service to
identify data
champions and
they will be
developed by IT
services
December 2025 Within existing
resources
Expand capabilities
of IT services to
drive change
across the Council
Improved and
expanded skills and
capabilities across
the IT Service.
Head of IT Services Heads of Service to
identify data
champions and
they will be
developed by IT
services
December 2025 Within existing
resources
Consider
succession
planning, options
for vacant posts,
and workload
requirements and
options in
Communications
and Strategy
Structure in place
to reflect the
service delivery
model (digital and
design)
Head of Service
Communications
and Strategy 
Communications
Delivery manager
September 2025 Within existing
resources
Skills Gap Skills to support
change
management
Managers able to
implement changes
in services in a
Head of Personnel
Services
L&D Managers
through the
leadership
December 2025 Within existing
resources
118

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Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications
across the Council
(L&D team)
structured
supported way
development
programme and
managers as
change programme
develops. 
Undertake a skills
assessment across
legal services to
produce a
structured training
programme
Skills aligned to
teams and reduced
risk of single points
of knowledge /
skills 
Head of
Administration and
Legal Services
Legal Manager and
Adviser
December 2025 Within existing
resources
Undertake a skills
assessment within
Audit
Continue
programme of skills
transfer.
Identify potential
skill gaps and use
this to inform the
next programme of
skills transfer. 
Audit Manager Audit team December 2025 Within existing
resources
Address the skills
gap in relation to
Good Governance /
Annual Governance
Statement
Staff available to
support this area of
work
Head of
Administration and
Legal Services
Administration and
Legal teams/other
Heads of Service
as resources might
be required from
outside 
Administration and
Legal Services
December 2025 Within existing
resources
119

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Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications
Upskill existing staff
across services
Development and
progression of staff
across services to
address skills gaps
Heads of Services All employees
across services,
how this will be
delivered to be
included in L&D
strategy
March 2026 Within existing
resources
L&D team
developed to
support awareness
of climate impact
All employees
aware of climate
impact and action
Sustainability
Adviser
L&D manager and
advisers
December 2025 Within existing
resources
Recruit additional
personnel officers
to deliver
maximising
attendance actions 
Additional support
for managers on
the outcomes of
maximising
attendance review
action, which will
reduce absence
across Resources. 
Head of Personnel HR Business
Managers 
August 2025 Additional costs will
be met by
Resources. 
Address skills gap
IT services –
business analysis
and service design,
user research 
Increased skills and
knowledge across
IT services to meet
demand
Head of IT services IT managers and
L&D adviser
March 2026 Within existing
resources 
Undertake review
of training required
for core Elections
Team and create
structured plan for
Increased skills and
knowledge across
Elections Team to
meet requirements
Head of
Administration &
Legal Services
Elections Team February 2026 Within existing
resources
120

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Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications
implementation in
advance of May
2026 Scottish
Parliament
Elections. including
additional specialist
training 
Identify steps
required to reduce
Digital exclusion
Employees able to
engage with digital
services across the
Council
Head of Personnel Head of IT
services, L&D
Manager
December 2026 Within existing
resources
Launch revised
leadership
development
programme
Future leaders
identified and
developed in
conjunction with
succession
planning
Head of Personnel  Heads of Service
and L&D Manager
March 2026 Within existing
resources 
Maintain ongoing
CPD
Maintenance of
professional
development
standards
Heads of Services Managers as part
of appraisal
process
March 2026 Within existing
resources
Delivery of key
Resource activity
Maintain staffing
levels to support
Council decision
making structure
Staffing place to
support service
delivery
Head of
Administration and
Legal Services 
Administration
Teams
March 2026 Within existing
resources 
Review of work of
Licensing &
Registration team
Staffing in place to
support service
delivery
Head of
Administration and
Legal Services 
Legal Services
Manager, Adviser
March 2026 Within existing
resources
121

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Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications
to reflect current
available
resources, to seek
to meet target PIs
recognising
variable demand for
services, including
addressing
demands in Private
Landlord
Registration
and Licensing and
Registration teams
Refocus of work of
legal team to reflect
available
resources, aligned
to increased
demand in legal
services
Staffing in place to
support service
delivery
Head of
Administration and
Legal Services 
Legal Services
Manager and
Advisers
March 2026 Within existing
resources 
Review staffing
requirement to
support Marmot
Staffing in place to
support service
delivery
Head of
Communications
and Strategy
Services 
Community
Participation
Manager
March 2026 Within existing
resources 
Review of tasks in
finance, IT and
personnel to reflect
implementation of
oracle fusion
Tasks reflect the
services delivered
post
implementation of
Oracle fusion
Head of Service IT,
Finance and
Personnel
HR Business
managers, Finance
managers and IT
managers
December 2025 Within existing
resources
122

Page 123

Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications 
Continue to review
staffing
arrangements as
oracle fusion
progresses
Staffing in place to
support service
delivery
Head of Service IT,
finance and
Personnel
HR Business
managers, Finance
managers and IT
manager
December 2025 Within existing
resources 
Implementation of
new case
management
system – Legal
Services
Staff able to
operate new
systems which will
increase
effectiveness and
capacity 
Head of
Administration and
Legal Services
Legal Services
Manager, Legal
Services Advisers
and IT services
December 2025 Within existing
resources 
Resourcing the
delivery of the
transformational
review of the
Money Matters
Advice Service 
New service
structure in place
and efficiency
proposals.
Head of Finance
(Transactions)
Money Matters
Advice service
manager with
support from
Personnel
Services. 
March 2026 Within existing
resources 
Review of staffing
levels to support
increased demand
for procurement
services
Sufficient staff in
place to support
service delivery
Head of Finance
(Transactions)
Procurement
manager and
advisers and
procuring services. 
March 2026 Additional funding
would be identified
for any additional
resources required 
Implement new
technology to
improve customer
contact
Staff able to
operate new
systems which will
increase
effectiveness and
capacity 
Head of Finance
(Transactions)
Service managers
and IT services
June 2026 The implementation
of new technologies
would follow the
approval of a
business case that
would set out any
123

Page 124

Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications
financial
implications. 
Resourcing the
Customer
Engagement review
through to
implementation
phase
Sufficient staffing
place to deliver
programme of
change
Head of Finance
(Transactions)
Customer Services,
IT services,
Resource
representatives and
Personnel
Services.
June 2026 Any financial
implications would
be assessed as
part of the business
case phases. 
Liquid Logic
implemented social
work/finance
transactions
Staff able to
operate new
systems which will
increase
effectiveness and
capacity 
Head of Finance
(Transactions)
Service managers
and IT services
December 2025 Within existing
resources
Support Microsoft
365 roll out
Staff able to
operate Microsoft
365
Head of IT services Service managers
and IT services
March 2026 Within existing
resources
Training for staff to
support
infrastructure and
control (IT services)
Reduces skills gaps
across IT services
Head of IT services IT managers September 2025 Within existing
resources
Improved employee
engagement across
servers 
Engaged
employees will
contribute to overall
effectiveness of
services
Head of Personnel All managers
across services
March 2026 Within existing
resources
124

Page 125

Priority/Identified
Needs
What are the
future workforce
priorities based
upon your supply
and demand
analysis?
Actions
What specific
actions that are
needed to deliver? 
Anticipated
Outcomes 
Lead Officer
Who is
responsible for
delivery? 
Support
What support do
we need? Who
else needs to be
involved?
Timescale
What are the
timeframes for
delivery?
Financial
Implications
Maintaining
employee health
and well being
Partnership working
with TUs
Continue to
maintain existing
relations with TUs
improving
employee relations
and overall
employee
experience
Head of Personnel All managers
across services
March 2026 Within existing
resources 
Annual review of
employee wellbeing
initiatives and
campaigns to
provide to improved
supports and
increase resilience
of employees 
Supported,
engaged, and
motivated
workforce 
Head of Personnel All managers
across services
March 2026 Within existing
resources 
Promote employee
recognition through
appraisal 
Supported,
engaged, and
motivated
workforce 
Head of Personnel All managers
across services
March 2026 Within existing
resources
125

Page 126

Page 127

Report
Agenda Item 
Report to: Finance and Corporate Resource Committee 
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Learning and Development Strategy 2025 to 2027 
1. Purpose of Report
1.1. The purpose of the report is to:-
[purpose]
 provide the Committee with an update on the Learning and Development
Strategy for 2025 to 2027
[1purpose]
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):-
[recs]
(1) that the contents of this report be noted; and
(2) that the Learning and Development Strategy 2025 to 2027, attached at
Appendix 1, be approved.  
3. Background
3.1. Work took place in 2019 to refresh the Learning and Development Strategy,
however, the impacts of COVID-19 on learning and development were significant as
the service had to adapt at pace to develop and enhance eLearning and other digital
learning and development interventions. 
3.2. The Learning and Development Service has continued to prioritise digital learning
and has reviewed the current learning and development plan as part of the
development of the new Learning and Development Strategy. This Strategy will align
with key Council strategies and plans including the objectives set out in the Council
Plan 2022 to 2027; the Workforce Strategy 2025-2027; the Council’s Digital Strategy
2022 to 2027; and Sustainable Development and Climate Change Strategy 2022 to
2027.. 
3.3. A review exercise took place between January and March 2025 and included an
analysis of the internal learning and development policy documents and the work of
the Learning, Development and Workforce Planning Boards.  In addition, the
following external documents were considered:- 
 Workforce Innovation – How Councils are Responding to Challenges, Best Value
Thematic Work in South Lanarkshire Council, Audit Scotland June 2024
 The Accounts Commission’s 2021 Digital Progress in Local Government
 The Local Government Overview 2023
 The Scottish Government Digital Strategy
 Scotland’s Local Government Workforce Report 2024 by the Improvement
Service
 2023/2024 Annual Audit Report by Audit Scotland
11
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 Essential Digital Skills Toolkit from the Scottish Council for Voluntary
Organisations
3.4 A review has also commenced on the management and leadership development
activities across the Council, a terms of reference has been created, and changes are
planned to be implemented by December 2025.
4. Learning and Development Strategy 2025 to 2027
4.1. The strategy, included at Appendix 1, sets out the overarching vision for learning and
development across the council, which is to: -
“Improve the quality of services through developing and maximising the capabilities,
skills and competencies of its workforce”.
4.2. This strategy introduces 6 strategic priorities that are proposed to be delivered during
the life of the Strategy from 2025 to 2027. The priorities, which are detailed in full at
section 6 of the Strategy, were identified from research that was undertaken into the
aims and objectives and actions set out in key Council strategies and plans that have
connections with learning and development, namely the Council Plan 2022 to 2027,
the Workforce Strategy 2025 to 2027, the Digital Strategy 2022 to 2027, and the
Sustainable Development and Climate Change Strategy 2022 to 2027.
4.3. Identification of the priorities in these plans was considered alongside national
approaches and challenges identified from the publications listed at paragraph 3.3 of
this report. Research was collated and the themes identified were translated into the
following 6 priorities to take forward in the council’s learning and development
strategy:-
 governance
 digital learning
 management and leadership development
 mandatory training
 vocational development
 grow our own
4.4. Section 8 of the Strategy includes an action plan showing a high-level timeline
setting out when each of the priorities will be delivered. The following sets out the
key strategic actions within the action plan: -
4.4.1. Digital learning
In 2022, the Council conducted a workforce digital skills assessment that was
developed using the Scottish Council for Voluntary Organisations’ Essential Digital
Skills Toolkit. The assessment launched in 2018 and assessed access to digital and
digital capability, and ranked people at either Foundation Level, which was the lower
ranking, or Essential Level, which was the higher ranking. Between May and October
2022, a total of 2,178 employees across all Resources took part in the assessment.
4.4.2 The responses showed that in terms of digital access, 3% of respondents at that time
did not have access to a digital device. In terms of capability, 10% of respondents
were not operating at the lower Foundation Level. Since the 2022 digital skills survey,
the council has continued to prioritise digital learning and will continue to assess the
digital skills of its workforce in order to embed digital inclusion in its core service
delivery to reduce digital exclusion and assist employees develop the required digital
skills to support service modernisation. The inclusion of digital learning as a strategic
priority in the council’s learning and development strategy will ensure it continues to
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assess and understand the digital skills of its workforce and that all training is
designed and delivered to meet employee’s digital capabilities and needs. Inclusion
of digital learning in this strategy also supports the action detailed in Audit Scotland’s
Workforce Innovation report, which is repeated in the 2023/2024 Annual Audit Report
“to develop an action plan to allow the council to monitor progress in addressing
digital exclusion in its workforce”.
4.4.3. Governance
To ensure robust governance arrangements continue to be in place and there is
increased visibility around all Learning and Development activity, the following 2
actions are being taken forward:-
Action 1: Evaluation - to ensure learning experiences are effective, continually
improve for all and crucially, deliver the intended outputs, this strategy will focus on
the evaluation element of the training cycle. The action is to develop an effective
evaluation process that will be used across all learning and development activities to
report on outputs and realised benefits, and participant satisfaction.
Action 2: The Boards – the Learning, Development and Workforce Planning Boards
are the primary mechanism used to identify, discuss and progress learning needs for
each Resource. Accountable to the Executive Directors and chaired by a Head of
Service, professional support is provided by Learning and Development Advisors. It
is through the Boards the annual learning and development budgets are agreed and
spend monitored. To ensure the Boards remain fit for purpose and meet
organisational needs, a review has been incorporated into this strategy to appraise
current outputs to ensure Governance arrangements for learning and development
continue to be effective.
4.4.4. Grow our own
Research shows that internal recruitment and movement of staff, providing the
existing workforce with opportunities for promotion, employee development, and
career transition supported through learning and development are approaches taken
by many councils for filling vacancies. As such, some councils have developed ‘Grow
Our Own’ (GOO) frameworks. South Lanarkshire Council has a GOO approach
through its use of the modern and graduate apprenticeship pathways and the annual
appraisal process. This is linked to employee development, through workforce and
succession planning activities. The Council is also aligned to implementation of
sector specific initiatives including the upskilling of employees in Waste Services to
achieve their Light Goods Vehicle licence; and the Planning Service being involved
in the first Young Planners course delivered by the University of the West of
Scotland.
4.4.5 This Strategy sets out a commitment to develop an internal framework to use
alongside workforce and succession planning activity, particularly for roles that are
challenging to recruit and for those where future skills gaps have been identified. The
framework will also align with the development of management and leadership
programmes, apprenticeship programmes, and other vocational training
opportunities which are also identified as strategic priorities in this strategy.
4.4.6. Management and Leadership Development
The 2023/2024 Annual Audit Report - Audit Scotland outlines the Council’s
management development programme that is in place to support succession
planning and the leadership challenge programme which develops ‘rising stars’ and
assist with succession planning. The overarching aim of the management and
leadership programmes is to ensure managers at all levels have operational skills to
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manage at the respective level and to provide professional management and
leadership opportunities to develop and enhance skills and knowledge, build
resilience, and nurture leaders of the future. 
This Strategy commits to a review of all management and leadership programmes
and sets out an action to incorporate a training needs analysis of managers to better
understand the needs of managers at different levels in the organisation. Aligning to
the strategic priority – Governance, any redesign will work in synergy with the
council’s annual appraisal process, and an effective evaluation process will be built
in to ensure training needs are identified appropriately, outputs are quantified, and
impacts are measured and can reported on as part of the training cycle process. The
overarching aim of redesigning the programmes is to support succession planning
effectively, to provide managers with a suite of learning and development that
addresses individual need whilst supporting organisation need, and a framework that
fulfils the development of knowledge and skills in areas appropriate to grade. 
4.4.7. Mandatory Training
To mitigate risk to the Council and to ensure effective processes are in place, this
strategy commits to reviewing and developing a corporate process around
mandatory training.  The process will also incorporate a route for new mandatory
courses to be proposed in a way that enables the Council better governance over
core mandatory training (training all employees should complete irrespective of their
role).  The Council’s Management and Leadership Development activities, will be
better aligned to the induction process for managers and senior managers. A review
will also take place of the core and role mandatory training (mandatory training
specific to a role) incorporating these into the new management and leadership
development programmes, ensuring all managers complete mandatory training
consistently. 
4.4.8.  Vocational Development
Research and the Council’s own workforce planning activity indicates an aging
profile across councils as well as an ambition to support school leavers and young
people into work.  These ambitions are supported by national and local development
initiatives, including apprenticeship programmes. Each year the Council is awarded
an apprenticeship contract from Skills Development Scotland (SDS). The Vocational
Development team then work with services who identify Modern Apprenticeship
opportunities across key occupational groups (these are decided by the Scottish
Government). In addition to Modern Apprenticeships, the contract is used to deliver
Scottish Vocational Qualifications (SVQs) to existing staff. To support delivery of the
Council’s Workforce Strategy 2025 to 2027, workforce and succession planning, and
the achievement of the strategic priority – Grow Our Own, this Strategy sets out a
commitment to review the current Modern Apprenticeship delivery model to assess
its effectiveness as it is essential the Council is able to maximise the impact of the
apprenticeship contract award by identifying future need across key occupational
groups and recruit into those roles to allow training to take place in preparation for
the future to avoid potential skills gaps. 
4.5. It is acknowledged that in some cases there will be overlap across the strategic
priorities, however, it is proposed that each of the strategic actions, shown in section
8 of the Strategy, will be developed and delivered as independent work plans with a
clearly defined project plan that sets out the action(s), areas of responsibility,
measures and specific timescales. 
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4.6. The first strategic priority to be actioned is Management and Leadership Development.
The action plan at section 8 of the strategy details the action(s), areas of responsibility,
measures and specific timescales.
5. Challenges
5.1. Implementing a learning and development strategy across a large and diverse
organisation is not without its challenges. Some challenges are being experienced at
a local level whilst others are organisational issues for local government that require
national actions as set out in the Improvement Service’s Scotland’s Local
Government Workforce Report 2024. The council also needs to consider challenges
identified in other strategies and plans it is delivering. The key challenges are set out
at section 6 of the Strategy and are listed here:-
 financial pressures
 available funding
 digital exclusion
 support and buy-in from managers
 mainstreaming equalities
5.2. The Council is committed to providing equal access to learning and development
opportunities to ensure all employees can acquire the necessary skills, knowledge
and qualifications to carry out the duties of their post. The council will ensure all
employees have equal access to learning and development by committing to ensure
that opportunities are available at every step of peoples’ careers and are accessible
to ensure the council builds a skilled, engaged and diverse workforce.
6. Monitoring and reporting
6.1. This Strategy is aligned to the Council planning cycle and will be reviewed in line with
any revisions to the Council Plan and other relevant Council strategies and plans. The
current Council Plan is due to be refreshed in 2027.
6.2. Each of the 6 strategic priorities contains one or more actions to deliver. Individual
plans will be developed for each of these actions as set out in the action plan in section
8 of the strategy. Each action plan will be monitored and managed in line with internal
reporting requirements for corporate management visibility, updates and approval. In
addition to updating on the specific strategic priorities.
7. Employee Implications
7.1. There are no employee implications arising directly from this report.
.
8. Financial Implications
8.1. There are no financial implications arising directly from this report.
9. Climate Change, Sustainability and Environmental Implications
9.1. There are no climate change, sustainability and environmental implications arising
directly from this report. Subsequent reports focusing on the specific strategic
priorities shown in the action plan at section 8 of this Strategy may have implications
depending on any changes being proposed and these will be covered in those
reports as required.
10. Other Implications
10.1. There are no other implications arising directly from this report.
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11. Integrated Impact Assessment and Consultation Requirements
11.1. There is no requirement for an integrated impact assessment in respect of this
report. 
11.2. The Trade Unions will be updated and involved in the Strategy Implementation. 
Jackie Taylor
Executive Director (Finance and Corporate Resources) 
7 August 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 would like to inspect the background papers or want further information, please
contact:-
Michelle Milne (Head of Personnel Services)
Ext:  4330 (Tel:  01698 454330)
Email: michelle.milne@southlanarkshire.gov.uk 
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Appendix 1 
Learning and Development Strategy
2025-2027 
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Contents
1. Introduction ............................................................................................................. 4
2. Learning and development defined ..................................................................... 5
3. The Learning and Development Team ................................................................ 6
4. South Lanarkshire Council .................................................................................. 7
5. Strategic planning ................................................................................................ 8
6. Council challenges .............................................................................................. 9
7. Strategic Priorities ............................................................................................. 10
7.1. Digital learning ........................................................................................... 11
7.2. Governance ................................................................................................ 12
7.3. Grow our own ............................................................................................. 13
7.4. Management and leadership development ................................................ 13
7.5. Mandatory training ...................................................................................... 14
7.6. Vocational development ............................................................................. 15
8. Delivering the strategy ....................................................................................... 16
8.1. Action Plan 2025-27 ................................................................................... 17
9. Roles and responsibilities .................................................................................. 19
10. Monitoring and reporting ................................................................................ 20 
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1. Introduction
South Lanarkshire Council recognises that its employees are its greatest asset and
that it will only be able to achieve its vision of improving the lives and prospects of
everyone in South Lanarkshire with the support of a motivated, flexible and highly
skilled workforce. It is, therefore, crucial that the council has in place a clear and
robust learning and development strategy that supports the workforce to gain and
maintain the required skills to carry out the broad range of functions delivered across
the range of diverse council services, many of which are statutory. 
This learning and development strategy has, therefore, been developed in line with
the Council Plan and other key council strategies, plans and activities and considered
recommendations in external papers including the Workforce Innovation – How
Councils are Responding to Challenges, Best Value Thematic Work in South
Lanarkshire Council, Audit Scotland June 2024. As all services operate differently,
development of this strategy considered the needs of individual services now and in
the future as part of the council’s approach to workforce and succession planning,
fundamentally where learning and development is critical in supporting council
services plan and mitigate against future skills gaps to assist in building
organisational resilience for the future. 
This strategy builds on the experience and good practice that has been present in
South Lanarkshire Council and sets out six key priorities for 2025 – 2027 which are: - 
• Governance
• Digital learning
• Management and Leadership Development
• Mandatory Training
• Vocational Development 
• Grow Our Own 
This strategy sets out how the council will approach governance and mandatory
training. These areas cut across other strategic priorities and encompass activities
including how employees are welcomed and inducted in to and through the
organisation; how the council ensures its workforce meets statutory and legislative
training and development requirements; and how learning and development is
evaluated effectively. The strategy sets out the requirement to review how mandatory
learning and development is identified, communicated and completed. Mandatory
Training also aligns to digital learning in terms of delivery, but also in how the council
utilises its learning management system (LMS) to ensure all training is recorded and
monitored, which is critical to ensure the council is meeting its legislative
requirements particularly in roles that are regulated, or are a requirement of a
professional body, for example, Scottish Social Services Council, General Teaching
Council, and the Health and Safety Executive. 
Digital learning is a strategic priority in this strategy as the council is required to
consider the impact digital transformation has and will have on how learning and
development is undertaken.  The Accounts Commission’s 2021 Digital Progress in
Local Government report highlighted that Covid-19 accelerated the use of digital
technology in councils, therefore, the council needed to innovate its use of
technology and its approach to the development and delivery of learning and
development. This resulted in a channel shift to digital learning that was implemented
at pace. A digital approach to learning and development has remained the council’s
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preference, and taking cognisance of the Local Government Overview 2023 that
forecasts the pivot to digital will continue, means the council must build upon the
digital transformation work that has already taken place. This strategy, therefore,
commits to an action to support the workforce develop the required digital skills to
support service modernisation in line with the council’s Digital Strategy 2022-27.   
This learning and development strategy aids organisational resilient now and in the
future by setting out how the council will introduce and promote opportunities to
‘Grow Our Own’.  This approach builds on previous successes where sector specific
initiatives have been implemented in areas where skills gaps have been identified
through analysis of national trends and internal workforce and succession planning.
This priority will align with other priorities including how the council delivers
vocational development programmes going forward to ensure it is maximising
opportunities across key occupational groups; how it approaches management and
leadership development to ensure managers at all levels in the organisation have the
capability, skills, and competence the organisation needs; and how it will develop
inspirational leaders of the future. 
Developing and implementing this strategy is not without its challenges as council
services work in a climate of workforce and financial pressures that impact the
council in attracting, recruiting, and retaining staff. Two key challenges in delivering
an effective learning and development strategy are budget and capacity, therefore,
the council will be required to create innovative and forward-thinking solutions to
overcome these challenges. Success in delivering this strategy will be achieved by
continuing to work closely with Resources through Learning, Development and
Workforce Planning Boards which ensure all learning and development activity is
carried out in alignment with workforce and succession planning activity, Resource
and service plans. 
The council is committed to providing equal access to appropriate learning and
development opportunities to ensure all employees can acquire the necessary skills,
knowledge and qualifications to carry out the duties of their post. The council will
ensure all employees have equal access to learning, development, and career
progressions by setting out a commitment in this strategy to ensure that learning and
development opportunities are available at every step of peoples’ careers and that
there are no barriers to ensure the council builds a skilled, engaged and diverse
workforce, investing in people development and strengthening the council’s capability
to deliver improved service. 
2. Learning and development defined
Learning and development refers to a systematic process aimed at improving the
skills, knowledge and competence of the workforce. Each has a different aim and,
therefore, can be defined differently: - 
• Learning: the acquisition of new knowledge and/or skills through a range of
methods such as formal training or on-the-job training.
• Development: longer term growth and career progression through activities
such as coaching, mentoring, leadership development and continuous
professional development. 
For the purposes of this strategy, learning and development and training are terms
that are used interchangeably to include any or a combination of the following: -
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• activities 
• coaching
• continued professional development
• digital based learning
• events
• further/higher education
• internal and external training courses
• leadership development
• management development
• practitioner forums 
• mentoring
• on the job/ experiential learning
• secondments
• seminars
• shadowing
• toolbox talks and team briefs
• virtual/ online sessions
• vocational qualifications
• workshops 
3. The Learning and Development Team
The council’s Learning and Development team consists of skilled professionals who
respond to the learning and development needs of the organisation.  A wide range of
people development interventions are provided within the team who deliver solutions
flexibly including in-person, eLearning and blended learning that considers best value
and sustainability whilst being accessible for all. The team, who have responsibility
as learning and development leads across each of the council’s five Resources, work
across the following keys areas: 
 Corporate Training Team - responsible for a broad range of corporate training for
employees and managers including Fusion systems training, management and
leadership development, employee relations training, soft skills training such as
managing teams, presentation skills, having challenging conversations, and
coaching.  The team are also responsible for the annual Elected Member
Training Needs Analysis process.
 eLearning Development Team - working across Resources in conjunction with
subject matter experts, the team design, build, and maintain all of the council’s
eLearning courses.
 Health and Safety Training Team - responsible for related training including First
Aid; Driving Standards Agency accredited drivers Certificate of Professional
Competence; driving assessments and a range of driver safety training; REHIS
accredited food hygiene training; mental health training; and a broad range of
practical training and assessments to ensure employees know how to use work-
related equipment safely including ladder safety, harness safety and alloy towers.
 Social Work training team - responsible for related training across Adult Services;
Children, Families and Justice Services; and Trauma Informed Practice. The
team deliver the induction programme for new employees, training for newly
qualified Social Workers, and a wide range of training for existing employees
including dementia training, delivery of the Multi-Agency Risk Assessment
Conference (MARAC) agenda, delivery of the Multi-Agency Public Protection
Agenda (MAPPA), and a range of mental health services training. The team are
also lead trainers for the Promoting Positive Behaviour (PPB) course. 
 Learning and Development Administration Team – responsible for supporting
Resources to scope annual training needs, arranging internal training and
procuring external training, managing a range of accredited training programmes,
maintaining accurate training matrices and training records in Fusion Learn,
administering training budget spend, providing a range of reports for managers,
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and being the main contact between employees and the Learning and
Development Team. 
 Vocational Development Team – responsible for delivering the council’s Modern
Apprenticeship programme across a range of disciplines and for delivering
Scottish Vocational Qualifications to existing employees as part of regulatory
requirements and to support succession planning.
 Clyde Valley Learning and Development Group (CVLDG) – as the lead authority,
South Lanarkshire Council is responsible for the management, governance and
effective delivery of the CVLDG workplan and associated sub-groups; these are
the eLearning group, Social Care group, Promoting Positive Behaviour (PPB)
governance groups and Chartered Management Institute (CMI) group.  The
council also has responsibility for all associated procurement exercises,
managing the budget, and producing relevant reports for the Joint Committee
and PPB strategic governance group. 
The Learning and Development team also undertake bespoke training delivery in
response to specific requests, and this is fulfilled where the team have professional
knowledge in that area, for example, bespoke training to support Elected Members
use Fusion was created and delivered by the Corporate Training team. In situations
where the team are not subject matter experts, learning needs can be discussed
through the Learning, Development and Workforce Planning Boards to review
requirements and budget and, where it is known to the team, advice can be provided
on relevant training the council could potentially procure externally. 
Where learning and development is procured at a cost to the council, the team can
advise on whether employees undertaking the course of study would be subject to a
letter of undertaking (LoU). This is an agreement between an employee and South
Lanarkshire Council that mitigates against potential financial loss to the council
where an employee has received financial assistance to complete a course of study
that subsequently ceases to be of benefit to the organisation. This may happen if an
employee fails to complete the requisite course of study, fails to make sufficient
progress, or ends their employment with the council before the beneficial effect of the
transfer of learning has occurred. 
4. South Lanarkshire Council 
South Lanarkshire is a diverse area covering 177,405 hectares of varied
geographical territory and takes in rural and upland areas. It 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 employs in the region of 17,086 employees across five Resources who
deliver a wide range of services that touch all communities and every household in
South Lanarkshire. 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 
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At the heart of the council’s vision are values based on fairness, empathy and a
commitment to make a difference to the lives of residents and communities.  The
council’s values express a determination to be ambitious for South Lanarkshire and
to be a high performing and high achieving council fully committed to building a
strong future workforce to support the delivery of services to the communities who
need them most. South Lanarkshire Council’s Plan 2022-27, Connect, shown in the
following diagram, explains how the council will achieve this across all five
Resources by setting out the vision, key priorities and objectives for the council. 
Diagram 1: the council plan on a page 2022-27 
5. Strategic planning
The Council Plan and Resource plans provide the context to determining what affects
the future shape of the workforce, the skill set of the current workforce and what skills
will be needed in the future. 
Resource plans include key areas of focus, outcomes, measures, actions, and detail
how the plans will be resourced. Resources also develop learning and development
plans, which are agreed annually through the council’s Learning, Development and
Workforce Planning Boards for each of the Resource. The function of the Boards is to
act as a mechanism for the identification of training needs and to ensure that learning
and development budgets are monitored. 
This strategy also took cognisance of the council’s Digital Strategy 2022-27, which is
aligned with the Scottish Government Digital Strategy. This is an important area that
the Learning and Development strategy has incorporated particularly around some of
the key principles in the council’s Digital Strategy which translates to employees
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alongside citizens. Two key principles considered in the development of this strategy
include ‘Digital first’ and ‘Digital inclusion’.  These two principles consider how
learning and development is designed and delivered, and how employees are
supported to adapt to digital learning, digital ways of working, and a constantly
evolving digital world. 
This strategy has been developed to support and compliment the council’s Workforce
Strategy 2025-27. The workforce strategy will ensure the council has effective
workforce planning arrangements to achieve the right number of people, with the
right skills, in the right place, at the right time to support, maintain and develop the
provision of high quality, responsive services. This learning and development
strategy sets out the key priorities that will support the workforce strategy by focusing
on key priority areas that will aid the council attract, train and retain a skilled
workforce.  This strategy aims to attract employees through vocational development
programmes; train employees across a wide range of subject area and retain skilled
employees by adopting a ‘Grow Our Own’ model, and offers career progression from
modern through to graduate apprenticeships, supported by comprehensive
management and leadership development programmes. 
6. Council challenges
Implementing a learning and development strategy across a large and diverse
organisation is not without its challenges. Some challenges are being experienced at
a local level whilst others are organisational issues for local government that require
national actions as set out in the Improvement Service’s Scotland’s Local
Government Workforce Report 2024. The council also needs to consider challenges
identified in other strategies and plans it is delivering. Local and national challenges
impacting the council deliver the learning and development strategy include the
following: - 
Diagram 2: Strategic learning and development challenges 
• Financial pressures: the local government workforce report identifies 94% of
local authorities face financial pressures to workforce planning. The council
continues to deliver services with reduced financial resources; therefore, the
Learning, Development and Workforce Planning Boards play a key role in
ensuring the effective management of learning and development budgets and
will be reviewed as part of this strategy to ensure they remain fit for purpose. 
Delivering
the
strategy
Financial
pressure
s
Funding
Manager
buy-in
and
support
Main-
streamin
g
equalities
Digital
skills
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• Funding: the local government workforce report states that 88% of local
authorities identified wider funding for development and ‘Grow our own’
initiatives as a barrier to addressing skills gaps. This is a potential barrier for
the council and therefore ‘Grow our own’ and vocational development
programmes feature as one of the strategic priorities in this strategy. 
• Managers buy-in and support: The local government workforce report
indicates 41% of local authorities have experienced Manager buy-in and
support as a barrier to workforce planning activity, for example, capacity within
services can lead to a difficult balance between time to complete training and
continuity of service delivery. This can also have a consequential impact on
learning and development budgets where training is committed then
subsequently not attended. For this strategy to succeed full organisational
support is required and therefore section 9 of this strategy sets out the various
roles and responsibilities required to deliver the strategy successfully. 
• Mainstreaming Equalities: The council is committed to reducing inequality in
its communities and this will be reflected in its workforce activities. This is
evidenced by the Council’s Mainstreaming Equalities Report 2025-29, which
highlights the Councils progress towards the 2021 equality outcomes, sets out
the new equality outcomes for the next 4-years, and includes details of the
diversity of the workforce, including training data by protected characteristic.
• Digital skills: The council’s digital strategy is targeted at improving the
effectiveness and efficiency of council services through its use of digital and
ICT services and going forward the benefits of artificial intelligence. This
strategy requires a digitally skilled workforce aligned to the needs of the
council and is aimed at increasing digital inclusion to enable the workforce to
be equipped to operate in a digital age. 
7. Strategic Priorities
The council’s Learning and Development Strategy is a medium-term plan that sets
out the council’s approach to learning and development from 2025 to 2027. The aim
of this strategy is to: - 
“Improve the quality of services through developing and maximising the
capabilities, skills and competencies of its workforce”. 
The strategy will be delivered across six priorities that take cognisance of wider
council strategies and plans. An action plan is included at section 8 of the strategy
and provides a timeline for delivery and details how the identified outcomes will be
measured. 
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Diagram 3: Strategic Priorities 2025-2027
7.1. Digital learning
Since 2020 there has been significant and successful channel shift from in-person
training delivery to various forms of digital learning. Digital learning encompasses
eLearning courses, online demos, webinars, and recorded sessions. The council has
in place the Oracle Fusion platform which contains the Learning Management
System (LMS) used for learning and development activity.  The LMS is referred to as
Fusion Learn and has the following functions: - 
• Access to all eLearning courses
• Request and book on to instructor led in-person courses 
• View joining instructions and course information
• Storage of employee training records
• Management information 
The LMS was implemented in August 2024 and continues to be explored in terms of
potential additional functionality.  As the capabilities of the LMS are understood,
further developments and enhancements to processes may be possible to implement
in the future, for example, functionality around how training is recorded and how that
process fits with the strategic priority – Mandatory Training - can be explored and
tested.  The LMS is also subject to regular updates that may provide opportunities in
the future, which will be considered as part of the action plan to support, develop and
equip the workforce with the required digital skills to deliver effective services, and to
support service modernisation in line with the digital strategy. 
Channel shifting to digital learning provides benefits to the council, for example, it
enables the council to deliver cost effective location neutral training, this supports the
council to deliver on its Sustainable Development and Climate Change Strategy 2022
to 2027. Since 2020 the council has continued to promote digital learning.  In 2022
the council conducted a workforce digital skills assessment that was developed using
the Scottish Council for Voluntary Organisations’ (SCVO) Essential Digital Skills
Toolkit. The assessment launched in 2018 and assessed access to digital and digital
capability, and ranked people at either Foundation Level, which was the lower
ranking, or Essential Level, which was the higher ranking. Between May and October
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2022, a total of 2,178 employees across all Resources took part. The responses
showed that in terms of digital access, 3% of respondents at that time did not have
access to a digital device.  In terms of capability, 10% of respondents were not yet
operating at yet operating at the lower Foundation Level. Since the 2022 digital skills
survey, the council has continued to prioritise digital learning therefore it must ensure
it continues to assess the digital skills of its workforce in order to embed digital
inclusion in its core service delivery to reduce digital exclusion and assist employees
develop the required digital skills to support service modernisation. 
The inclusion of digital learning as a strategic priority in the council’s learning and
development strategy supports the digital first principle set out in the council’s Digital
Strategy and will ensure the council continues to assess and understand the digital
skills of its workforce and that all training is designed and delivered to meet
employee’s digital capabilities and needs. Inclusion of digital learning in this strategy
also supports the action detailed in Audit Scotland’s Workforce Innovation report,
which is repeated in the 2023/24 Annual Audit Report  “to develop an action plan to
allow the council to monitor progress in addressing digital exclusion in its workforce”. 
The SCVO continue to offer support to organisations to reduce digital exclusion of
the workforce, and this will considered as along with The Accounts Commission’s
2021 Digital Progress in Local Government report, the Scottish Government Digital
Strategy, and in collaboration with the Council’s Information Technology Services. 
7.2. Governance 
Governance is a strategic priority that over the next 2-years will focus on the
following two keys areas: - 
a) Effective evaluation of learning and development activity
Learning and development is the ability to understand learning needs, develop
learning strategies and approaches, design learning programmes and content,
and deliver training through various methods to enhance knowledge, skills and
competence in line with organisational outcomes. To achieve this the council’s
learning and development team apply the training cycle. 
Diagram 4: The training cycle 
To ensure learning experiences are effective, continually improve for all and
crucially, deliver the intended outputs, this strategy will focus on the evaluation
element of the training cycle. The action is to develop an effective evaluation
Identify
training
needs
Design
the
training
Deliver
the
training
Evaluate
the
training
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process that will be used across all learning and development activities and can
be used for reporting not only satisfaction with the learning activities to report on
outputs and realised benefits, and participant satisfaction. 
b) Learning, development and workforce planning board review
The Learning, Development and Workforce Planning Boards are the primary
mechanism used to identify, discuss and progress learning needs for each
Resource. The Boards are accountable to the Executive Directors and are chaired
by a Head of Service. Professional support is provided by Learning and
Development Advisors who support the Chair, provide information and reports as
necessary, and ensure continuity and consistency across the Resources. It is
through the Boards the annual learning and development budgets are agreed and
spend monitored. To ensure the Boards remain fit for purpose, a review has been
incorporated into this strategy to appraise current outputs to ensure governance
arrangements for learning and development continue to be effective. 
7.3. Grow our own
The Local Government Information Unit (LGiU) explain that internal recruitment and
movement of staff, providing the existing workforce with opportunities for promotion,
employee development, and career transition supported through learning and
development are approaches taken by many councils for filling vacancies. As such,
some councils have developed ‘Grow Our Own’ (GOO) frameworks.  South
Lanarkshire Council has begun to adopt a GOO approach through its use of the
modern and graduate apprenticeship pathways; through the annual appraisal
process, which is linked to employee development; through workforce and
succession planning, which aim to identify and mitigate critical skills gaps; and also
through the implementation of sector specific initiative including the upskilling of
employees in Waste Services to achieve their Light Goods Vehicle licence; and the
Planning Service being involved in the first Young Planners course delivered by the
University of the West of Scotland. The council is also keen to explore a new
Graduate Apprenticeship programme that is currently being developed for Social
Work. 
As the approach to GOO is in its infancy, this strategy sets out a commitment to work
with Resources to develop an internal framework to use alongside workforce and
succession planning activity, particularly for roles that are challenging to recruit and
for those where future skills gaps have been identified. The model will also align with
the development of management and leadership programmes, apprenticeship
programmes, and other vocational training opportunities which are also identified as
strategic priorities in this strategy. 
7.4. Management and leadership development
The 2023/24 Annual Audit Report - Audit Scotland outlines the council’s management
development programme that is in place to support succession planning and the
leadership challenge programme that develops ‘rising stars’ and assist with
succession planning. 
The current programme consists of three levels of management development and a
leadership programme entitled the ‘Leadership Challenge’ as follows: - 
Programme name Applicable grades Programme suitability
Ambition Grades 1 - 2 Supervisor (entry level)
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Consolidation Grades 2 - 3 First Line Manager 
Development Grades 3 - 4 Management development
Leadership Challenge Grade 5 and above
(Grade 4 by exception)
Aspiring senior leaders 
,  
The overarching aim of the management and leadership programmes is to ensure
managers at all levels have operational skills to manage at the respective level and
to provide professional management and leadership opportunities to develop and
enhance skills and knowledge, build resilience, and nurture leaders of the future. 
This strategy commits to a review of all four programmes and sets out an action to
incorporate a training needs analysis of managers to better understand the needs of
managers at different levels in the organisation. Aligning to the strategic priority –
Governance, any redesign will work in synergy with the council’s annual appraisal
process, and an effective evaluation process will be built in to ensure training needs
are identified appropriately, outputs are quantified, and impacts are measured and
can reported on as part of the training cycle process. The overarching aim of
redesigning the programmes is to support succession planning effectively, to provide
managers with a suite of learning and development that addresses individual need
whilst supporting organisation need, and a framework that fulfils the development of
knowledge and skills in areas appropriate to grade across the following areas: – 
• operational management: day-to-day activities such as health and safety,
human resources, finance, project management, and procurement.
• strategic management: corporate level situational analysis, strategy
development, change management, and evaluation.
• leadership capabilities: develop skills and behaviours that enable an individual
to engage, inspire and lead others towards the organisation’s goals. 
7.5. Mandatory training
The Learning and Development team support the council deliver a range of
mandatory training some of which is a statutory or legislative requirement the council
must fulfil, such as health and safety courses delivered in-house by the Health and
Safety Training team. Most of this training is a requirement of certain roles which
could not be carried out without completion of relevant courses of study. Mandatory
training can also be training that is developed as necessary to protect the council, its
employees, and the public, for example, Integrated Impact Assessment training is not
a statutory requirement, but can help mitigate potential risk across a range of
statutory and non-statutory public duties.  For the purpose of this strategy mandatory
training is categorised as core mandatory or role mandatory, for example: 
• Core mandatory training is for all employees to complete whether it is a
statutory requirement or not. Core mandatory training will form part of the new
starter induction process, however, there may also be situations when core
mandatory training will be required to be completed by existing employees, for
example, if the content of a core mandatory course that has previously been
completed is updated. 
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• Role mandatory training is only mandatory for certain job roles and will be
defined through training records for each relevant service and will form part of
each employee’s individual development plan.  Some role mandatory training
may also be statutory. 
To ensure effective processes are in place, this strategy commits to reviewing and
developing a corporate process around mandatory training.  Currently core
mandatory training is not easily identifiable therefore the new process will incorporate
clear communication of core mandatory training and, predicated on future Fusion
Learn capabilities, will aim to provide managers the ability to monitor their team’s
completion rates. The process will also incorporate a route for new mandatory
courses to be proposed in a way that enables the Corporate Management Team
improved governance over core mandatory training requests.   
Role mandatory training covers a broad range of subject areas, for example, courses
in first aid, driver safety training, food hygiene, plant and equipment training, and a
range of social care related training. The Learning and Development Administration
Team will continue to manage the wide range of role mandatory training that is
undertaken across Resources through effective administration of training matrices
that were developed prior to the Fusion launch. 
The review will also align with the strategic priority – Management and Leadership
Development, with an outcome of both reviews being the development of induction
programmes that ensure all managers have completed the required mandatory
training regardless of whether they are new to the council or an existing manager. 
7.6. Vocational development
The LGiU have stated that the aging profile of council workforces and the desire to
support school leavers and young people into work is behind the development of
various initiatives including apprenticeship programmes. South Lanarkshire Council
currently operates three apprenticeship pathways which are Foundation, Modern and
Graduate Apprenticeships.  The Foundation Apprenticeship programme aligns with
education and is delivered through Community and Enterprise Resources.  The
Modern and Graduate Apprenticeship programmes are delivered by the council’s
Vocational Development team within Finance and Corporate Resources. 
Each year the council is awarded a modern apprenticeship contract from Skills
Development Scotland. The Vocational Development team work with services who
identify Modern Apprenticeship opportunities across key occupational groups, which
are decided by Scottish Government. In addition to Modern Apprenticeships, the
contract can be used to deliver Scottish Vocational Qualifications (SVQs) to existing
staff. For example, some of these places are used in Social Work to upskill homecare
to SVQ level 3 which is a requirement of the role. 
To support delivery of the council’s Workforce Strategy 2025-27, workforce and
succession planning, and the achievement of the strategic priority – Grow Our Own,
this strategy sets out a commitment to review the current Modern Apprenticeship
delivery model to assess its effectiveness as it is essential the council is able to
maximise the impact of the apprenticeship contract award by identifying future need
across key occupational groups, and recruit into those roles to allow training to take
place in preparation for the future to avoid potential skills gaps.
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8. Delivering the strategy
The following action plan sets out the individual strategic priorities, the individual
actions that will be completed to deliver this strategy, who has responsible to deliver
the plans, how actions will be measured and a high-level timeline.
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8.1. Action Plan 2025-27 
Strategic priority Actions Responsibility Measures 2025 2026 2027
Digital Learning Support, develop, and equip
the workforce with the
required digital skills to
deliver services effectively
and to support service
modernisation in line with
the Digital Strategy.
Learning and
Development
Team 
IT Team 
Managers 
Employees 
• Feedback from digital skills survey and focus
groups.
• Evaluation of pre and post learning scores
• Case studies highlighting digital skills progression
within and across teams. 
Governance Review the current
Learning, Development and
Workforce Planning Boards
to determine if they remain
fit for purpose and, where
any opportunity for change
is identified, propose
change. 
Learning and
Development
Team 
Learning,
Development and
Workforce
Planning Boards
• Feedback from consultations
• If changes are identified, new approaches will be
successfully implemented as planned.   
Governance Ensure any training
delivered meets the needs
of employees and services
by ensuring there is a
robust evaluation process in
place. 
Learning and
Development
Team 
Employees
• Effective implementation of the training cycle
• Feedback from evaluations
• Training enhanced through applying feedback
• Case studies demonstrating the transfer of learning
to the workplace.   
Grow Our Own Identify and mitigate any
critical skills gaps in the
future by aligning the
learning and development
strategy with Resource
plans, workforce and
succession plans. 
Learning and
Development
Team 
Learning,
Development and
Workforce
Planning Boards 
• Identify and mitigate any critical skills gaps in the
future by aligning the learning and development
strategy with the Workforce Strategy to ensure
services effectively succession plan. 
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Strategic priority Actions Responsibility Measures 2025 2026 2027
Management and
Leadership
Development
Review and refresh current
management and
leadership development
programmes to meet the
needs of managers at all
levels within the
organisation. 
Learning and
Development
Team 
All managers
• Management survey feedback
• New programmes developed and launched
• Programme evaluations 
• Succession planning effectiveness
• Case studies and testimonials   
Mandatory
Training
Review and refresh current
approach to mandatory
learning – this includes
processes around
identification, requesting
learning to be mandatory,
delivering, administering
and recording, and
reporting on courses.  The
refresh will align to
induction and management
development. 
Learning and
Development
Team 
CMT 
All managers 
All employees 
• Suite of mandatory learning defined
• Process in place for new requests for learning to be
mandatory
• Manager will have identified role mandatory
learning
• Role mandatory learning will be recorded in Fusion 
Vocational
Development
Review the current delivery
model for modern
apprenticeships and SVQs
to propose an alternative
model that better supports
Resources workforce and
succession plans and
delivers best value for the
council. 
Learning and
Development
Team 
CMT 
Key services
• New model identified and proposal to implement
approved
• Feedback from key stakeholders inducing services
and apprentices
• Case studies demonstrating success in the areas
highlighted as benefits, such as, new model
supporting succession planning and increased
intake numbers   
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9. Roles and responsibilities
In addition to the responsibilities noted in the action plan at section 8, this strategy
requires full organisational support to succeed, therefore key roles and
responsibilities are highlighted as follows: - 
Executive Directors
• Demonstrate a positive approach towards employee development by being an
ambassador of learning and development
• Ensure equity of access to learning and development
• Take cognisance of learning and development requirements in Resource
planning and budget planning
• Be visible and active participants in management and leadership development
opportunities 
Heads of Service, Managers and Supervisors
• Demonstrate a positive approach towards employee development by being an
ambassador of learning and development
• Take ownership of the Learning, Development and Workforce Planning Boards
as nominated Chair and for others as active participants
• Contribute to the compilation of the annual Resource learning and development
plans
• Identify team and individual training needs
• Seek advice on team and individual training needs from Learning and
Development Advisors
• Ensure employees are aware of the learning objectives of any training and
development arranged
• Support the employee complete any prerequisite tasks
• Provide time to attend learning and development activities
• Support the course evaluation process
• Ensure employee training records are kept up to date 
Learning and Development Team
• Lead on the development and delivery of the council’s Learning and
Development Strategy
• Promote a positive approach to employee development
• Be first point of contact for all learning and development enquiries
• Take an active role in the Learning, Development and Workforce Planning
Boards including supporting the Chair, providing professional learning and
development related guidance, managing the agenda and the minute, and
providing corporate input
• Support the development of Resource learning and development plans
• Support the effective management of learning and development budgets
• Provide professional guidance to managers on appropriate interventions
• Deliver specific programmes
• Author eLearning courses
• Procure required external training
• Manage training matrices and training records in regard to statutory and
mandatory training requirements
• Support the ongoing development of Fusion Learn
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Employees
• Take responsibility for reviewing and improving their own performance
• Agree with their line manager the best delivery method to match their preferred
learning style
• Participate fully and positively in any activity
• Contribute to the council’s evaluation activities by completing requisite feedback
forms
• Reflect on how learning will transfer into day-to-day work 
• Share new knowledge and skills with others
• Take responsibility for future career development and progression
• Ensure their learning and development records are keep up to date 
10. Monitoring and reporting
This strategy is aligned to the council planning cycle and will be reviewed in line with
any revisions to the Council Plan and other relevant council strategies and plans. The
current council plan is due to be refreshed in 2027. 
Each of the six strategic priorities contains one or more actions to deliver. Individual
plans will therefore be developed for each action. Each action plan will be monitored
and managed in line with internal reporting requirements for corporate management
visibility, updates and approval. In addition to updating on the specific strategic
priorities, it is proposed to provide the Corporate Management Team with an annual
update on the Learning and Development Strategy 2025-2027 in May 2026, and in
May 2027.  
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Report
Agenda Item 
Report to: Finance and Corporate Resources Committee 
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Prudential Indicators, Treasury Management Activity
and Annual Investment Report 2024/2025 
1. Purpose of Report
1.1. The purpose of the report is to:-
[purpose]
 provide an overview of the Treasury Management Activity and Prudential Code
Indicators for 2024/2025
 allow the Committee to scrutinise the proposed Annual Investment Report for
2024/2025
[1purpose]
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):-
[recs]
(1) that the Treasury Management Activity Report for 2024/2025 (section 4 and
Appendix 1), be noted;
(2) that the 2024/2025 Treasury Management and Prudential Code Indicators
(section 5 and Appendix 2), be noted;
(3) that the Treasury Management Activity Report (Appendix 1) and the Treasury
Management and Prudential Indicators (Appendix 2) be referred to the
Executive Committee for noting;
(4) that the 2024/2025 Annual Investment Report (Appendix 3) be endorsed; and
(5) that the 2024/2025 Annual Investment Report (Appendix 3) be referred to the
Executive Committee prior to submission to the Council for formal approval in
line with The Local Government Investments (Scotland) Regulations 2010. 
3. Background 
3.1. The Chartered Institute of Public Finance and Accountancy (CIPFA) Code of
Practice for Treasury Management requires councils to prepare an annual report on
their Treasury Management Activities.  The report covering the Council’s Treasury
Management Activity during 2024/2025 is summarised in Section 4 of the report and
provided in detail in Appendix 1. 
3.2. The Council’s capital programme is partly funded by planned borrowing.  The CIPFA
Prudential Code provides a framework to assist the management of the financial
implications of borrowing and helps to demonstrate that the borrowing is both
affordable and prudent.  The Code requires councils to prepare a series of financial
indicators that demonstrate affordability, prudence and sustainability with regard to
capital financing decisions. 
12
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3.3. Estimates of these indicators are reported to the Finance and Corporate Resources
Committee at the start of each year, with selected indicators then reported on an
actual basis at the end of the year.  The year end indicators for 2024/2025 are noted
in Section 5 of the report and detailed in Appendix 2. 
3.4. The Local Government Investments (Scotland) Regulations 2010 require local
authorities to prepare an Annual Investment Strategy before the start of the financial
year and an Annual Investment Report after the financial year end.  Both documents
are required to be approved by full Council. 
3.5. The Annual Investment Report for 2024/2025 is summarised in Section 6 of this
report with the detail in Appendix 3. 
3.6. The Annual Investment Strategy for 2024/2025, approved in February 2024,
recognised that any investment activity carries an element of risk.  Appendix 4
details the investments that the Council were permitted to use in 2024/2025, the
associated risks and the controls and limits that were put in place to mitigate these
risks. 
3.7. The figures contained within this report are taken or calculated from South
Lanarkshire Council’s Annual Accounts for 2024/2025. 
4. Treasury Management Activity 2024/2025
4.1. Appendix 1 details the Treasury Management Activity for 2024/2025. 
4.2. The Council ended the year with borrowing of £1,030.762m with fixed rate loans
from the Public Works Loans Board (PWLB) making up 94.32% of the debt.  Fixed
rate loans help to build in certainty to the calculation of future loan charges which
forms a significant element of the Council’s long term Revenue Budget Strategy. 
4.3. The Council’s pooled interest rate for 2024/2025 was 4.22% (4.12% in 2022/2023),
with an expenses rate of 0.06%.  The overall cost of borrowing will increase as debt
levels increase to fund the capital programme. 
4.4. Total deposits at the end of the year totalled £23.582m with the level varying
throughout the year due to the timing of expenditure and receipts. 
4.5. During 2024/2025, the Council placed £1,790.422m of deposits on a cumulative
basis.  All deposits made by the Council were in line with approved lending limits and
credit rating criteria.  The level of investment return was £3.657m. 
5. Treasury Management and Prudential Code Indicators – 2024/2025 
5.1. The Council is required by the Prudential Code to report the actual prudential
indicators after the closure of the financial year.  Appendix 2 details the indicators for
2024/2025. 
5.2. The General Fund Capital Expenditure for 2024/2025 was £41.928m which is
£27.904m less than estimated in the Prudential Indicators, Treasury Management
Strategy and Annual Investment Strategy report presented to South Lanarkshire
Council in February 2025.  The details of this have been reported to the Executive
Committee over recent months, with a final position being reported on 25 June 2025.  
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5.3. The Housing Revenue Account (HRA) Capital Expenditure in 2024/2025 was
£71.544m which is £1.754m less than the estimate reported to South Lanarkshire
Council in February 2025. The details of this have been reported to the Executive
Committee over recent months, with a final position being reported on 25 June 2025.
5.4. The Council’s gross borrowing position for 2024/2025 was £1,354.017. This consists
of external borrowing of £1,030.762m and the Public Private Partnership (PPP)
Finance Lease Liability of £323.255m. Gross borrowing is less than the capital
financing requirement of £1,591.685m due to the fact that no long-term borrowing
was taken during 2024/2025.
5.5. The Council used its significant cash balances available in lieu of the remainder of its
borrowing requirement for the year. Borrowing before cash was required would incur
a cost of carry as the interest rates achievable on deposits continue to be less than
the interest rates on borrowing.
5.6. By not taking any long-term borrowing during 2024/2025, interest costs for
2024/2025 were reduced and savings from this used to support the Revenue Budget
Strategy going forward.
5.7. The Capital Financing Requirement for the General Fund is £154.954m higher than
forecast and for HRA is £1.855m lower than forecast. For the General Fund this is
due to the introduction of a new accounting standard (IFRS16) which changes how
the Council accounts for leases. This resulted in a remeasurement of lease
liabilities. This was unable to be quantified at the time the estimates were
calculated.
5.8. This is purely an accounting treatment, has no impact on the General Fund balance
and does not require the Council to take any additional borrowing.
5.9. For the HRA this is due to changes in the borrowing required to fund the capital
programme reflecting the timing of expenditure and movements in other sources of
funding.
5.10. One indicator covers borrowing and sets limits on the level of borrowing that the
Council can have: The Operational Limit for External Debt is the expected borrowing
position, but it can vary due to changes in the cash flow and temporary breaches are
acceptable. In contrast, the Authorised Limit for External Debt represents the
maximum level of debt the Council can afford and should not be breached. The
Council remained within both the Operational and Authorised Limit for External Debt
during 2024/2025.
6. Annual Investment Report – 2024/2025
6.1. The Council is required by The Local Government Investments (Scotland)
Regulations 2010 to prepare an Annual Investment Report after the financial year
end. The Annual Investment Report for financial year 2024/2025 is detailed in
Appendix 3 and summarised below.
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6.2. During 2024/2025, the Council placed £1,790.422m of deposits on a cumulative
basis. All deposits made by the Council were in line with approved lending limits and
credit rating criteria. £1,701.875m (95.05%) of deposits were made with
counterparties of very high credit quality (UK Government – Debt Management
Account Deposit Facility (DMADF), and other local authorities). The remaining
£88.547m (4.95%) was deposited in an instant access call account with Bank of
Scotland.
6.3. In order to manage liquidity risk the Council held an average of £7.837m in bank
accounts with instant access.
6.4. No borrowing in advance was taken during 2024/2025.
7. Employee Implications
7.1. None
8. Financial Implications
8.1. The financial impact from treasury activity and borrowing for capital expenditure has
been built into the long-term Revenue Budget Strategy.
8.2. In 2024/2025 the amounts charged to the General Fund in relation to debt (loan
charges) totalled £42.001m. HRA loan charges totalled £12.468m. These costs
were met from within approved Revenue Budgets.
9. Climate Change, Sustainability and Environmental Implications
9.1. There are no implications for climate change or sustainability in terms of the
information contained in this report.
9.2. There is also no requirement to carry out an environmental impact assessment in
terms of the information contained within this report.
10. Other Implications
10.1. South Lanarkshire Council recognises that any Treasury Management Activity will
carry an element of risk. It is important that risk is identified and controls put in place
to limit those risks.
10.2. The Council has complied with all of the relevant statutory and regulatory
requirements which limit the levels of risk associated with its treasury management
activities. In particular, its adoption and implementation of both the Prudential Code
and the CIPFA Treasury Management Code of Practice means both that its capital
expenditure is prudent, affordable and sustainable, and its treasury practices
demonstrate a low-risk approach.
10.3. The CIPFA Treasury Management Code of Practice adopted by the Council, places
Credit and Counterparty risk at the forefront of treasury risks.
10.4. South Lanarkshire Council recognises that any investment activity will carry an
element of risk. It is important that risk is identified and controls put in place to limit
and manage those risks.
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10.5. Appendix 4 to this report details the investments that the Council was permitted to
use in 2024/2025, the associated risks and the controls and limits that were put in
place to mitigate these risks. 
11. Integrated Impact Assessment and Consultation Requirements
11.1. This report does not introduce a new policy, function or strategy or recommend a
change to an existing policy, function or strategy and, therefore, no impact
assessment is required. 
11.2. There is no requirement to undertake any consultation in relation to the content of
the report. 
Jackie Taylor
Executive Director (Finance and Corporate Resources) 
20 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Value: Accountable, effective, efficient and transparent 
Previous References
 Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy
2024/2025, South Lanarkshire Council, 21 February 2024
 Treasury Management Activity – 2024/2025 Third Quarter Review, Finance and
Corporate Resources Committee, 29 January 2025 
List of Background Papers
 None 
Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact:-
Lorraine O’Hagan, Head of Finance (Strategy)
Ext: 2601 (Tel: 01698 452601)
E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 
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Appendix 1
Treasury Management Activity Report 2024/2025 
1. Background
1.1. The Annual Treasury Management Activity Report is a requirement of the Council’s
reporting procedures and covers 2024/2025. The report also includes the Treasury
Management Indicators for 2024/2025 in accordance with the requirements of the
CIPFA Code of Practice for Treasury Management in the Public Sector and actual
Prudential Indicators for 2024/2025 in accordance with the requirements of the
Prudential Code. 
2. Introduction
2.1. The Council’s treasury management activities are regulated by a variety of
professional codes and statutes and guidance: 
2.2. The Local Government in Scotland Act 2003 (the Act), which provides the powers to
borrow and invest as well as providing controls and limits on this activity;
▪ The Act permits the Scottish Ministers to set limits either on the Council or
nationally on all local authorities restricting the amount of borrowing which may be
undertaken (although no restrictions were made in 2009/10);
▪ Statutory Instrument (SSI) 29 2004, requires the Council to undertake any
borrowing activity with regard to the CIPFA Prudential Code for Capital Finance in
Local Authorities, and therefore to operate the overall treasury function with regard
to the CIPFA Code of Practice for Treasury Management in the Public Services;
▪ This Council has adopted the CIPFA Code of Practice for Treasury Management
in the Public Sector and operates its treasury management service in compliance
with this Code and the above requirements. These require that the prime objective
of treasury management activity is the effective management of risk, and that its
borrowing activities are undertaken in a prudent, affordable and sustainable basis.
2.3. The CIPFA Code of Practice requires reports to be made on its treasury management
policies, practices and activities, including, as a minimum, an annual strategy and plan
in advance of the year, a mid-year review and an annual report after its close. 
2.4. This report will cover:
▪ A summary of the strategy agreed for 2024/2025;
▪ The Council’s treasury position at 31 March 2025;
▪ Economic Background for 2024/2025;
▪ Actual Performance During 2024/2025;
▪ Risk Management;
▪ Treasury Management and Prudential Indicators (see Appendix 2) 
3. The Strategy Agreed for 2024/2025
3.1. At the time of determining the strategy for 2024/2025, economic and interest rate
forecasting remained difficult with many external influences weighing on the UK. 
3.2. Public Works Loans Board (PWLB) rates and gilt yields were expected to remain
volatile as markets reacted to emerging economic data, with the overall long-term
trend being for them to decrease slightly during 2024/2025.  
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3.3. The differential between investment earnings and debt costs was expected to remain
high throughout 2024/2025. This “cost of carrying” would have to be considered if
borrowing was taken before our cash flow required funds as returns on deposits were
expected to remain lower than the rate paid on borrowing. 
3.4. The borrowing strategy adopted was to monitor interest rates, undertake planned
borrowing at the best time, while investigating opportunities where possible to improve
the management of our existing loan portfolio. 
3.5. The main consideration when investing surplus funds was to be the security of the
transaction. Liquidity would then be considered and investments would only be made
for prudent time periods. Only after considering security and liquidity would the yield
to be gained from the investment be considered. 
3.6. The Executive Director of Finance and Corporate Resources would apply appropriate
restrictions to the Council’s counterparty list to ensure the security of deposits. 
4. Treasury Position at 31 March 2025
4.1. The Council began the year with debt of £1,034.532m of which 97.25% was fixed
rate loans from the PWLB. By 31 March 2025, debt had decreased to £1,030.762m
with fixed rate loans from the Public Works Loans Board (PWLB) making up 94.32%
of the debt. 
4.2. Table 1 below shows the movement in borrowing to 31 March 2025. 
Table 1 – Movement in Borrowing from 1 April 2024 to 31 March 2025. 
Balance as
at
01/04/2024
£m 
New
Borrowing
£m 
Debt
Maturing
£m 
Debt
Repaid
£m 
Balance as
at
31/03/2025
£m
Increase/
Decrease
in
Borrowing
£m
Short Term
Borrowing 53.770 145.000 (148.770) 0.00 50.000 (3.770)
Long Term
Borrowing 980.762 0.000 0.00 0.00 980.762 0.000
TOTAL
BORROWING 1,034.532 145.000 (148.770) 0.00 1,030.762 (3.770) 
4.3. The Treasury Position at the 31 March 2025 compared with the previous year is shown
in Table 2 overleaf: 
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Table 2 – Treasury Position as at 31 March 2025 
31 March 2025 31 March 2024 
Principal Average
Rate
Principal Average
Rate
Fixed PWLB £972.262m 3.78% £1,006.032m 3.80%
Total Fixed Rate Debt £972.262m 3.78% £1,006.032m 3.80%
Market £8.500m 5.46% £8.500m 5.46%
Temporary Borrowing £50.000m 5.38% £20.000m 7.20%
Total Variable Rate Debt £58.500m 5.39% £28.500m 6.68%
Total Debt £1,030.762m 3.87% £1,034.532m 3.88%
Total Deposits £23.582m 5.38% £13.475m 5.19%
4.4. The gross debt position decreased by £3.770m from 31 March 2024, accounted for
by repayments of PWLB (£33.770m) offset by a net increase in temporary borrowing
(£30.000m) temporary borrowing taken for cashflow purposes.
4.5. The Council’s pooled cost of borrowing is measured on an equated debt basis which
takes account of how the Council’s capital expenditure was funded throughout the
year. The pooled interest cost together with the expenses rate for 2023/2024 and the
previous two years is shown in Table 3 below: 
Table 3 – Pooled Cost of Borrowing
Year Loans Fund
Pooled Rate
Loans Fund
Expenses Rate
2024/25 4.22% 0.06%
2023/24 4.12% 0.07%
2022/23 3.59% 0.07%
5. Economic Background for 2024/2025
5.1. The base rate began the year at 5.25%, and following a series of decreases by the
Bank of England ended the year at 4.50%. 
5.2. Gilt yields and PWLB rates were volatile throughout 2024/2025. The average PWLB
rates at the start of 2024/2025 was 5.11%. This increased to a peak of 5.96% in
October 2023 before falling back to 5.72% by the 31 March 2025. 
5.3. Details of significant interest rates during 2024/2025 are shown in Table 4 below. 
Table 4 – Significant Interest Rates  
Borrowing Rates 
Bank
Base
Rate
1
Year
PWLB
5
Year
PWLB
10
Year
PWLB
20
Year
PWLB
30
Year
PWLB
40
Year
PWLB
50
Year
PWLB
High 5.25% 5.61% 5.34% 5.71% 6.14% 6.19% 6.10% 5.88%
Average 4.95% 5.14% 4.86% 5.07% 5.50% 5.56% 5.48% 5.32%
Low 4.50% 4.77% 4.31% 4.52% 5.01% 5.09% 5.04% 4.88% 
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6. Actual Performance during 2024/2025
6.1. Capital expenditure for the year was £113.472m. During 2024/2025 no long-term
borrowing was taken. 
6.2. The Council had a borrowing requirement of £382.667m for 2024/2025, including
£202.676m carried over from previous years. 
6.3. The report to South Lanarkshire Council on Service Concessions in January 2023
introduced a strategy that recognised the level of reserves and cash balances held
by the council to reduce the need to borrow for this funding requirement. After taking
these into account, the council had an expected borrowing requirement of
£226.756m for 2024/25. 
6.4. During 2024/2025, the Council placed £1,790.422m of deposits on a cumulative
basis. All deposits made by the Council were in line with approved lending limits and
credit rating criteria. The level of investment return was £3.657m. Further details on
deposits are included in the annual investment report within this Committee paper.
7. Risk Management
7.1. The Council has complied with all of the relevant statutory and regulatory
requirements which limit the levels of risk associated with its treasury management
activities. In particular its adoption and implementation of both the Prudential Code
and the CIPFA Treasury Management Code of Practice means both that its capital
expenditure is prudent, affordable and sustainable, and its treasury practices
demonstrate a low risk approach. 
7.2. Investment Risk 
The main consideration when investing surplus funds is the security of the
transaction. Through adoption on the CIPFA Code of Practice and through the
Councils Annual Investment Strategy the Council mitigates risks associated with all
our permitted investments. 
7.3. Interest Rate Risk
The Council’s capital programme is funded in part by borrowing. Consideration has
always been given to the optimum time to borrow funds to ensure cash flow is
maintained, that any risks of increasing borrowing interest rates are minimised and
that takes into account the level of cash balances available to the Council. 
8. Treasury Management and Prudential Indicators
8.1. The Treasury Management and Prudential Indicators are detailed in Appendix 2 to
this report.
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Appendix 2
Treasury Management and Prudential Indicators 2024/2025
1. Treasury Management Indicators 2024/2025
1.1. The Treasury Management Code includes Treasury Management Indicators which
are to be reported alongside the Treasury Strategy.
1.2. The purpose of these is to contain the activity of the treasury function within certain
limits, thereby managing risk and reducing the impact of an adverse movement in
interest rates. The indicators are detailed below.
2. Maturity Structure of Borrowing
2.1. By setting limits on the maturity structure of borrowing, the exposure to large
concentrations of fixed rate debt needing to be replaced at the same time in the
future at currently unknown rates can be limited. This effectively places a limit on
exposure to longer term interest rate movement.
Maturity Structure of Borrowing
Upper
Limit
Lower
Limit
Maximum
for period
to 31/03/25
Actuals as
at 31/03/25
Under 12 months 30% 0% 6.93% 4.85%
12 months and 24 months 40% 0% 12.11% 11.61%
24 months and 5 years 50% 0% 3.92% 3.76%
5 years and 10 years 60% 0% 21.41% 20.52%
10 years and 20 years 60% 0% 19.13% 18.34%
20 years and 30 years 70% 0% 15.36% 14.72%
30 years and 40 years 80% 0% 27.33% 26.20%
40 years and 50 years 90% 0% 0.00% 0.00%
50 years and above 90% 0% 0.00% 0.00%
3. Total Principal Sums Invested for Greater Than 364 days
3.1. The investment regulations introduced by the Scottish Government allowed the
Council to invest for periods in excess of 364 days. The Treasury Management Code
requires local authorities to set an upper limit for each forward financial year period
for investments longer than 364 days. The purpose is to contain the exposure to the
possibility of loss that might arise as a result of having to seek early repayment of
principal sums invested.
3.2. South Lanarkshire Council set a limit restricting investments for periods in excess of
364 days to no more than £10m and for no more than 5 years.
3.3. No investment was made during 2024/2025 for a period in excess of 364 days.
4. Statutory Repayment of Loans Fund Advances
4.1. The Scottish Government introduced The Local Authority (Capital Financing and
Accounting) Scotland Regulations 2016 with effect from 1 April 2016. These
regulations require the statutory loans fund to be administered in accordance with
the 2016 Regulations, proper accounting practice and prudent financial
management.
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4.2. The Council’s capital programmes are partly funded by planned borrowing which is
advanced from the Council’s Loans Fund. Repayment of these advances is made
each year and forms part of the Council’s revenue expenditure. Borrowing to fund
the capital programmes therefore creates a liability to repay those advances from
future years’ budgets. The Council is required to report on the commitment to repay
loans fund advances. 
4.3. The General Fund had an opening balance of £859.048m advances from the Loans
Fund. During 2024/2025 new advances of £9.482m were made to part fund the
Capital Programme, while repayments of £3.730m were made from the Council’s
revenue expenditure. This left a closing balance of £864.800m to be repaid over the
next 50 years. 
4.4. The HRA had an opening balance of £307.204m advances from the Loans Fund.
During 2024/2025 new advances of £16.467m were made to part fund the HRA
Capital Programme, while repayments of £0.005m were made from the HRA. This
left a closing balance of £323.666m to be repaid over the next 40 years. 
4.5. The tables below show the repayment profile of the outstanding loans fund advances
for both General Fund and HRA as at 31 March 2025. The tables do not include any
planned borrowing that may be taken in future years to fund the ongoing capital
programmes. 
General Fund
Opening
Balance
New
Advances  Repayments
Closing
Balance
2024/25 859.048 9.482 -3.730 864.800
2025/26 864.800 0.000 -7.292 857.508
2026/27 – 2029/30 857.508 0.000 -29.538 827.970
2030/31 – 2034/35 827.970 0.000 -40.224 787.746
2035/36 – 2039/40 787.746 0.000 -83.366 704.380
2040/41 – 2044/45 704.380 0.000 -106.399 597.981
2045/46 – 2049/50 597.981 0.000 -135.795 462.186
2050/51 – 2054/55 462.186 0.000 -170.938 291.248
2055/56 – 2059/60 291.248 0.000 -168.128 123.120
2060/61 – 2064/65 123.120 0.000 -90.279 32.841
2065/66 – 2069/70 32.841 0.000 -24.742 8.099
2070/71 – 2074/75 8.099 0.000 -8.099 0.000 
Housing Revenue
Account
Opening
Balance
New
Advances  Repayments
Closing
Balance
2024/25 307.204 16.467 -0.005 323.666
2025/26 323.666 0 -4.405 319.261
2026/27 – 2029/30 319.261 0 -40.517 278.744
2030/31 – 2034/35 278.744 0 -52.660 226.084
2035/36 – 2039/40 226.084 0 -47.194 178.890
2040/41 – 2044/45 178.890 0 -44.386 134.504
2045/46 – 2049/50 134.504 0 -49.537 84.967
2050/51 – 2054/55 84.967 0 -40.417 44.550
2055/56 – 2059/60 44.550 0 -30.129 14.421
2060/61 – 2064/65 14.421 0 -14.421 0.000  
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4.6. The Council’s strategy for managing debt includes the early repayment of some
loans within the Loans Fund. These repayments result in reduced principal and
interest payments in future years and are necessary to keep loan charges affordable. 
5. Prudential Code Indicators 2024/2025 
5.1. The Prudential Code enables Councils to take responsibility for deciding an
affordable level of borrowing to fund capital expenditure. This moves away from the
previous regime through which central government gave Councils consent to borrow
defined amounts for capital expenditure. 
5.2. To meet the objectives of the Code, the Council is required to report a number of
indicators, use those to demonstrate the affordability and sustainability of our capital
plans and to show that good treasury management practice is adhered to. 
6. Capital Expenditure and Borrowing Requirement indicators 
6.1. Capital Expenditure 
6.1.1 This indicator shows the capital expenditure for 2024/2025. The 2024/2025 estimate
is also shown. 
Actual
£ m
Estimate
£ m
Variance
£ m 
General Fund Capital Expenditure  41.928  69.832  -27.904
Funded by:   
Borrowing 9.482 17.560 -8.078
Capital receipts and grants 31.156 51.353 -20.197
Revenue contributions 1.290 0.919 0.371
Total Funding 41.927 69.832 -27.904 
HRA Capital Expenditure  71.544  72.106  -0.562
Funded by:   
Borrowing 16.467 18.221 -1.754
Capital receipts and grants 21.571 20.379 1.192
Revenue contributions 33.506 33.506 0.000
Total Funding 71.544 72.106 -0.562 
6.1.2. The General Fund Capital Expenditure for 2024/2025 was £41.928m which is
£27.904m less than estimated in the Prudential Indicators, Treasury Management
Strategy and Annual Investment Strategy report presented to South Lanarkshire
Council in February 2025. The details of this have been reported to the Executive
Committee over recent months, with a final position being reported on 25 June 2025. 
6.1.3. The Housing Revenue Account Capital Expenditure in 2024/2025 was £71.544m
which is £1.754m less than the estimate reported to South Lanarkshire Council in
February 2025. The details of this have been reported to the Executive Committee
over recent months, with a final position being reported on 25 June 2025.  
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6.2. Councils Borrowing Requirement (the Capital Financing Requirement)
6.2.1. The Council’s Capital Financing Requirement (CFR) is the total outstanding capital
expenditure which has not yet been paid for from either revenue or capital resources.
It is essentially a measure of the Council’s requirement to borrow for past and
present capital expenditure and is comparable to the actual borrowing taken and
finance lease liability.
6.2.2. The Council is required to pay off an element of the accumulated balance of
borrowing every year through a charge to the revenue account.
6.2.3. Over the medium-term borrowing should only be for a capital purpose. Gross
borrowing should not, except in the short term, exceed the CFR for 2024/2025 plus
any additional capital financing requirement over 2025/2026 and the following two
financial years. The table below demonstrates that the Council has complied with
this requirement
6.2.4. The Capital Financing Requirement for the General Fund is £154.954m higher than
forecast and for HRA is £1.855m lower than forecast. For the General Fund this is
due to the introduction of a new accounting standard (IFRS16) which changes how
the Council accounts for leases. This resulted in a remeasurement of lease liabilities.
This was unable to be quantified at the time the estimates were calculated
31 March
2025
Actual
£ m
31 March
2025
Estimate
£ m
Variance
General Fund Capital Financing
Requirement 1,268.007 1,113.053 154.954
HRA Capital Financing Requirement 323.678 325.533 -1.855
Total Capital Financing Requirement 1,591.685 1,438.586 153.099
Treasury Position as at 31 March 2025
Borrowing 1,030.762 1,122.450 -91.688
PPP Finance Lease Liability 323.255 164.646 158.609
Gross Debt 1,354.017 1,287.096 66.921
6.2.5. The Council’s gross borrowing position for 2024/2025 was £1,354.017. This consists
of external borrowing of £1,030.762m and the PPP Finance Lease Liability of
£323.255m. Gross borrowing is less than the capital financing requirement of
£1,591.685m due to the fact that no long-term borrowing was taken during
2024/2025.
6.2.6. The most significant increase in the Capital Financing Requirement has been the
remeasurement of the PPP/Finance Liability due to the introduction of a new
accounting standard (IFRS16) which changes how the Council accounts for leases.
This resulted in a remeasurement of lease liabilities. This was unable to be
quantified at the time the estimates were calculated.
6.2.7. This is purely an accounting treatment, has no impact on the General Fund balance
and does not require the Council to take any additional borrowing.
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6.2.8. The Council used the significant cash balances it had available in lieu of the
remainder of its borrowing requirement.  Borrowing before cash was required would
incur a cost of carry as the interest rates achievable on deposits continue to be less
than the interest rates on borrowing. 
6.2.9. By not taking any long term borrowing during 2024/2025, interest costs for
2024/2025 were reduced and savings from this used to support the Revenue Budget
Strategy going forward. 
6.3. Limits to Borrowing Activity 
6.3.1. The Operational Boundary for external debt is based on the expected maximum
external debt that could be faced in the course of the year. It is set to accommodate
the borrowing requirements and also includes sufficient scope to allow for changes
to the capital programme throughout the year. This limit may be breached during the
year, and this will be reported in the Prudential report presented to Committee after
year end. 
6.3.2. The Authorised Limit for External Debt represents a limit beyond which external
debt is prohibited. It represents the level of external debt which could be afforded in
the very short-term, but is not sustainable in the longer term without consideration to
revenue budgets. This limit would not be breached without the Finance and
Corporate Resources Committee being advised. 
2024/2025
£ m
Operational Limit for External Debt 1,460.000
Authorised Limit for External Debt 1,480.000
Maximum Borrowing Position During the Period 1,053.762
Operational Limit for Other Liabilities (PPP/Finance Lease) 180.000
Authorised Limit for Other Liabilities (PPP/Finance Lease) 180.000
Maximum PPP/Finance Lease Liability 323.255 
6.3.3. The table demonstrates that during 2024/2025 the Council maintained its borrowing
within the Authorised Limits and Operational Boundaries for External Debt.
6.3.4. As mentioned in 6.2.6. a new accounting standard introduced in 2024/2025 (IFRS16)
changed how the council accounted for leases. This included the remeasurement of
existing lease liabilities and the recognition of additional leases. This was unable to
be quantified at the time the estimates were calculated. Had it been able to quantify
the increase the limits for other liabilities would have been increased to reflect this.  
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7. Affordability Indicators 
7.1. Ratio of Financing Costs to Net Revenue Stream 
7.1.1. This indicator focuses on the extent to which the Council’s net revenue budget is
used for servicing debt. This is shown for both General Fund and HRA.   
2024/25
Actual
£ m
2024/25
Estimate
£ m
General Fund Ratio of Financing Costs to
Net Revenue Stream (expressed as %) 4.81% 3.91%
HRA General Fund Ratio of Financing Costs
to Net Revenue Stream (expressed as %) 9.33% 8.58% 
7.1.2. For the General Fund, the ratio is higher than forecast. This is due to costs
previously classified as operating costs now being classified as financing costs under
IFRS16. 
7.1.3. For the HRA, the ratio is also lower than forecast due to actual borrowing costs being
higher than forecast and a slight decrease in income. 
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Appendix 3
Annual Investment Report
1. Permitted Investments
1.1. During 2024/2025 South Lanarkshire Council only used the following permitted
investments
▪ Deposits with the Debt Management Account Deposit Facility
▪ Deposits with UK Local Authorities
▪ Deposits with Banks and Building Societies
1.2. Deposits made in the period 1 April 2024 to 31 March 2025 totalled £1,790.422m.
This is broken down per sector and institution in the table below. 86.26% of these
deposits were made in the UK Government through the Debt Management Account
Deposit Facility (DMADF).
Counterparty
Deposit
Totals (£m)
% of
Total
Deposits
Average
Interest
Rate
Deposits in UK Government
Debt Management Account Deposit
Facility 1,544.475 86.26% 4.88%
Total Deposits in UK Government 1,544,475 86.26% 4.88%
Deposits in UK Local Authorities 157.400 8.79% 5.08%
Deposits in UK Banks and Building
Societies
Bank of Scotland 88.547 4.95% 4.86%
Total Deposits in UK Banks 88.547 4.95% 4.86%
Total Deposits 01/04/2024 to 31/03/2025 1,790.422 100.00% 4.99%
1.3. The average interest rates achieved from the deposits are shown in the table above.
Interest rates achievable for deposits have been falling since the Bank of England
began a series of interest rate cuts
1.4. Actual deposits as at 31 March 2025 totalled £23.582m.
2. Risk Management
2.1. The following minimum thresholds were set in the strategy for all deposits with banks
and building societies, including Certificate of Deposits.
Rating Agency Long Term
Rating
Maximum Deposit
Fitch A- £20m
Moody’s A3 £20m
Standard and Poors A- £20m
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2.2. Prior to depositing funds with any bank or building society, checks are made with the
Council’s treasury adviser, MUFG, that the institution is considered safe and that any
deposit conforms to their recommended time duration as determined by their Rating
Methodology. This methodology uses credit ratings, rating watches and outlooks and
credit default swap (CDS) prices to establish a suggested time duration for deposits.
2.3. The tables below show a breakdown of deposits with details of the credit ratings of
banks and building societies used from 1 April 2024 to 31 March 2025. Deposits with
the DMADF are with the UK Government and so have a very high credit rating.
Deposits with local authorities are considered to be of very high credit quality despite
most local authorities not having formal credit ratings.
Fitch Ratings
Long Term
Rating
Short Term Rating Deposits Totals Percentage of
Total Deposits
Deposits with DMO/UK Government (AA-) 1,544.475m 86.26%
Deposits with Local Authorities 157.400m 8.79%
AA- F1 38.379m 2.15%
A+ F1 50.168m 2.80%
Total 1,790.422m 100.00%
Moody’s Ratings
Long Term
Rating
Short Term Rating Deposits Totals Percentage of
Total Deposits
Deposits with DMO / UK Government (Aa3) 1,544.475m 86.26%
Deposits with Local Authorities 157.400m 8.79%
A1 P-1 88.547m 4.95%
Total 1,790.422m 100.00%
Standard and Poor’s Ratings
Long Term
Rating
Short Term Rating Deposits Totals Percentage of
Total Deposits
Deposits with DMO / UK Government (AA) 1,544.475m 86.26%
Deposits with Local Authorities 157.400m 8.79%
A+ A-1 88.547m 4.95%
Total 1,790.422m 100.00%
2.4. The tables show that 95.05% of deposits were made with counterparties of very high
credit quality (UK Government - DMADF and other local authorities). All deposits
made by the Council were in line with approved lending limits and credit rating
criteria.
2.5. In order to manage liquidity risk the Council held an average of £7.837m in bank
accounts with instant access.
2.6. No deposits were placed for periods in excess of 364 days.
3. Borrowing in Advance
3.1. No borrowing in advance was taken during 2024/2025.
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Appendix 4 
Investment Treasury Risks Mitigating Controls Limits
Deposits with the
Debt Management
Account Deposit
Facility
This is a deposit with
the UK Government
and so credit risk is
very low. 
Liquidity risk has to be
considered as
deposits can only be
broken with the
agreement of the
counterparty and
penalties may apply. 
There is no market
risk as the principal
sum invested is not
affected by market
prices. 
There are no mitigating
controls required. 
There is no maximum
monetary limit. 
A maximum term of
deposit of six months
as set by the Debt
Management Office.
Deposits with UK
Local Authorities and
other bodies defined
as local authorities in
the Local
Government Scotland
Act 2003
(And Equivalent
English Act)
These are considered
to be quasi UK
Government
investment and as
such credit risk is very
low. 
Liquidity risk has to be
considered as
deposits can only be
broken with the
agreement of the
counterparty and
penalties may apply. 
There is no market
risk as the principal
sum invested is not
affected by market
prices. 
There are no mitigating
controls required. 
The maximum
deposit with any local
authority will be £20m
for deposits less than
one year. 
Deposits in excess of
one year will be
subject to a maximum
term of deposit of
three years and be
limited to £10m. 
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Investment Treasury Risks Mitigating Controls Limits
Deposits with Banks
and Building
Societies
These tend to be low
risk but credit risk will
be higher than
deposits placed with
the DMO or UK local
authorities. 
Liquidity risk has to be
considered as
deposits can only be
broken with the
agreement of the
counterparty and
penalties may apply. 
There is no market
risk as the principal
sum invested is not
affected by market
prices. 
The counterparty
selection criteria
restricts lending only to
high quality
counterparties,
measured initially by
credit ratings from
Fitch, Moody’s and
Standard and Poors. 
Additional indicators of
creditworthiness will
also be considered prior
to placing any deposits. 
Liquidity risk can be
controlled by the use of
instant access call
accounts. 
The maximum
deposit with any bank
or building society will
be £20m. 
A maximum term of
deposit of 364 days.
Certificates of Deposit
with Banks and
Building Societies
These are short to
medium term dated
marketable securities
issued by financial
institutions. 
These tend to be low
risk investments but
credit risk will be
higher than deposits
placed with the DMO
or UK local
authorities. 
Liquidity risk is lower
than placing a deposit
with a Bank or
Building Society as
these can be sold on
the market. 
There is a risk of
capital loss arising
from selling ahead of
maturity.
The counterparty
selection criteria
restricts lending only to
high quality
counterparties,
measured initially by
credit ratings from
Fitch, Moody’s and
Standard and Poor’s. 
Additional indicators of
creditworthiness will
also be considered prior
to using this type of
instrument. 
Market risk would be
mitigated by holding the
instrument to maturity.
The maximum
investment with any
bank or building
society will be £20m. 
A maximum period of
investment of 364
days. 
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Investment Treasury Risks Mitigating Controls Limits
UK Government Gilts
and Treasury Bills
These are marketable
securities issued by
the UK Government
and as such credit risk
is very low. 
Liquidity risk is very
low as there is a huge
market for Gilts and
Treasury Bills 
There is a risk of
capital loss arising
from selling ahead of
maturity.
There are no mitigating
controls required for
credit risk as the
investment is with the
UK Government. 
Market risk would be
mitigated by holding the
instrument to maturity.
There is no maximum
limit to investments in
UK Gilts or Treasury
Bills for maturities
less than one year
and a limit of £10m
for maturities greater
than one year. 
The maximum period
of investment will be
five years.
AAA Rated Bonds
Issued by Multilateral
Development Banks
These are bonds
issued by
supranational bodies
such as the European
Investment Bank or
World Bank and as a
result are backed by
several sovereign
states and as such
credit risk is very low. 
Liquidity risk is very
low as there is a large
market for
Supranational Bonds. 
There is a risk of
capital loss arising
from selling ahead of
maturity.
As the investment is
effectively spread
across a number of
sovereign states, the
Council will mitigate the
credit risk of holding
such bonds by
considering the
sovereign rating of the
underlying sovereign
states and only holding
bonds that have a AAA
rating. 
Market risk would be
mitigated by holding the
instrument to maturity.
The maximum
amount that will be
invested in AAA
Rated Bonds issued
by Multilateral
Development Banks
is £10m. 
The maximum period
of investment will be
five years.
AAA Rated Money
Market Funds
Money market funds
are pooled funds that
invest in short-term
money market
instruments and other
debt instruments. 
The underlying
investments are
diversified and Credit
risk, liquidity risk and
market risk are all
very low. 
Investments in these
MMFs are highly
liquid (same day
liquidity).
Money Market Funds
will only be used where
they have obtained a
AAA rating from the
credit rating agencies. 
In addition to the credit
rating, Money Market
Funds will also be
assessed for suitability
on fund size, the
strength of the
custodian and the
stability of invested
capital.
Investments in Money
Market Funds will be
limited to 0.5% of the
Money Market Fund
Balance and to no
more than £10m in
any one Fund. 
Investments in
Sterling Government
Money Market Funds
which only invest in
Sterling denominated
short term debt
securities issued by
the UK Government
will be restricted to
2% of the Money
Market Fund size and
to no more than £10m
in any individual
Money Market Fund. 
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Investment Treasury Risks Mitigating Controls Limits
Loans to Third Parties These are service
investments which
may exhibit credit risk
and are likely to be
highly illiquid.
Any new types of loans
to third parties should
be approved by
Members through the
appropriate Committee
with full consideration of
the service rationale
behind the loan and the
likelihood of partial or
full default and the
impact that this will
have on service
budgets. 
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Page 175

Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 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 the Committee of Revenue Collection performance for financial year
2025/2026 to 31 July 2025
 advise the Committee of the position regarding the Non-Domestic Rates
Incentivisation Scheme (NDRIS) for financial year 2025/2026 
 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  £1,753,617.19
 Non-Domestic Rates £582,799.00
 BID Levy £1,583.87
 Sundry Debt  £1,606,030.01
 Housing Rent and associated charges                £402,104.09  
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 2025/2026. 
4.2. The annual Council Tax collection target for 2025/2026 has been set at 95.6%.
Council Tax collection is currently 41.70%, ahead of target by 0.01% and ahead of
comparable performance in 2024/2025 by 0.01%. 
4.3. A Non-Domestic Rates (NDR) collection target of 97.6% has been set for 2025/2026.
NDR collection is currently 35.8%, ahead of target by 0.1% and ahead of
comparable performance in 2024/2025 by 0.1%. 
13
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4.4. The 2025/2026 annual target for Sundry Debt collection has been set at 97.5%.
Sundry Debt collection to 31 July 2025 was 97.3%, behind target by 0.2% and
behind comparable performance in 2024/2025 by 0.6%. 
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 2025/2026 arrears annual target for Council Tax has been set at £3.000 million,
with collection to 31 July 2025 of £1.465 million, ahead of target by £0.007 million
(0.2%) and behind comparable performance in 2024/2025 by £0.179 million. 
5.3. The 2025/2026 arrears target for NDR has been set at £2.000 million, with collection
to 31 July 2025 of £1.240 million, ahead of target by £0.045 million (2.2%) and
ahead of comparable performance in 2024/2025 by £0.141 million. 
5.4. The 2025/2026 arrears target for Sundry Debt was set at £14.076 million, with
collection to 31 July 2025 of £10.608 million, equal to target and ahead of
comparable performance in 2024/2025 by £4.938 million. 
6. Non-Domestic Rates Incentivisation Scheme
6.1. The Non-Domestic Rates Incentivisation Scheme (NDRIS), formally known as the
Business Rates Incentivisation Scheme is a Scottish Government initiative to
incentivise growth of the local business tax base, with a view to increasing NDR
income yields. 
6.2. The Scottish Government sets annual targets for growth (buoyancy) and councils
who achieve their target retain 50% of the additional income generated above the
target.  The buoyancy target is a measure of the increase in the total rateable value
of the non-domestic properties on the Valuation Roll (including certain categories of
public undertakings). 
6.3. The provisional buoyancy target for South Lanarkshire Council in 2025/2026 has
been set by the Scottish Government at 0.9%.  This is a measure of the increase in
the total rateable value of the non-domestic properties on the Valuation Roll
(including certain categories of public undertakings). 
6.4. Performance against the NDRIS target will be reported to Committee on a quarterly 
basis.  Buoyancy to the end of June 2025, was 0.04%. 
6.5. The tax base must achieve growth of more than 0.86% during the remaining three 
quarters of the financial year to secure additional income under the scheme. 
7. Proposals for Write Off
7.1. Approval for write off of the following irrecoverable debts is requested from the
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. 
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7.2. The proposed write off of Council Tax accounts dating from 1993/1994 to 2025/2026
totals £1,753,617.19 relating mainly to prescribed debt, sequestrations and estates
of the deceased. This includes the bulk write off of prescribed debt for financial year
2002/2003.
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 £582,799.00. 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 £1,583.87, 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 £1,606,030.01. 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 £385,884.19
(including bulk write offs for financial year 2025/2026 Q1 for temporary
accommodation) and Housing Benefit Overpayments of £16,219.90.
7.7. A full list of all debts proposed for write off is held by the Executive Director (Finance
and Corporate Resources).
8. Employee Implications
8.1. None.
9. Financial Implications
9.1. Provision has been made for the financial impact of all write offs.
10. Climate Change, Sustainability and Environmental Implications
10.1. There are no direct climate change, sustainability and natural environment
implications arising from this report.
11. Other Implications
11.1. The main risk associated with the Council’s revenue collection is a failure to monitor
collection rates and take effective corrective action where required, resulting in a
significant reduction in collection performance and Council funding. The risk is
managed through monthly performance reporting and review of performance at
monthly Senior Management Meetings.
11.2. There are no implications for sustainability in terms of the information contained in
this report.
12. 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.
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Jackie Taylor
Executive Director (Finance and Corporate Resources) 
20 August 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 – 11 June 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 
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Appendix 1        
SOUTH LANARKSHIRE COUNCIL        
REVENUES COLLECTION        
FOR PERIOD ENDING 31 JULY 2025         
Annual Budget           
Cash Target  Actual Variance   % Variance   
Budget to 31/07/25 to 31/07/25 to 31/07/25   to  Notes 
£000's £000's £000's £000's    annual budget          
FINANCIAL YEAR 2025/2026       
Council Tax 168,253  73,373   73,391   18 over 0.01% 
Non-Domestic Rates 393,427     143,907     144,217         310 over 0.1% 
Sundry Debt 130,185  130,185  129,886  (299) under -0.2% 
ARREARS        
Council Tax 3,000  1,458 1,465   7 over  0.2% 
Non-Domestic Rates 2,000    1,195  1,240         45 over 2.2% 
Sundry Debt       14,076       10,613       10,608         (5)       under          0.0% 
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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 / Estates (Commercial Rent)
59                 24,601.34 
Rechargeable Repairs / Capital
Repairs
464               163,697.28
Community and Enterprise /
Education
Care of Gardens / Regeneration /
Education General
4                   2,359.98
Finance & Corporate  Housing Benefit Overpayments / 
F&C General 
7             1,415,371.41 
Total 534 1,606,030.01 
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Report 
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Short Term Lets Licence Fees for New Application
Types 
1. Purpose of Report
1.1. The purpose of the report is to:- 
 request approval for a fee structure in respect of new Short Term Lets
application types 
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):- 
(1) that the fees for new Short Term Lets application types, as detailed in
paragraph 4.2 of this report, be approved. 
3. Background
3.1.  On 2 November 2022, the Executive Committee approved the Council’s Short Term
Lets Policy, in implementation of the Civic Government (Scotland) Act 1982
(Licensing of Short-term Lets) Order 2022 which introduced the Short Term Lets
licensing regime. There are approximately 195 licensed short term lets within the
South Lanarkshire area. 
3.2. On 29 August 2024, the Civic Government (Scotland) Act 1982 (Licensing of Short-
term Lets) Amendment Order 2024 (‘the 2024 Order’) was enacted to include the
following licence application types in the Short Term Lets licensing regime, along
with other minor technical changes:- 
 Provisional Short Term Let Licence
 Confirmation of Provisional Short Term Let Licence
 Transfer of Short Term Let Licence. 
3.3. On 24 June 2025, the Licensing Committee approved minor changes to the Council’s
Short Term Lets Policy to include these new application types. The Licensing
Committee also approved, in principle, to new fees for these additional application
types. 
4. Proposals
4.1. As at the date of this report, the Council has received no applications of the types
now permitted in terms of the 2024 Order but as noted above, it was appropriate to
update the Policy to include provision for those now, pending the scheduled three
yearly review of the policy which will commence shortly. 
14
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4.2. A fee structure has been proposed, approved in principle by the Licensing Committee,
as follows in respect of these new application types:-
Provisional Short Term Let Licence £200
Confirmation of Provisional Short Term
Let Licence
Full fee minus £200 already paid for the
Provisional Short Term Let Licence
Transfer of Short Term Let Licence £150
4.3. The proposed fees reflect fees charged by the Council in respect of similar
application types within the Licensing (Scotland) Act 2005 and other licensing fees
within South Lanarkshire. Going forward, these fees would be reviewed as part of
the annual review of fees and charges that takes place at the time of the Council’s
annual budget setting.
4.4. The Executive Committee will receive a report later in 2025 with any further changes
proposed to the Policy following the 3 yearly review. A public consultation on the
existing Policy, and any proposed changes, will be carried out as part of this review.
5. Employee Implications
5.1. There are no employee implications arising from this report.
6. Financial Implications
6.1. There are no financial implications arising directly from this report. New application
fees are proposed for the 3 application types now permitted under the Short Term
Lets regime. However, it is not currently expected that this will generate much
additional fee income for the Council, with the Council having not received any such
applications to date.
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 in terms of risk arising directly from this report.
9. Integrated Impact Assessment and Consultation Requirements
9.1. There is no requirement to carry out an impact assessment in terms of the proposals
contained within this report, given they are of a minor technical nature reflecting
legislative changes to the Short Term Lets framework. Subject to any changes
proposed to the Policy as part of the 3 yearly review, this will be re-assessed at that
time.
9.2. There was no requirement to undertake a consultation in terms of the content of this
report.
Jackie Taylor
Executive Director (Finance and Corporate Resources)
4 August 2025
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Link(s) to Council Values/Priorities/Outcomes
 Focused on people and their needs 
Previous References
 Executive Committee of 2 November 2022
 Licensing Committee of 24 June 2025 
List of Background Papers
 None 
Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact: -
Margaret Mary Wilson, Legal Services Manager
Ext 4501 (Tel :  01698 454501)
E-mail   margaretmary.wilson@southlanarkshire.gov.uk
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Page 185

Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Reserves Strategy 
1. Purpose of Report 
1.1. The purpose of the report is to:- 
 provide information on the Council’s Reserves Strategy, including their position as
at the end of 2024/2025, and information on their planned use across the coming
years 
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):- 
(1) that the detail on the Reserves and their balance at the end of 2024/2025
(section 4), be noted; 
(2) that the Strategy proposed for each Reserve (section 5), be noted; and
(3) that the planned use of Reserves across the coming years (section 6, Appendix
1), be noted. 
3. Background
3.1. A Reserves Strategy was presented to the Finance and Corporate Resources
Committee on 30 October 2024.  This detailed the Council’s Reserves, their balance
at the end of 2023/2024, their purpose, and also a proposed strategy 
3.2. A report titled 2026/2027 to 2027/2028 Revenue Budget Strategy was presented to
the Executive Committee on 25 June 2025.   
3.3. Section 8 of the June 2025 Revenue Budget Strategy report to Executive Committee
(link above) noted that an annual review would be undertaken to consider the monies
held in the Earmarked/Committed General Fund Reserve, alongside the Council’s
Revenue Budget Strategy 
3.4. Section 4 details the Council’s Reserves and their balance at the end of 2024/2025. 
The Council’s Reserves, their purpose, and their link to the Revenue Budget Strategy
is provided at section 5.  Section 6 outlines the profiled use of Reserves across the
coming years. 
4. Reserves and their Position at end 2024/2025
4.1. It is the responsibility of the Executive Director (Finance and Corporate Resources) to
advise the Council on the level of reserves it should hold and to ensure that there are
clear protocols for their establishment and use. 
15
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4.2. The Local Authority Accounting Panel (LAAP) provide guidance to the Council’s
Section 95 Officer (the Executive Director of Finance and Corporate Resources), on
the establishment and maintenance of local authority reserves and balances. The
LAAP Bulletin 99 (Local Authority Balances and Reserves) does not prescribe a
minimum level of reserves which should be held by a council. It is for the Council to
consider an appropriate level of reserves taking cognisance of strategic, operational
and financial risks facing the authority at a local level. It does, however, say that
Reserves should not be held without a clear purpose. Section 5 of this paper will detail
a Strategy for each of the Council’s Reserves.
4.3. The Council has a number of earmarked/specific reserves and one General Fund.
This General Fund is split into 2 with an element being earmarked/committed
(including that set aside for future budget strategies), and also an unearmarked
element. Table 1 shows a summary of the Reserves position at the end of financial
year 2024/2025.
Table 1 – Reserves Analysis
£m £000
Total Usable Reserves 147.568
Less:
General Fund (earmarked/committed inc. Budget Strategies) 105.956
Repairs and Renewals 5.122
Insurance Fund 1.812
Capital Funds 11.195
Housing Revenue Account 10.440
Total Earmarked/Committed Usable Reserves 134.525
Uncommitted General Fund 13.043
4.4. Table 1 shows the level of Unearmarked/Uncommitted General Fund at £13.043
million at end financial year 2024/2025 (in line with 2023/2024). These monies are for
use in an emergency situation and are a cushion to contribute towards unanticipated
pressures that the Council may face in year. The Council holds this to use in the event
of unforeseen circumstances and is not available for routine operational activities.
4.5. Of this total Reserves balance, the Earmarked/Committed General Fund totals
£105.956 million and this includes £84.324 million identified for use in the Council’s
Revenue Budget Strategies. The Council’s Financial Strategy is predicated on the
utilisation of Reserves across a number of years, with a view to managing the savings
requirement in those years. The Reserves being used have either been:-
 reserves generated through the implementation of the Service Concession
arrangements approved in November 2022 (final year 2025/2026)
 the underspend generated by the reduced pension contributions during
2024/2025 and 2025/2026 approved in November 2023 (final year of use being
2026/2027)
 the result of underspends generated from the Loans Fund Review and Service
Concessions as approved at Council in February 2025
 budget underspends previously earmarked for use in the Budget Strategy,
including pay award
 or budget underspends previously earmarked for Children and Families budget
pressures.
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4.6. The other amounts within the overall total estimated Reserves at the end of 2024/2025
relate to specific Reserves such as the Housing Revenue Account, the Insurance Fund
and Capital Funds. All other Reserves are held for specific purposes and the total
balance of Reserves currently held is considered an appropriate level in relation to the
Council’s financial position.
5. Reserves Position Review
5.1. The position on each Reserve is taken in turn along with an update on each.
5.2. General Fund: The Council’s General Fund is split into 2 parts –
Unearmarked/Uncommitted and Earmarked/Committed. Each is taken in turn along
with the proposed plan to managing each Reserve.
5.3. Uncommitted General Fund: As at 31 March 2025, the Council’s uncommitted
General Fund remains at £13.043 million. As noted in section 4.4, these monies are
for use in an emergency situation and are a cushion to contribute towards
unanticipated pressures that the Council may face in year. The Council holds this to
use in the event of unforeseen circumstances and is not available for routine
operational activities. Against an expenditure budget of £1,019 million for 2025/2026,
this represents a 1.3% reserve.
5.4. It is proposed that rather than suggesting that our Unearmarked/Uncommitted General
Fund Reserve should be higher, we continue to adopt the approach suggested by the
LAAP Guidance (section 4.2), and that a risk-based approach is applied. This would
mean giving consideration to the level of the Unearmarked/Uncommitted General
Fund Reserve on an annual basis, reflecting the Council’s planning and budget
strategy position. The Council does not rely on Reserves to fund Revenue expenditure
without a clear plan.
5.5. Earmarked General Fund: As at 31 March 2025, there are £105.956 million of
earmarked general funds. Of this amount, £84.324 million has been earmarked for
use in the Council’s medium term Budget Strategy (section 4.5). The remaining
£21.632 million is earmarked for specific purposes including Early Learning and
Childcare (£2.361 million) and multi-year Investments caried forward (£2.456 million).
Other significant balances include multi-year project funding (£2.856 million), Scottish
Welfare Fund (£1.153 million), Homelessness (£1.930 million) and Ukraine
Resettlement (£1.703 million). The remaining balance of around £9 million relates to
a number of other specific smaller projects. Future additions to the Reserve will be
based on Resource requests to earmark funds and will be subject to Member approval
(either in the Probable Outturn or the year-end report to the Council’s Executive
Committee). A review will continue take place annually to consider the monies held in
the Earmarked/Committed General Fund Reserve, alongside the Council’s revenue
Budget Strategy and assessment of expenditure and funding risk areas.
5.6. Repairs and Renewals Fund: This fund has been established mainly through
contributions from the revenue budget. As at 31 March 2025 the balance on this fund
is £5.122 million. Contained within the overall heading of Repairs and Renewals is
the Winter Maintenance Fund (£0.422 million at March 2025) and the Strategic Waste
Fund, a sum of money to assist in managing the impact of uneven cash flows and
contract cost increases in relation to the Council’s Waste Collection/Disposal contracts
(£2.871 million). These funds have been set aside and earmarked for specific
purposes. Any future additions would be based on Resource requests for specific
projects and will be subject to Member approval (either in the Probable Outturn or the
year-end report to the Council’s Executive Committee).
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5.7. Insurance Fund: Council Resources contribute to the Insurance Fund. The fund
meets the cost of premiums, paying uninsured excess settlements.
5.8. As at 31 March 2025, the balance on this fund is £1.812 million. The budget for
insurance annually should cover costs each year, however due to the timing of claims
and payments, the fund is used to manage the multiyear nature of spend and to carry
forward balances. Further budget allocations have been made in future years
including in the 2026/2027 to 2027/2028 Budget Strategy.
5.9. Capital Fund: The money held within the Capital Fund may be used to fund
expenditure of a capital nature or to repay loan fund principal which allows flexibility in
the Revenue Budget. At 31 March 2025, the balance on this fund is £11.195 million.
Contained within the overall heading of the capital fund are specific funds including, IT
Development Fund (£0.289 million), Central Energy Efficiency Fund (CEEF) (£1.181
million), Education Capital Replacement Fund (£2.035 million) and the Usable Capital
Receipts (£7.410 million). The Capital receipts are specifically earmarked to fund the
capital programme. The CEEF fund is specifically earmarked for energy efficiency
projects within the Capital Programme with projects approved on an annual basis. The
Education Capital Replacement Fund is subject to the Devolved School Management
arrangement for schools (these monies are specifically set aside by schools for
specific spend items, from their devolved budget). Any future additions to the Fund
would be based on Resource requests for specific projects and will be subject to
Member approval (either in the Probable Outturn or the year-end report to the
Council’s Executive Committee).
5.10. Housing Revenue Account Reserve: the balance on this fund as at 31 March 2024
is £10.440 million. These monies are ring fenced for the activities associated with the
Council’s Housing stock.
6. Profiled Use of Reserves
6.1. Appendix 1 attached shows the Council’s Reserves at the end of 2024/2025, and a
profile of anticipated use across the coming years. The main movements reflect the
use of Reserves in the Council’s Revenue Budget Strategy, relating to the use of
Reserves established following the implementation of the Service Concession
arrangements and from the reduced pension contributions (as part of the Revenue
Budget Strategy – Executive Committee, November 2023).
6.2. The table in Appendix 1 shows that all Reserves are committed, except the
Unearmarked/Uncommitted General Fund Balance of £13.043 million.
7. Employee Implications
7.1. There are no direct employee implications from this report.
8. Financial Implications
8.1. The financial implications are summarised within the report.
9. Climate Change, Sustainability and Environmental Implications
9.1. There are no implications for climate change, sustainability or the environment in terms
of the information contained in this report.
9.2. Climate Change targets will have an impact on the Council’s future financial strategies.
This will be included in future Budget Strategy papers as appropriate.
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10. Other Implications
10.1. The review of reserves is a key part of understanding the Council’s level of financial
resilience in light of the financial risks and challenges it faces.  The financial strategy
is the way in which the Council can manage a number of these key risks which directly
impact on the money available to deliver Council outcomes.   
10.2. We will continue to monitor and report on the reserves as appropriate. 
11. Integrated Impact Assessment and Consultation Requirements
11.1. This report does not introduce a new policy, function or strategy or recommend a
change to an existing policy, function or strategy and, therefore, no impact assessment
is required. 
11.2. There is no requirement to undertake any consultation in terms of the information
contained in this report. 
Jackie Taylor
Executive Director (Finance and Corporate Resources) 
14 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Accountable, Effective, Efficient and Transparent 
Previous References
 Finance and Corporate Resources Committee, 30 October 2024 
 Executive Committee, 25 June 2025 
List of Background Papers
 None 
Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact:
Jackie Taylor, Executive Director, Finance and Corporate Resources 
Ext:  4637 (Tel:  01698 454637)
E-mail : jackie.taylor@southlanarkshire.gov.uk 
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Appendix 1
Reserves and Their Estimated Use Across 2025/2026 to 2027/2028+ 
Balance at
end
2024/2025
Estimated
Use in
2025/2026
Estimated
Transfer to
Reserves in
2025/2026
Estimated
Balance at
end
2025/2026
Estimated
Use in
2026/2027
Estimated
Balance at
end
2026/2027
Estimated
Use in
2027/2028
and Beyond  
£m £m £m £m £m £m £m
Earmarked / Committed Usable Reserves              
General Fund 
(earmarked/committed inc. Budget Strategies) 105.956 (40.722) 27.208 92.442 (38.026) 54.416 (54.416)
Repairs and Renewals  5.122 (2.398) 0.000 2.724 (1.977) 0.747 (0.747)
Insurance Fund 1.812 (1.500) 0.000 0.312 (0.312) 0.000 0.000 
Capital Funds  11.195 (3.198) 0.000 7.997 (4.917) 3.080 (3.080) 
Housing Revenue Account 10.440 (4.001) 0.000 6.439 (4.000) 2.439 (2.439)  
Total Committed Usable Reserves 134.525 (51.819) 27.208 109.914 (49.232) 60.682 (60.682) 
Unearmarked / Uncommitted General Fund 13.043 0.000 0.000 13.043 0.000 13.043 0.000 
Total Reserves 147.568 (51.819) 27.208 122.957 (49.232) 73.725 (60.682) 
* Estimated use / transfers to reserves for 2025/2026 based on the Period 4 Monitoring reports and estimates for the remainder of the year.
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Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Common Good Update Report 
1. Purpose of Report
1.1. The purpose of the report is to:-
[purpose]
 advise members of the Common Good Accounts for the year ended 31 March
2025
 provide an update on the cyclical spend currently committed against the Common
Good Repairs and Maintenance budgets for both Lanark and Hamilton
 advise members of requests for funding from Lanark Common Good that cannot
be met from the Repairs and Maintenance budgets
[1purpose]
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):-
[recs]
(1) that the accounts for Common Good for the year ended 31 March 2025
(section 4), be noted;
(2) that the cyclical spend committed against the Common Good Repairs and
Maintenance budgets for Lanark and Hamilton (sections 5 and 6 respectively),
be noted;
(3) that previously approved projects that would require funding from Lanark
Common Good outwith the Repairs and Maintenance budgets (Section 7), be
noted; and
(4) that future projects that would require funding from Hamilton Common Good
outwith the Repairs and Maintenance budgets (Section 8), be noted. 
3. Background
3.1. The Common Good is a fund of money/assets and is administered by a Scottish
local authority in respect of each former burgh within the area of the local authority. 
3.2. Common Good property is administered separately from other local authority assets
for accounting purposes.  What the authority can do with the assets is subject to a
system of statutory control.  This control has the potential to limit the extent to which
the authority can dispose of or deal with the asset and on what terms. 
3.3. The Common Good funds held within South Lanarkshire Council are Lanark, Biggar,
Hamilton and Rutherglen.  Accounts are prepared on an annual basis, as part of the
Council’s year end process.  The position for the year ended 31 March 2025 is
detailed in section 4.  
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3.4. The Common Good Accounts in Lanark and Hamilton hold a number of properties.
A proactive approach to maintenance supports the viability of these assets and
reduces the risk to greater liability in the future.
3.5. The Finance and Corporate Resources Committee, at its meeting on 2 October
2013, approved an annual cyclical maintenance plan of £15,000 for both Lanark and
Hamilton Common Good properties. The Executive Director (Finance and Corporate
Resources) has delegated authority to approve maintenance work up to the value of
£15,000 per annum for each fund. If inspections highlight requirements to undertake
investment which would be beyond routine maintenance, this will be considered
separately for approval and will be the subject of a report to this Committee.
3.6. On 19 February 2008, Finance and Information Technology Committee approved an
annual contribution of up to £2,500 to be made towards the cost of maintaining St
Nicholas Church Tower.
3.7. In addition to the accounts position covered in section 4, this report will provide an
up-to-date position on the planned maintenance and spend from the Lanark and
Hamilton Common Good Funds (Sections 5 and 6), additional funding requests from
Lanark Common Good (Section 7) and Hamilton Common Good (Section 8).
4. Common Good Annual Accounts 2024/2025
4.1. Appendix 1 to the report shows the unaudited accounts for 2024/2025. These form
part of the Council’s unaudited accounts that were approved at the Risk and Audit
Scrutiny Committee on 25 June 2025. The accounts show the income and
expenditure made against Common Good in the last financial year.
4.2. The Appendix shows that as at the end of 2024/2025, the Advances to South
Lanarkshire Council Loans Fund is £1.252 million. This is the cash that is held by
the Council on behalf of the Common Good Funds, and which is readily available to
meet expenditure. Table 1 provides the details across the Funds.
Table 1 – Advances to South Lanarkshire Council Loans Fund
Fund Lanark Biggar Hamilton Rutherglen Total
£m £m £m £m £m
Balance 0.318 0.026 0.775 0.133 1.252
4.3. It should be noted that these are the balances available as at 31 March 2025 and
subsequent expenditure commitments will reduce these balances. The most
significant commitment is the funding of up to £0.100 million from the Hamilton
Common Good Fund towards the Hamilton Town Centre Masterplan approved by
this Committee in May 2024. In addition, this paper provides details on future
commitments totalling £0.130m from the Lanark Common Good Fund.
5. Lanark Repairs and Maintenance Budget – Planned Maintenance 2025/2026
5.1. As noted in 3.5. an annual budget of £15,000 is available for the maintenance of
Common Good properties in Lanark. There is currently one commitment against this
budget for 2025/2026 as noted below.
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5.2. Lanark Racecourse Equestrian Centre: The previous tenant vacated the property
at the end of their lease in July 2025. Alternative use for the site is currently being
considered, and whilst this is ongoing the site has been secured for health and
safety purposes. A request to purchase fencing and to board up and secure the
buildings has been approved from the planned maintenance budget at a cost of
£5,540.
5.3. As reported to this Committee in August 2024, there were two projects to be
approved from the 2024/2025 planned maintenance budget (5.4 and 5.5). An
update on these two projects is provided below along with details of further work
carried out under the 2024/2025 budget.
5.4. Tolbooth Roof Water Ingress: A survey of the roof at the property had identified a
number of defects relating to flashings and coverings. The costs to rectify the issues
have been quoted at £8,600 and are due to be carried out week commencing 22
September 2025.
5.5. Fence Repair at Cleghorn Road: The section of the fence at Cleghorn Road /
Melvinhall Park which required repair to a damaged section has been undertaken by
Community and Enterprise Resources and is now complete, with no charge to the
Common Good Fund.
5.6. Tote Building Replacement of three Boarded Windows: Following storm
damage, 3 of the boarded windows of the Tote building required replacement at a
cost of £1,000. This work was carried out and completed in May 2025 and was
approved from the remaining planned maintenance budget carried forward from
2024/2025.
6. Hamilton Repairs and Maintenance Budget – Planned Maintenance 2025/2026
6.1. Similarly, as noted in 3.5. an annual budget of £15,000 is also available for the
maintenance of Common Good properties in Hamilton.
6.2. There are 2 commitments against this planned maintenance budget for 2025/2026
as noted below:
6.3. Cadzow Glen: Funding of £4,680 was approved to cover the costs incurred for
repairs to the footpath and bridge at Cadzow Glen which are now complete.
Removal of the old boardwalk will cost a maximum of £3,000 and has been
approved through delegated authority.
6.4. Gatehouse, 65 Bothwell Road Investigate flooding on main entrance pathway:
A cost of £1,750 has been approved, in order to carry out investigative work to
identify the cause of flooding on the main entrance pathway to the property. The
property is currently leased out. An update will be provided if the investigation
highlights a need for further works.
6.5. During 2024/2025, there was a request for funding to refurbish the entrance gates for
the children’s play park entrance at Bothwell Road park. This was approved under
delegated authority from the planned maintenance budget for 2024/2025. Works
have been carried out at a cost of £4,860.
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7. Lanark Common Good – Additional Funding Requests
7.1. A number of requests for funding have been received that are either not for repairs
and maintenance or which cannot be approved under delegated authority due to
level of the expected costs. 
7.2. St Nicholas Church Tower: As reported to this committee in May 2024 and August
2024, the Heritage Architect’s report had been received and officers from Housing
and Technical Resources were reviewing the document to determine what work was
required and how the works could be progressed jointly with the Church. 
7.3. Unfortunately, no alternative solutions were identified, and the recommendations
remain the same as before, paint applied every 5 years with an annual washdown in
between. 
7.4. The cost relating to the church tower (£0.070 million) would be met from the Lanark
Common Good Fund. This would involve cleaning lichen from the tower, re-painting
of the tower walls, works to leadworks, replacement of rotten timbers, additional
surveys, preliminaries, and scaffold. 
7.5. Housing and Technical Resources have recently met with the Church for an update
on how the joint project could move forward. The Church has advised that they have
not yet secured the funding required and are looking to review the cost of the works.
Any revisions to this cost that will impact on the Common Good, will be brought
forward to this Committee.   
7.6. Lanark Racecourse Equestrian Centre: As previously stated in paragraph 5.2, the
stable buildings within the Equestrian Centre are to be reviewed, in order to
determine whether any of the buildings require demolition or refurbishment. The
outcome of the review will be provided in an update to this Committee. 
7.7. Lanark Loch Car Park repair: Works required to repair the bottom car park at
Lanark Loch car park at an estimated cost of £0.060 million, were approved by this
committee in August 2024. 
7.8. Drainage investigations carried out by the Council’s flood management section are
now complete, with further works identified to be progressed alongside the
resurfacing of the car park. The current drainage arrangement is unsuitable to be
used going forward and it is recommended that the car park drainage is diverted into
the Scottish Water scour pipe located beneath the car park. These findings have
been passed to the Roads section in order to plan the next phase of work. 
7.9. Gate required at Drove Road Path: A request to install a gate to deter use of dirt
bikes on the Drove Road path estimated to cost £10,000 was approved by this
committee in August 2024.  The gate has now been installed at a lower cost of
£3,190. 
7.10. Lanark Common Good Fund currently has a cash balance held by the Council, and
which is readily available to meet expenditure of £0.318 million. Excluding the
£0.015m set aside for planned maintenance, £0.303 million is available to meet the
proposed costs of £0.070 million (section 7.2 to 7.5), and the approved costs of
£0.060 million (section 7.7).  This would leave a balance of £0.173 million.  
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8. Hamilton Common Good – Additional Funding Requests/Update
8.1. Requests for funding have been received that are either not for repairs and
maintenance or which cannot be approved under delegated authority due to the level
of the expected costs.
8.2. Former Vogue Bingo Site: In May 2025, Building Standards obtained three
independent surveys of the structure from different perspectives (valuation, structure,
and heritage) and the conclusion of each report was that the building is in an unsafe
condition and that demolition is recommended. As a result, a Dangerous Building
Notice was served on the Council on 17 June 2025 in line with relevant regulations.
8.3. Legal Services have been considering the implications of this on the ability to
demolish and what requirements need to be met before demolition can take place.
8.4. Following the serving of a Dangerous Building Notice, an application must be made
to Historic Environment Scotland (HES) to remove the Listed Building designation
(Grade B). A Listed Building Application is being prepared and will be submitted for
the demolition of the façade. This will be subject to a public consultation period in
which objections can be received from the public.
8.5. The Dangerous Building Notice gives the option to reinstate or demolish the facade.
Given the extent and cost of reinstatement required, coupled with the fact that
securing development on the site has historically been unsuccessful over a period of
28 years, with interested parties quoting the façade as a barrier to development,
demolition is considered the only feasible option.
8.6. A demolition contractor is being procured and, subject to approval, demolition could
take place during September 2025.
8.7. Given a gap site will be created on completion of the demolition, it is proposed that a
fence and a landscaped edge be created whilst redevelopment options for the site
are considered. This will be carried out following demolition of the property.
8.8. An update will be provided to this Committee once demolition costs are identified for
approval.
8.9. Hamilton Town Square: A contribution from Hamilton Common Good Fund of
£0.100 million was approved in May 2024. An external Project Management Team
has been appointed to take the project forward to the next stage.
8.10. Hamilton Common Good Fund currently has a cash balance held by the Council, and
which is readily available to meet expenditure of £0.775 million. Excluding the
£0.015m set aside for planned maintenance, £0.760 million is available to meet
proposed costs which may arise, and the approved costs of £0.100 million (section
8.9). This would leave a balance of £0.660 million.
9. Employee Implications
9.1. None
10. Financial Implications
10.1. All costs identified will be met from the Common Good funds held for Lanark and
Hamilton.
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11. Climate Change, Sustainability and Environmental Implications
11.1. There are no implications for climate change, sustainability or the environment in
terms of the information contained in this report. 
12. Other Implications
12.1. The ongoing repairs and maintenance support the viability of Common Good assets
and reduces the Council’s risk to increased liabilities in the future. 
13. Integrated Impact Assessment and Consultation Requirements
13.1. This report does not introduce a new policy, function or strategy or recommend a
change to an existing policy, function or strategy and, therefore, no impact
assessment is required. 
13.2. 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) 
15 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Accountable, effective, efficient and transparent 
Previous References
 Common Good Update Report, 22 May 2024
 Common Good Update Report, 21 August 2024 
List of Background Papers
 None 
Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact:-
Lorraine O’Hagan, Head of Finance
Ext:  2601  (Tel:  01698 452601)
E-mail:  lorraine.ohagan@southlanarkshire.gov.uk 
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Appendix 1
2024/2025 Annual Accounts Lanark Biggar Hamilton Rutherglen Total 
£000 £000 £000 £000 £000
Income and Expenditure Accounts     
Income for the Year 740 1 253 6 1,000
Expenditure for the Year (714) - (96) (1) (811)
Surplus / (Deficit) to the Balance Sheet 26 1 157 5 189      
Balance Sheet     
Fixed Assets      
Property, Plant and Equipment 1,659 - 1,517 - 3,176
Investments     
Advances to South Lanarkshire Council Loans Fund 318 26 775 133 1,252
Debtors - - - - -
Total Assets 1,977 26 2,292 133 4,428
Current Liabilities     
Creditors (4) - (17) - (21)
Total Assets less Current Liabilities 1,973 26 2,275 133 4,407      
Represented By:     
Common Good Account 1,207 25 1,526 128 2,886
Surplus / (Deficit) 26 1 156 5 188
Amortisation of Revaluation Reserve 6 - 8 - 14
Gain / Loss on Revaluation (58) - - - (58) 
1,181 26 1,690 133 3,030
Revaluation Reserve     
Opening Balance 790 - 593 - 1,383
Gain / Loss on Revaluation 8 - - - 8
Amortisation of Revaluation Reserve (6) - (8) - (14)
Closing Balance 792 - 585 - 1,377      
Total 1,973 26 2,275 133 4,407 
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Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Council Tax Paperless Billing 
1. Purpose of the report
1.1. The purpose of the report is to: - 
 provide information on the planned introduction of the option for customers to
access paperless Council Tax billing in 2025/2026 
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendation(s):- 
(1) that the introduction of optional paperless billing for Council Tax from October
2025 be noted. 
3. Background
3.1. South Lanarkshire Council has more than 160,000 domestic properties subject to a
Council Tax charge.  Billing takes place annually in March each year, as part of a bulk
exercise, to notify all households of their Council Tax charge and payment terms for
the forthcoming year.  Billing also takes place daily throughout the year as new
properties become liable for Council Tax and changes in circumstances are processed
for existing properties. 
3.2. Currently all Council Tax bills are printed and enveloped by Adare SEC and posted
via Royal Mail economy post.  Around 160,000 annual bills and 110,000 daily bills are
printed and posted each year. 
3.3. The printing and postage costs associated with issuing 160,000 Council Tax bills in
March 2025 was £0.128 million equating to £0.80 per bill. 
4. Paperless Billing
4.1. The provision of paperless billing will build on the existing MyAccount services already
available to customers who wish to view their Council Tax information online.  Existing
services include updating contact details, setting up a direct debit, change of address,
applying/cancelling a single person discount and view the date and value of last
payment. 
4.2. The Council currently has over 18,000 registered MyAccount users with active Council
Tax accounts out of the Council’s 160,000 domestic property base.  Current users are
already able to view their Council Tax bill; however, they currently receive a paper bill
each year. 
17
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4.3. The ‘Citizen Access Revenue’ platform provided by the Council Tax systems provider
NEC Software Solutions, integrates with the mygov.scot MyAccount platform provided
by The Improvement Service. All customers wishing to use the paperless billing
feature will need to have a registered MyAccount with mygov.scot.
4.4. Customers who sign up for paperless billing would no longer receive a paper bill and
any changes to their bill after signing up would be notified in an email. Customers can
contact the Council Tax team should they wish to revert to receiving paper bills.
4.5. The intention is to adopt a ‘soft launch’ from October 2025 prior to annual billing in
2026.
4.6. There are 2 processes for signing up for paperless billing dependent on whether the
customer has an existing MyAccount. Existing users can register for paperless billing
from the ‘popular services’ link within their account. For customers who do not have
a MyAccount, they will have to register with MyGov.Scot.
5. Other Councils
5.1. The Council surveyed other councils, through the Institute of Revenue, Rating and
Valuation (IRRV), on their position on paperless billing and received 12 out of 31
possible responses. Of the responses received, 6 currently offer paperless billing with
the other councils working towards providing this offering in the future.
5.2. Of those councils who currently offer paperless billing, uptake has been variable but
generally low ranging between 4.65% and 22%. Councils have commonly stated it
has been challenging to improve take-up levels.
5.3 None of the councils who responded have so far implemented paperless billing across
their full Council Tax caseload on the basis that council taxpayers have to opt out to
continue to receive paper bills. One council, however, has implemented this on a
limited basis for customers who receive Council Tax Reduction.
6. Next Steps
6.1 A range of activity will take place prior to October 2025 including the completion of
end-to-end systems testing and promotional activity. Feedback will also be sought
from customers in advance of the annual billing exercise for 2026/2027 with further
promotional activity also taking place.
7. Employee Implications
7.1. There are no employee implications from this report.
8. Financial Implications
8.1. Savings will be dependent on the level of uptake achieved from the promotional
activity. On the basis that the current 18,000 registered MyAccount users sign up for
paperless billing only, a saving of £0.014 million could be expected at annual billing
based on a cost of £0.80 per paper bill. Assuming around 20% of these cases receive
more than one bill per year, additional savings of around £0.003 million could be
expected.
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9. Climate Change, Sustainability and Environmental Implications
9.1. There are no anticipated implications for climate change, sustainability, or the
environment arising from this report.
10. Other Implications
10.1. Paperless billing may assist in the overall shift towards digital service delivery and an
improvement in the number of residents who sign up to MyAccount improving access
to other services that use MyAccount.
10.2. Recovery documents will not be affected by paperless billing settings and the
customer will still be sent recovery documents via post because the current legislation
requires a paper notice to be issued to all liable parties before the Council can petition
the court for a Summary Warrant. A customer can also view any recovery documents
sent by post by signing into their account.
11. Integrated Impact Assessment and Consultation Requirements
11.1. An Integrated Impact Assessment has been completed and is available from the
Council’s website via the link
https://www.southlanarkshire.gov.uk/info/200172/plans_and_policies/2250/integrated
_impact_assessments Information on customer use and feedback will be gathered
during the soft launch phase.
11.2. Paperless billing is being started as a ‘soft launch’ and feedback from customers will
be considered for future developments. It is an opt-in process for customers building
on the functionality already available in MyAccount.
Jackie Taylor
Executive Director (Finance and Corporate Resources)
7 August 2025
Link(s) to Council Values/Priorities/Outcomes
 Accountable, effective and efficient
Previous References
 None
List of Background Papers
 None
Contact for Further Information
If you would like to inspect the background papers or want further information, please
contact:-
Craig Fergusson, Head of Finance (Transactions)
Telephone: 01698 454951
E-mail: craig.fergusson@southlanarkshire.gov.uk
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Report
Agenda Item 
Report to: Finance and Corporate Resources Committee
Date of Meeting: 10 September 2025
Report by: Executive Director (Finance and Corporate Resources)  
Subject: Money Matters Advice Service Annual Report -
2024/2025 
1. Purpose of Report
1.1. The purpose of the report is to:- 
 provide the Committee with the Money Matters Advice Service (MMAS) Annual
Report for 2024/2025
[1purpose]
2. Recommendation(s)
2.1. The Committee is asked to approve the following recommendations:- 
(1) that the content of the MMAS Annual Report for 2024/2025 be noted. 
3. Background
3.1. MMAS is the Council’s dedicated, free, and confidential advice service, supporting
residents with welfare rights, money and debt advice, energy assistance, and crisis
intervention. 
3.2. In 2024/2025, the Service operated against the backdrop of:- 
 continuing cost-of-living pressures
 a declare housing emergency (June 2024)
 increased demand from residents experiencing financial hardship, housing
instability, and fuel poverty 
3.3. MMAS is accredited to Type II and Type III under the Scottish National Standards for 
Advice and Information Providers (SNAIP), demonstrating high-quality casework and
specialist advice capability.  Standard 2.5 of SNAIP require all services to regularly
review their work against the aims and objectives for their service and make the results
of these reviews available in a publicly accessible format at least once a year.  An
annual report is considered the most appropriate format to do this. 
4. Annual Report
4.1. The Annual Report attached as Appendix 1 provides:- 
 Key outcomes – presented in a “Year in Numbers” infographic and detailed in
narrative form.
 Team performance reports – Community Wellbeing Team, Welfare Rights Team,
and Money Advice Team.
 Strategic themes – including child poverty, housing emergency response,
community hubs, and targeted partnership projects.
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 Client demographics – analysis by gender, income, health, SIMD, and electoral
wards.
 Customer feedback – results of satisfaction surveys.
 Case studies – illustrating the impact of advice on individuals and families.
 Outcomes by Electoral Ward – key statistics relating to service delivery broken
down by electoral ward.
5. Key Outcomes
5.1. The Money Matters Advice Service continues to be at the frontline of tackling poverty,
supporting vulnerable residents, and delivering strong economic and social value for
South Lanarkshire.
5.2. Financial Gains: MMAS secured £27.15 million in financial gains for clients in
2024/2025, through successful welfare benefit claims, appeals, and debt solutions.
This represents a direct and significant boost to the incomes of households across
South Lanarkshire.
5.3. Return on Investment: For every £1 invested by the Council, MMAS delivered £12.47
in financial benefit to residents. This demonstrates the cost-effectiveness of the
service and its contribution to both household income and the wider local economy.
5.4. Client Reach and Demand: The Service supported 12,404 unique clients and opened
41,339 new cases during the year. This sustained level of demand highlights the
essential role MMAS plays in supporting households under pressure from the cost-of-
living crisis and housing emergency.
5.5. Debt Advice and Outcomes: The Money Advice Team worked with almost 2,000 new
clients, addressing over £11 million of problem debt. Importantly, £2.28 million of debt
was written off, allowing individuals and families to regain financial stability and avoid
escalation into crisis.
5.6. Crisis Response: Immediate assistance continued to be delivered at scale:-
 4,840 energy voucher referrals supported households at risk of fuel disconnection
 2,333 foodbank referrals ensured families had access to essentials in
emergencies
 4,821 Cash First vouchers provided same-day £50 payments to residents,
allowing dignity and choice during times of acute need
5.7. Reaching the Most Deprived Communities: Analysis of client postcodes shows that
23% of MMAS clients live in the 10% most deprived areas of Scotland (SIMD 1). In
total, 79% of all clients live in the lower half of SIMD rankings, confirming the service
is reaching those most at risk of poverty and exclusion.
5.8. Client Experience and Satisfaction: Customer feedback remained highly positive:-
 average service rating of 4.79 out of 5
 87.1% of clients gave MMAS a full 5-star rating
 93.5% said they would recommend the service to family or friends.
5.9. These outcomes highlight MMAS’s continued impact as a frontline service: maximising
household income, preventing homelessness, reducing fuel and food insecurity, and
providing financial stability for residents.
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5.10. The Annual Report will be published on the Council’s website. 
6. Employee Implications
6.1. There are no employee implications from this report. 
7. Financial Implications
7.1. There are no financial implications from this report. 
8. Climate Change, Sustainability and Environmental Implications
8.1. There are no anticipated implications for climate change, sustainability, or the
environment arising from this report. 
9. Other Implications
9.1. There are no other implications from this report. 
10. Integrated Impact Assessment and Consultation Requirements
10.1. An integrated Impact Assessment is not required. 
Jackie Taylor
Executive Director (Finance and Corporate) 
20 August 2025 
Link(s) to Council Values/Priorities/Outcomes
 Accountable, effective, efficient and transparent 
Previous References
 None 
List of Background Papers
 MMAS Annual Report 2024/2025 
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 
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18
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Contents
1. Year in Numbers
2. Introduction
3. How we Calculate Financial Gains
4. Community Wellbeing Team
5. Welfare Rights Team
6. Money Advice Team
7. Empowering Communities: The Role of MMAS Community Hubs
8. Supporting Vulnerable Groups in South Lanarkshire
9. Cash First Project
10. Cash First Client Profile and Impact Summary (2024–25)
11. Project Work: Targeted Support Through Strong Partnerships
12. Achieving Accreditation: Scottish National Standards for Advice and Information
Providers
13. Supporting South Lanarkshire’s Child Poverty Commitments
14. Responding to South Lanarkshire’s Housing Emergency
15. Client Demographics 2024–25
16. Clients by SIMD Area
17. Reaching Clients Across South Lanarkshire
18. Customer Satisfaction – Listening to the Voices of Residents
19. Case Studies
20. Appendix: Electoral Ward Update 
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2. Introduction
This year’s report provides an overview of our work supporting individuals and families facing
financial hardship across South Lanarkshire—and highlights the essential role MMAS
continues to play in tackling fuel poverty, child poverty, the housing emergency, and wider
inequalities in health and wellbeing.
Money Matters Advice Service (MMAS) is South Lanarkshire Council’s dedicated advice
service, offering free, confidential support on welfare benefits, energy advice, problem debt,
and crisis assistance. At a time when the cost-of-living crisis continues to impact households
across the region, our service has remained at the frontline of support—helping people
maximise their income, access vital benefits, reduce debt, and stabilise their housing and
energy situations.
“Money Matters has possibly been a life saver for me. It was the DWP I
was dealing with. It has been almost 6 months now where the pressure
was taken off me thanks to Money Matters. There are still a few things
to tie up. Then I can get on with enjoying my Retirement without any
further issues.”
We have continued to strengthen our response to fuel poverty through our partnerships with
SGN and the Fuel Bank Foundation, particularly among residents who rely on prepayment
meters. Our advisers provide energy efficiency advice, support access to fuel vouchers, help
with charitable energy funds, and ensure clients are on energy providers' Priority Services
Registers.
In the fight against child poverty, MMAS plays a critical role by securing benefits such as
Scottish Child Payment and Best Start Grants, ensuring that families receive their entitlements
and gain the financial security needed to support their children’s wellbeing and future.
Following the Council’s declaration of a housing emergency in June 2024, MMAS has
expanded its efforts to prevent homelessness. Through advice on mortgage and rent arrears,
Discretionary Housing Payment applications, and income maximisation, we support residents
to remain in their homes and avoid crisis escalation.
This year also marked significant progress in the Council’s involvement with the Marmot
Project, which aims to reduce health inequalities by addressing their social causes. MMAS
contributes directly to this goal by promoting financial security, enabling people to take control
of their circumstances, and offering support that upholds dignity and fairness.
As this report shows, MMAS remains a key strategic partner in building a fairer, healthier South
Lanarkshire.
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3. How we Calculate Financial Gains
Money Matters Advice Service (MMAS) is frequently asked how it calculates and report the
financial gains achieved on behalf of our service users. Transparency and confidence in our
reporting are essential, as these figures are a critical measure of our impact across South
Lanarkshire.
We use the AdvicePro case management system, developed by Advice UK, a national charity
supporting advice services. This system is widely used across the UK—particularly within local
authority advice services—and is tailored to record welfare rights, energy, and money advice
outcomes. Advisers input financial results in real time, which are then aggregated using an
automated, nationally recognised calculation process.
Our methodology aligns with standards agreed in partnership with the Improvement Service
under the Scottish Government-funded Advice Insights Project. This framework ensures that
all local authorities and funded advice agencies report data consistently, allowing for
benchmarking and performance evaluation across services such as MMAS and Citizens
Advice Bureaux.
Financial gains from welfare benefits are calculated in two parts: (1) ongoing entitlements are
annualised—projected over a 12-month period or shorter if applicable—and (2) lump-sum,
backdated, or one-off payments are added to determine the total gain. For instance, a client
receiving £110.40 per week in Adult Disability Payment and a backdated award of £3,292.68
would have an annual gain of £9,033.48 (£3,292.68 + (£110.40*52)).
Debt-related gains are reported only when debts are formally written off—through negotiation,
dispute resolution, or statutory options like bankruptcy. While reduced monthly payments (e.g.,
through the Debt Arrangement Scheme) can significantly benefit clients, these are not included
under national reporting guidance, meaning the true financial benefits of the service are often
underreported,
Return on Investment (ROI) is another key metric for evaluating the value of our service. This
compares the total financial gain achieved for clients against the cost of running the service. In
2024-25, MMAS helped secure over £27.1 million in financial gains. With annual running costs
for South Lanarkshire Council of around £2.18 million, this equates to a return of more than
£12.47 for every £1 invested by South Lanarkshire — a strong ROI that underscores the
economic and social value of our work.
All reported gains are verified—either through client confirmation or official award letters,
unless awards are automatic (e.g., Child Benefit), in which case verification is not required.
Our robust internal audit process, recently validated through the Scottish National Standards
accreditation process, ensures continued accuracy and integrity in our reporting.
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4. Community Wellbeing Team
The Community Wellbeing Team continues to be the first point of contact for clients accessing
the Money Matters Advice Service. Since taking over the triage function in late 2023, the team
has been instrumental in delivering same-day crisis support while ensuring that clients are
swiftly directed to the most appropriate service within the wider team.
In 2024–25, the team handled more than 23,263 telephone enquiries (an increase of 5% on
2023-24 figures) and processed 5,943 digital referrals via the Council’s website (up 23% from
2023-24). With a 97% success rate for same-day processing of foodbank and fuel support
referrals, the team remains a vital safety net for South Lanarkshire residents facing immediate
hardship.
As part of its crisis response, the team administered 4,634 Cash First cases and made 2,333
referrals to food banks, often acting as a major line of support for clients struggling with sudden
financial shocks, such as bereavement, unemployment, or unexpected household costs. The
team worked in close partnership with Hamilton, East Kilbride, and Clydesdale Citizens Advice
Bureaux to deliver the Cash First initiative, ensuring clients had access to practical and
immediate financial help.
“Have used this service a few times and can honestly say all staff that I
have interacted with have been very helpful and supportive.”
Beyond crisis intervention, the Community Wellbeing Team conducts Financial Wellbeing
Checks, including benefit checks, to identify income maximisation opportunities and ensure no
entitlement goes unclaimed. Many clients are also signposted to the Money Advice or Welfare
Rights Teams for ongoing support with debt or benefit issues, ensuring that short-term help is
matched with longer-term solutions.
The human impact of this work is significant. Whether helping a bereaved widow navigate new
entitlements or supporting a single father with children during the school holidays, the team’s
work consistently prevents financial distress from escalating into deeper poverty.
Feedback from both clients and external reviews has highlighted the professionalism,
compassion, and efficiency of the team. As MMAS’ first line of defence against financial
hardship, the Community Wellbeing Team continues to deliver accessible, person-centred
support that reflects the values and aims of the wider Service.
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5. Welfare Rights Team
The Welfare Rights Team plays a central role within the Money Matters Advice Service,
ensuring that South Lanarkshire residents can access the full range of social security benefits
and entitlements available to them. In 2024–25, the team continued to make a meaningful
impact by securing financial stability for thousands of households, particularly those facing
disadvantage due to ill-health, disability, unemployment, or low income.
This year, the team supported over 10,798 individuals and families, delivering advice and
Tribunal representation across a wide range of benefit issues. A total of £24.8 million in
financial gains was generated on behalf of clients. These gains represent not only backdated
awards and ongoing entitlements but also a lifeline for households struggling with the cost-of-
living crisis, and emergency support provided by the Community Wellbeing Team.
The team’s work spans the full spectrum of welfare rights support, including benefit checks,
form-filling assistance, challenging decisions, return to work calculations and representation at
tribunals. Specialist knowledge of complex benefits such as Adult Disability Payment (ADP),
Pension Age Disability Payment (PADP), and Universal Credit (UC) ensures that residents
receive expert help at every stage of the process.
“Money matters have been a big help for me as I suffer from Dyslexia
Dyscalculia and Dyspraxia. They have always been very understanding and
helpful, helping me to fill out forms and understand information “
An essential part of the Welfare Rights Team’s success lies in its collaborative working across
Council services and with external partners, including NHS Community Link Workers who are
embedded in GP surgeries and our own Cost of Living worker who is embedded in Hairmyres
Hospital.
The team continues to prioritise early intervention and prevention. This year, to support this a
focus was placed on assisting residents with managed migration onto Universal Credit and in
supporting Kinship Carers who were at risk of experiencing a significant disadvantage as part
of the transfer from legacy benefits like Child Tax Credits to Universal Credit.
The Welfare Rights Team also delivered training sessions for front-line staff across the Council
along with external partners, helping to strengthen the organisation’s ability to identify potential
benefit entitlement and make timely referrals.
By maximising household income, improving financial resilience, and reducing inequality, the
Welfare Rights Team continues to be a vital part of South Lanarkshire’s efforts to address
poverty and support the most vulnerable in our communities.
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6. Money Advice Team
The Money Advice Team provides essential support to individuals and families struggling with
problem debt and financial insecurity. In 2024–25, the team worked with over 1,990 unique
new clients, helping them manage unmanageable debt, avoid crisis situations, and regain
control over their finances.
The team offers free, confidential, and impartial advice on a wide range of money matters,
including rent and mortgage arrears, council tax debt, fuel debt, and credit card and loan
issues. Advisors provide tailored budgeting support, negotiate affordable repayment plans with
creditors, and offer support on formal debts solutions such as Debt Arrangement Schemes,
Trust Deeds, and bankruptcy where appropriate.
Over the past year, the Money Advice Team helped clients manage more than £11 million of
problem debt. Beyond the figures, the impact on people’s lives has been profound helping to
reduce stress, prevent eviction and homelessness, and improve overall wellbeing.
With the cost-of-living crisis continuing to affect households across South Lanarkshire, demand
for debt advice has remained high. The team has responded by increasing outreach through
Community Hubs and working closely with other Council services such as Housing, Social
Work and Benefit and Revenue services, to ensure that help is accessible when and where it
is needed most.
“I approached money matters 8 years ago to help with my debt, and
they really helped. I am now out of the debt due to the help they
provided and am extremely grateful. Thanks so much!”
A key focus this year, has been on early intervention and prevention. The team has
strengthened referral pathways with internal council services and third-sector partners,
ensuring that clients are signposted to money advice at the earliest signs of financial difficulty.
Also, in response to South Lanarkshire Council’s declared housing emergency, the Money
Advice Team plays a vital role in preventing homelessness. The team supports residents
facing rent or mortgage arrears by offering expert debt advice and negotiating affordable
repayment plans. By addressing housing-related debt early, the service helps individuals and
families to remain in their homes. This targeted intervention is a key part of the Council’s wider
strategy to respond to growing housing pressures and continuing high demand for support.
By helping residents to stabilise their financial situation and build long-term resilience, the
Money Advice Team continues to play a vital role in reducing poverty and promoting financial
inclusion across South Lanarkshire.
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7. Empowering Communities: The Role of MMAS Community Hubs
The Money Matters Advice Service (MMAS) participates in several Community Hubs, and this
is a cornerstone of our outreach strategy, bringing essential advice directly into South
Lanarkshire’s neighbourhoods. These hubs operate as monthly drop-in centres, offering
residents accessible, face-to-face support on issues ranging from benefit entitlements, energy
advice and debt management.
The hubs that MMAS participates in are community-led events, organised by local groups, with
venues carefully selected to ensure they are within walking distance for many residents,
especially those who may face challenges accessing online or centralised services.
The importance of these hubs extends beyond convenience. They serve as vital touchpoints
for early intervention, helping individuals and families address financial concerns before they
escalate. By providing timely advice on benefit claims, debt solutions, and budgeting, the hubs
play a crucial role in enhancing financial resilience within the community.
“Amazing service. Invaluable to see and talk to someone face-to-face. Kept in touch by
phone and email. Need more face-to-face appointments for people my age.”
Moreover, the hubs foster a sense of community empowerment. Residents are not only
recipients of advice but also active participants in their own wellbeing. This collaborative
approach builds trust and encourages ongoing engagement with MMAS services.
In addition to advice, the hubs also offer access to other resources such as carbon monoxide
monitors, provided by our partners, SGN to address broader aspects of household safety and
wellbeing.
The success of the Community Hubs underscores the value of localised, accessible support
services. As we look to the future, MMAS remains committed to expanding and adapting our
community outreach to meet the evolving needs of South Lanarkshire’s residents.
For more information on hub locations and schedules, please visit the MMAS page on South
Lanarkshire Council website.
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8. Supporting Vulnerable Groups in South Lanarkshire
The Money Matters Advice Service (MMAS) plays a critical role in supporting vulnerable
individuals and families across South Lanarkshire. As detailed in this report MMAS provided
tailored support to over 12,400 clients in 2024-25, delivering £27.15 million in financial gains
through welfare benefits and debt advice and by providing emergency assistance.
A significant proportion of MMAS clients face multiple vulnerabilities: 56% are women, 30.93%
are economically inactive due to sickness or disability, and 51% have incomes under £6,000.
Notably, 84% of clients report a health condition, including 38% with mental health challenges.
The service also sees high engagement from single-parent households and from individuals
over the age of 60, who are at increased risk of isolation and energy poverty.
MMAS plays a crucial role in supporting individuals living in the most deprived communities,
with 80% of clients coming from areas ranked within deciles 1–5 of the Scottish Index of
Multiple Deprivation (SIMD). These communities often encounter significant barriers to
accessing mainstream support, and MMAS provides a vital bridge—ensuring fair and inclusive
access to entitlements and advice for those who need it most.
“If the person I was speaking to didn't deal with the issues I brought up,
they forwarded me to someone who could.”
Vulnerable groups in South Lanarkshire often face complex challenges—ranging from delays
in accessing benefits to difficulties navigating appeals processes and managing debt. MMAS
plays a vital role in addressing these issues by offering timely, expert support that can prevent
financial crises and reduce reliance on emergency resources such as food and fuel banks. The
service also complements and relieves pressure on other frontline agencies, such as Citizens
Advice Bureaux, by offering specialist guidance tailored to individual circumstances.
MMAS remains committed to prioritising those most in need, ensuring that disabled individuals,
single parents, older adults, and low-income households receive the support they require. By
focusing on emergency triage and holistic advice, MMAS helps clients build long-term financial
resilience and navigate periods of hardship with greater confidence and stability.
In short, MMAS does more than provide advice—it protects the most vulnerable, reduces
poverty, and helps uphold the dignity and wellbeing of South Lanarkshire’s residents. The
service is essential for many of our clients and often transformative for those most in need.
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9. Cash First Project
Launched in October 2023 by Money Matters Advice Service (MMAS) and funded by South
Lanarkshire Council through the Local Authority COVID Economic Recovery (LACER) Fund,
the Cash First Scheme has been delivering rapid financial relief to residents in crisis. Building
on the success of the Financial Wellbeing Support Fund (June 2022–June 2023), this initiative
has taken a more direct and responsive approach—providing £50 emergency PayPoint
vouchers for households experiencing food or fuel insecurity.
Unlike its predecessor, which linked support to advice engagement, Cash First puts dignity and
autonomy at the heart of its intervention. Vouchers can be used at local retailers, offering
recipients choice and control in times of acute financial stress.
The program was awarded £425,000 in August 2023, aiming to assist 4,250 households
annually through to August 2025. Eligibility criteria remain deliberately inclusive: any South
Lanarkshire resident experiencing a food or fuel emergency, and who has not accessed the
scheme within the past three months, may apply—regardless of employment status.
“Considering how busy they are, I found accessing the service really
easy and they also explained very clearly the waiting times due to high
demand”
In recognition of the hardship caused by the transition to Universal Credit, the scheme was
further expanded in Autumn 2024 to support claimants migrating from legacy benefits.
Administered by MMAS’s Community Wellbeing Team, Cash First also benefits from trusted
delivery partnerships with East Kilbride, Lanark, and Hamilton Citizens Advice Bureaux.
These organisations provide same-day responses and address underlying issues through
referral to specialist welfare rights, money, or energy advice services. In doing so, the scheme
not only resolves immediate emergencies but also strengthens long-term financial resilience
across South Lanarkshire.
Overview of Scheme Delivery (2024–25)
During the financial year 2024–25, the scheme continued to provide vital assistance across all
20 South Lanarkshire electoral wards.
• Total Unique Clients Assisted: 3,287
• Total Cases Managed: 4,634
• Number of Vouchers issued (including re-issues): 4,821
• Delivery Time: 96.4% delivery on same day of application.
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10. Cash First Client Profile and Impact Summary (2024–25)
Age Profile:
o Majority working age clients (16–59 years = 84%)
o Largest age groups: 35–44 (27%) and 45–59 (31%)
o Older clients (60+) represent 15%
Gender Breakdown:
o Female clients: 55%
o Male clients: 43%
o Small % prefer not to say or not recorded
Household Composition:
o Single adult households: 65%
o Single parent households: 25%
o Couples with children: 4%
o Couples without children: 6%
Economic Status:
o Permanently sick or disabled: 33%
o Registered unemployed: 32%
o Employed (full or part-time): 10%
o Carers, students, others make up remainder
Housing Status:
o South Lanarkshire Council and registered social landlord tenants: 68%
o Private rentals: 8%
o Temporary accommodation: 5%
o Homeowners (mortgage/no mortgage): 7%
o Nearly 80% live in most deprived areas (Scottish Index of Multiple Deprivation)
Reasons for Referral:
o Rising cost of essentials: 33%
o Impact of physical/mental health conditions: 25%
o Priority debt: 7%
o Unexpected expenses and benefit delays also noted
Financial Gains (2024–25): *
o Over £6.5 million in additional benefits gained
o £920,000 in debt written off
o Reflects effective holistic and person-cantered support 
* These outcomes reflect both enhanced support for existing MMAS clients who accessed Cash First
and successful referrals from the Community Wellbeing Team to the Money and Welfare Benefits
Teams following initial engagement with Cash First. This illustrates the substantial financial gains made
possible through the holistic, person-centered approach taken by Cash First.
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11. Project Work: Targeted Support Through Strong Partnerships
The Money Matters Advice Service continues to deliver a range of targeted projects in
partnership with key agencies, ensuring that support reaches those most at risk of poverty,
poor health, and financial exclusion. In 2023–24, our project work has expanded both in reach
and impact, offering tailored advice and income maximisation support across diverse settings.
SGN Energy Project
Funded by SGN, this project focuses on reducing fuel poverty
for vulnerable households. Advisors offer support to residents
through our Helpline and Community Hubs and help clients
access energy vouchers, CO Monitors, apply for Warm Home
Discounts, and challenge high energy bills. This project is the latest development in MMAS’s
efforts to play a vital role in supporting households during the ongoing cost-of-living crisis and
has now expanded to include increasing take up or Priority Service Registration with energy
providers and Scottish Water and having discussions with residents on the risk of CO
poisoning.
Macmillan Cancer Support Project
In partnership with Macmillan Cancer Support, this
project provides specialist welfare rights advice to
people living with cancer. Advisors work closely with
patients and clinical teams to ensure individuals and
families receive the financial support they are entitled to at every stage of their cancer journey.
The service helps reduce stress and financial hardship during a profoundly difficult time.
Telephone Advice Line – Families with Young Children
Our Telephone Advice Line Service offers tailored support for
families with children under five or expecting their first child. This
service helps young families navigate the benefits system, access
maternity and early years entitlements, and address debt issues.
The project supports early intervention and contributes to reducing
child poverty from the earliest stage.
NHS Financial Wellbeing Project
Working in partnership with NHS Lanarkshire, this project provided
specialist welfare rights advice to clients of GP-based NHS Community
Link Workers. Together with MMAS, they provided a holistic approach to
health and wellbeing by addressing underlying money worries. Clients
were supported with benefit checks, debt advice, and onward referrals to
other specialist services.
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NHS Cost of Living Project – Hairmyres Hospital
Embedded within Hairmyres Hospital, this project offers immediate
financial advice and support to NHS Teams and their patients affected by
the cost-of-living crisis. The on-site advisor works with clinical staff to
raise awareness of support available and identify the needs of patient,
whilst delivering rapid, compassionate support when required.
Employability Project – SLC Employability Services
In partnership with South Lanarkshire Council’s Employability
Services, this project helps individuals overcome financial barriers to
work. Our adviser provides benefits and debt advice to support
clients as they prepare for, return to, or sustain employment—
ensuring they can transition into work without risking financial hardship.
Together, these projects demonstrate the value of integrated services that meet people where
they are—at home, in hospital, or in the community—and ensure that financial wellbeing is
recognised as a fundamental part of wider health and social outcomes.
Households in Fuel Crisis - Fuel Bank Foundation
In 2024–25, Money Matters Advice Service continued its
valuable partnership with the Fuel Bank Foundation to support
households facing energy hardship. Over the year, 4,769
referrals were made on behalf of 2,309 individual clients,
providing comprehensive energy advice and tailored assistance.
As part of this support, 4,300 emergency top-up vouchers were issued to help clients maintain
access to gas and electricity during times of acute need. These vouchers, totalling £214,496 in
value, provided a vital safety net for vulnerable individuals and families experiencing fuel
poverty.
.
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12. Achieving Accreditation: Scottish National Standards for Advice and
Information Providers
This year, Money Matters Advice Service proudly achieved
accreditation to Type II and Type III under the Scottish
National Standards for Advice and Information Providers.
This recognition reflects our ongoing commitment to
delivering high-quality, person-centred advice services that
meet the rigorous standards expected across Scotland.
Accreditation to Type II demonstrates that our organisation provides casework support,
where staff take active steps on behalf of clients, often involving more complex issues that
require intervention, representation, or negotiation. Our advisors work directly with clients to
manage multiple issues, liaise with creditors or benefit agencies, and ensure follow-up until
matters are resolved. This level of support is particularly important for individuals experiencing
significant financial distress or multiple vulnerabilities.
Our Type III accreditation is a testament to our ability to deliver specialist advice, particularly
in the areas of welfare rights and debt. Type III services require specialist knowledge and
technical expertise, with strict quality assurance processes in place. This level of recognition
confirms that Money Matters is equipped to handle the most complex cases, providing in-depth
advice and robust representation where needed, including appeals and tribunal work.
Achieving and maintaining these standards required a comprehensive internal review, staff
development, and investment in our systems and processes. We are proud of the hard work
and dedication shown by our entire team throughout the accreditation process
These accreditations give our clients, funders, and partners confidence in the quality and
professionalism of the services we provide. They also affirm our place as a trusted advice
provider, committed to the continuous improvement and delivery of vital support to those who
need it most.
Money Matters will continue to uphold these standards as we look to the future, ensuring we
remain a reliable and expert source of money and welfare guidance.
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13. Supporting South Lanarkshire’s Child Poverty Commitments
The Child Poverty (Scotland) Act 2017 places a legal duty on local authorities to take
meaningful action to reduce child poverty. South Lanarkshire Council’s Child Poverty Action
Report 2023–2026 outlines a strategic commitment to address the three key drivers of poverty:
income from employment, cost of living, and income from social
security and benefits in kind. The Money Matters Advice Service
(MMAS) is central to the delivery of this agenda, providing essential
frontline support to families across the region.
In 2024–25, MMAS made a substantial impact by supporting 14,248
unique clients—12,404 of them new—and securing £27.15 million in
financial gains for residents. This direct injection of income into low-
income households has a powerful stabilising effect, helping to
reduce financial stress and lift children out of poverty.
A core function of MMAS is ensuring families receive their full
entitlement to benefits. The service assists with claims, provides support through appeals, and
helps manage debt—work that significantly boosts household income. In cases of acute need,
MMAS facilitates crisis intervention by providing emergency support such as fuel top-ups, with
4,840 referrals for vouchers issued last year alone.
To address the growing pressure of living costs, MMAS also played a key role in administering
the Council’s Cash First Scheme. Over 4,821 cash payments of £50 were issued to
households facing food and fuel insecurity (including reissues), with 96% of successful
applicants receiving funds on the same day. This fast, stigma-free support helped families
meet urgent needs with dignity.
Beyond direct financial support, MMAS strengthens the Council’s broader poverty response
through partnership working. The service collaborates with community groups, shares training
and resources with other Council teams, and supports early intervention. It also works closely
with the Council’s Employability Service to help families boost their long-term earning potential.
Through this holistic, rights-based approach, MMAS continues to be a cornerstone of South
Lanarkshire’s efforts to reduce child poverty and meet its statutory obligations—ensuring
children and families have the support they need to thrive.
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14. Responding to South Lanarkshire’s Housing Emergency
In June 2024, South Lanarkshire Council officially declared a housing
emergency in response to a sharp rise in homelessness and housing
insecurity across the region. With a 28% increase in homelessness
applications and a doubling of the backlog of households in urgent
need, the scale of the crisis is both significant and concerning.
Money Matters Advice Service (MMAS) has played a central role in
helping to mitigate the worst effects of this emergency by supporting residents to stay in their
homes, prevent homelessness, and access the help they are entitled to. Our specialist teams
deliver advice that addresses the underlying causes of housing instability—such as rent
arrears, delays in benefit payments, unaffordable debt, and gaps in income.
Our Welfare Rights Team works to ensure clients receive the full range of benefits available
to them, including Discretionary Housing Payments (DHP), Housing Costs in Universal Credit
and Housing Benefit, and challenges unfair decisions that threaten housing stability. The
Money Advice Team supports individuals to manage problem debt, negotiate repayment
plans for rent or mortgage arrears, and access statutory debt solutions that can relieve
pressure and protect homes.
MMAS also provides a vital frontline response through the Community Wellbeing Team, who
deliver same-day emergency support—such as Cash First vouchers—to residents in food
and fuel crises, often helping to bridge gaps that might otherwise lead to people going into
arrears.
Our person-centred, holistic approach reflects the Council’s wider commitment under the
Marmot Project to tackle the social determinants of poor health—such as inadequate housing
and financial insecurity. By reducing eviction risk, improving income stability, and linking
individuals with long-term support, MMAS directly contributes to housing security and better life
outcomes.
As the housing emergency continues, MMAS remains committed to playing a proactive,
integrated role in helping the most vulnerable residents of South Lanarkshire stay housed,
supported and empowered.
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15. Client Demographics 2024–25
The demographic profile of Money Matters Advice Service (MMAS) clients in 2024–25 offers
valuable insight into the diversity and needs of the individuals and households we support.
Gender and Age
Our client base continues to be predominantly female, with women accounting for 56% of all
service users, compared to 42% male, and 2% not recorded or identifying otherwise. In terms
of age, the majority of clients fall within the 45–59 age bracket (26%), followed by those aged
35–44 (18%) and 25–34 (14%). Notably, 15% of clients are over the age of 71, indicating
ongoing engagement with older adults.
Income and Economic Status
MMAS clients are primarily on low incomes. Over half (51%) have an income below £6,000 per
year, with a further 19% earning between £6,001 and £10,000. Employment status data
reveals that 14.66% of clients are unemployed, while 14.18% are employed, and 15.80% are
retired. Significant numbers are also recorded as sick or disabled (30.93%).
Health and Disability
A substantial 84% of clients report having a health problem, with 62% of those health problems
relating to physical health and 38% to mental health issues. Only 15% identify as carers,
suggesting most clients require support rather than are providing it. Additionally, 30% of clients
are registered on the Priority Service Register, indicating vulnerability in relation to utilities and
other essential services.
Household and Housing Circumstances
The most common household type is single person (58%), highlighting the prevalence of
isolated individuals within our client base. Couples without children make up 19%, single
parents 15%, and couples with children 8%. In terms of housing, the majority live in local
authority or housing association accommodation (Scottish Secure Tenancies) (46%). Those
living in private tenancies only account for 6%, whilst homeowners account for 23% of all
clients.
Conclusion
The demographic data underscores the economic vulnerability, health challenges, and housing
insecurity faced by many MMAS clients. This profile strengthens our case for targeted advice
and support services tailored to low-income individuals, older adults, single-person
households, and those with complex health and housing needs.
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56%
42%
2%
0%
10%
20%
30%
40%
50%
60%
Female Male Not Recorded/Other
Clients by Gender
51%
19% 15%
7% 3% 2% 2% 1%
0%
10%
20%
30%
40%
50%
60%
Client Income Bands
58%
15% 19%
8%
0%
10%
20%
30%
40%
50%
60%
70%
Single
Person
Single
Parent
Couple
(No
Children)
Couple
(with
Children)
Household Composition
14%
15%
1%
16%
31%
2%
3%
3%
15%
Employed
Unemployed
Self Employed
Retired
Sick or Disabled
In Education
Home Keeper
Carer
Not Known
Economic Status
23%
46%6%
1%
1%
7%
1%
2%
13%
Homeowners
Scottish Secure Tenancies
Private Residential…
Care Home
Homeless
Livign with Family/Lodgers
Supported Accomodation
Temporary Accomodation
Other
Housing Status
1%
7%
14%
18%
26%
10% 9%
15%
0%
5%
10%
15%
20%
25%
30%
0 - 15 16 -
24
25 -
34
35 -
44
45 -
59
60 -
64
65 -
70
71+
Clients by Age Range
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No, 85%
Yes, 15%
Is Client a Carer?
No, 70%
Yes, 30%
Is client on Priority Service
Register?
Physical
Health,
62%
Mental
Health ,
38%
Analysis of Health Issues
Yes, 84%
No, 16%
Health Problem
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16. Clients by SIMD Area 
The Scottish Index of Multiple Deprivation (SIMD) is a relative measure used to identify levels
of deprivation across 6,976 small geographic areas in Scotland, known as data zones. An area
being classified as 'deprived' can indicate low income but also reflects limited access to
resources and opportunities.
SIMD assesses deprivation across seven key domains: income, employment, education,
health, access to services, crime, and housing. Using client postcodes, Money Matters can
map the distribution of its service users across these data zones, with a ranking scale from 1
(most deprived) to 10 (least deprived).
Analysis of this data reveals that:
• 23% of Money Matters clients live in the 10% most deprived areas of Scotland (SIMD
1), representing an increase of 1% from 2023-24.
• A further 16% live in areas ranked within the next most deprived 10% (SIMD 2),
representing a 1% decrease from 2023-24.
• In total, 79% of clients reside in data zones within the bottom half of the SIMD rankings.
These findings clearly demonstrate that Money Matters Advice Service is effectively reaching
those most impacted by deprivation, particularly within South Lanarkshire’s most
disadvantaged communities.
23%
16%
18%
11%
11%
6%
4% 5% 4%
2%
0%
5%
10%
15%
20%
25%
1 2 3 4 5 6 7 8 9 10
SIMD Area
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17. Reaching Clients Across South Lanarkshire
An analysis of Money Matters Advice Service (MMAS) clients by electoral ward, compared with
the population distribution across South Lanarkshire, provides insight into how effectively the
service is reaching local communities. The table below shows the percentage of the total
South Lanarkshire population living in each ward alongside the percentage of MMAS clients
from that area.
This comparison highlights several important findings:
• High Engagement in Areas of Need:
MMAS serves a notably higher proportion of clients than the population share in
Blantyre (8.63% of clients vs. 4.97% of population), Hamilton South (9.39% vs.
6.85%), and Larkhall (8.55% vs. 5.84%). These areas are known to experience higher
levels of deprivation, indicating that MMAS is effectively reaching residents in need of
financial and welfare advice.
• Broad Reach in Cambuslang and East Kilbride:
Client representation is relatively aligned with the population in Cambuslang East and
West and across most East Kilbride wards. Slight overrepresentation in some of these
areas—such as East Kilbride Central South (5.60% clients vs. 4.59% population)—
demonstrates balanced outreach across different parts of the region.
• Underrepresentation in Affluent or Rural Areas:
Wards such as Avondale and Stonehouse (1.84% clients vs. 5.59% population) and
Bothwell and Uddingston (1.54% vs. 4.11%) show lower client uptake relative to their
population share. These areas typically rank higher in SIMD scores (i.e. less deprived),
which may explain the reduced demand for advice services.
This distribution confirms that Money Matters is fulfilling its mission of supporting individuals
and families in South Lanarkshire who are most in need.
0.00%1.00%2.00%3.00%4.00%5.00%6.00%7.00%8.00%9.00%10.00%
Clients by Electoral Ward
Population as a % Cients as a %
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Electoral Ward Population as a % Clients as a %
Avondale and Stonehouse 5.59% 1.84%
Blantyre 4.97% 8.63%
Bothwell and Uddingston 4.11% 1.54%
Cambuslang East 5.32% 5.39%
Cambuslang West 4.70% 5.33%
Clydesdale East 3.99% 2.80%
Clydesdale North 4.52% 4.82%
Clydesdale South 4.62% 5.28%
Clydesdale West 6.06% 6.28%
East Kilbride Central North 4.84% 5.25%
East Kilbride Central South 4.59% 5.60%
East Kilbride East 4.66% 5.15%
East Kilbride South 5.10% 4.46%
East Kilbride West 4.80% 1.97%
Hamilton North and East 4.51% 3.77%
Hamilton South 6.85% 9.39%
Hamilton West and Earnock 5.92% 4.53%
Larkhall 5.84% 8.55%
Rutherglen Central and North 4.40% 3.69%
Rutherglen South 4.61% 5.73% 
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18. Customer Satisfaction – Listening to the Voices of Residents
At Money Matters Advice Service, we believe our clients are at the heart of everything what we
do. That’s why we place strong emphasis on collecting and analysing feedback to continuously
improve the support we offer. The latest customer satisfaction survey reflects our ongoing
commitment to service excellence.
Our service achieved an impressive average customer rating of
4.79 out of 5 stars, a testament to the trust and satisfaction of
those we support. A striking 87.10% of respondents gave us a full
5-star rating, indicating a high level of overall contentment with
their experience.
Accessibility remains a top priority. When asked how easy it was to access the service—
considering factors like opening times, location, and contact methods—64.52% described it as
“Very Easy,” and only a small fraction (8.06%) found it difficult. This aligns with our aim to
make advice available when and where it’s needed most.
Timeliness of response is another critical element of effective service delivery. 81.82% of users
rated our response times as “Excellent,” while 15.91% said they were “Good.” Only a minimal
2.27% rated it as “Poor,” highlighting room for further enhancement but also a solid
performance overall.
Communication throughout the process is equally vital. We’re pleased to report that 95.45% of
clients felt they were kept up to date with the progress of their case. This ongoing engagement
helps clients feel supported and informed every step of the way.
Finally, when asked whether they would use the service again or recommend it to others,
93.55% of respondents answered “Yes.” This strong endorsement underscores the value and
impact of our work in helping individuals navigate financial challenges.
These results validate the dedication of our team and the effectiveness of our service model.
We continue to listen, learn, and adapt—ensuring that Money Matters remains a trusted
source of guidance and support for all who turn to us.
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0.00%
1.61%
4.84%
6.45%
87.10%
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%
1
2
3
4
5
How would you rate your experience of using the Money
Matters Advice Service (5 stars being best)
64.52%
14.52% 12.90% 8.06%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Very Easy Okay Easy Difficult
How did you find accessing
the Service in terms of
opening times, location and
method of contacting us?
81.82%
15.91%
2.27%
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
Excellent Good Poor
How would you rate the
response time before you
could get the help your
required?
95.45%
4.55%
Yes
No
Were you kept up to date
with the progress of your
case?
93.55%
6.45%
Yes
No
Would you use the Service
again or recommend to a
friend or family member?
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19. Case Studies
Welfare Rights
A client with serious health issues was made redundant and used their
redundancy to clear debts, leaving them with no income and worsening
stress. A full benefits check revealed entitlement to Universal Credit,
Council Tax Reduction, and eligibility for Adult Disability Payment, which
was claimed. Immediate emergency support was provided via the Community Wellbeing Team
in the form or a Cash First grant and fuel vouchers. The client expressed deep relief and
gratitude for the timely help and guidance.
Macmillan Referral Case Study
A single client in a council tenancy was referred after a cancer diagnosis. Though initially
hesitant due to savings and a private pension, a full benefits check identified
entitlement to Adult Disability Payment and Universal Credit. Successful claims
unlocked further support: Motability, Blue Badge, Care of Gardens, Discretionary
Housing Payment, and Council Tax Reduction. The client was extremely pleased
with the outcome and support received.
Community Wellbeing Team
A 60-year-old man transitioning from Employment and
Support Allowance to Universal Credit had no income and
couldn’t afford food or utilities. He received food and fuel
assistance and a Cash First payment, whilst a Welfare Right Officer assisted him with his
Universal Credit. This holistic approach meant he could meet his essential needs while he
awaited his first Universal Credit payment.
Money Advice
A client contacted Money Matters after receiving notice that the DWP would
recover a historic benefit overpayment through a Direct Earnings Attachment
(DEA). The proposed deduction risked 40% of his income—jeopardising
essential bills. Referred to Money Matters, a Money Adviser assessed his
finances and calculated an affordable repayment. With the adviser’s support, the DWP agreed
to reduce the deduction amount. This intervention protected the client’s financial stability and
prevented escalating hardship.
Energy Advice
A Client’s daughter contacted Money Matters to check her father’s eligibility for the £200
Alternative Fuel Payment for oil heating. She was unsure how to apply, so an Energy Adviser
provided guidance and the direct UK Government link. Using this support, she successfully
submitted the online application. She said, “Only by contacting Money Matters was I able to
get this payment for him.”
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20. Appendix: Electoral Ward Update
The following outlines client engagement and service delivery for 2024–25 on a ward-by-ward
basis. Please note that not all Money Matters Advice Service clients reside in South
Lanarkshire (SLC Employees, Kinship carers etc.), so the figures by Electoral Ward may not
match the overall totals for the Service.
Avondale and Stonehouse
Population 18,030
Unique Clients 200
Number of Cases 461
Financial Gain (Claims)  £477,918
New Debt Dealt With £143,591
Debt Written Off (Not all new debt) £34,234
Cash First Cases 106
Food Bank Referrals 8
Fuel Bank Referrals 36
Blantyre
Population 16,040
Unique Clients 936
Number of Cases 4,115
Financial Gain (Claims) £1,697,207
New Debt Dealt With £867,392
Debt Written Off (Not all new debt) £200,665
Cash First Cases 374
Food Bank Referrals 253
Fuel Bank Referrals 491
Bothwell and Uddingston
Population 13,260
Unique Clients 167
Number of Cases 352
Financial Gain (Claims) £393,041
New Debt Dealt With £523,623
Debt Written Off (Not all new debt) £189,651
Cash First Cases 65
Food Bank Referrals 3
Fuel Bank Referrals 18 
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Cambuslang East
Population 17,180
Unique Clients 585
Number of Cases 1,715
Financial Gain (Claims) £1,249,628
New Debt Dealt With £269,015
Debt Written Off (Not all new debt) £23,292
Cash First Cases 158
Food Bank Referrals 85
Fuel Bank Referrals 171
Cambuslang West
Population 15,160
Unique Clients 578
Number of Cases 1,894
Financial Gain (Claims) £1,350,816
New Debt Dealt With £370,414
Debt Written Off (Not all new debt) £65,395
Cash First Cases 177
Food Bank Referrals 99
Fuel Bank Referrals 245
Clydesdale East
Population 12,860
Unique Clients 304
Number of Cases 875
Financial Gain (Claims) £779,539
New Debt Dealt With £270,012
Debt Written Off (Not all new debt) £44,521
Cash First Cases 114
Food Bank Referrals 58
Fuel Bank Referrals 78
Clydesdale North
Population 14,570
Unique Clients 523
Number of Cases 1,787
Financial Gain (Claims) £790,883
New Debt Dealt With £455,767
Debt Written Off (Not all new debt) £87,947
Cash First Cases 293
Food Bank Referrals 149
Fuel Bank Referrals 217
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Clydesdale South
Population 14,900
Unique Clients 573
Number of Cases 1,812
Financial Gain (Claims) £1,358,438
New Debt Dealt With £657,822
Debt Written Off (Not all new debt) £78,777
Cash First Cases 226
Food Bank Referrals 137
Fuel Bank Referrals 198
Clydesdale West
Population 19,540
Unique Clients 681
Number of Cases 2,135
Financial Gain (Claims) £1,308,061
New Debt Dealt With £602,274
Debt Written Off (Not all new debt) £131,710
Cash First Cases 260
Food Bank Referrals 166
Fuel Bank Referrals 192
East Kilbride Central North
Population 15,620
Unique Clients 569
Number of Cases 1,842
Financial Gain (Claims) £1,294,270
New Debt Dealt With £533,095
Debt Written Off (Not all new debt) £84,656
Cash First Cases 204
Food Bank Referrals 29
Fuel Bank Referrals 169
East Kilbride Central South
Population 14,800
Unique Clients 607
Number of Cases 1,867
Financial Gain (Claims) £1,270,695
New Debt Dealt With £432,866
Debt Written Off (Not all new debt) £21,080
Cash First Cases 213
Food Bank Referrals 38
Fuel Bank Referrals 211
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East Kilbride East 
Population 15,040
Unique Clients 559
Number of Cases 1,696
Financial Gain (Claims) £1,096,901
New Debt Dealt With £518,308
Debt Written Off (Not all new debt) £54,839
Cash First Cases 190
Food Bank Referrals 23
Fuel Bank Referrals 183
East Kilbride South 
Population 16,440
Unique Clients 484
Number of Cases 1,295
Financial Gain (Claims) £1,329,016
New Debt Dealt With £698,559
Debt Written Off (Not all new debt) £466,871
Cash First Cases 125
Food Bank Referrals 16
Fuel Bank Referrals 94
East Kilbride West
Population 15,480
Unique Clients 214
Number of Cases 472
Financial Gain (Claims) £449,334
New Debt Dealt With £301,191
Debt Written Off (Not all new debt) £119,909
Cash First Cases 32
Food Bank Referrals 5
Fuel Bank Referrals 18
Hamilton North and East 
Population 14,550
Unique Clients 409
Number of Cases 1,172
Financial Gain (Claims) £906,681
New Debt Dealt With £261,326
Debt Written Off (Not all new debt) £39,455
Cash First Cases 359
Food Bank Referrals 76
Fuel Bank Referrals 141
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Hamilton South
Population 22,090
Unique Clients 1,018
Number of Cases 4,090
Financial Gain (Claims) £1,789,872
New Debt Dealt With £1,017,537
Debt Written Off (Not all new debt) £150,900
Cash First Cases 531
Food Bank Referrals 319
Fuel Bank Referrals 599
Hamilton West and Earnock
Population 19,110
Unique Clients 491
Number of Cases 1,321
Financial Gain (Claims) £1,156,727
New Debt Dealt With £449,591
Debt Written Off (Not all new debt) £132,558
Cash First Cases 442
Food Bank Referrals 47
Fuel Bank Referrals 161
Larkhall
Population 18,900
Unique Clients 927
Number of Cases 3,028
Financial Gain (Claims) £2,139,494
New Debt Dealt With £878,706
Debt Written Off (Not all new debt) £86,690
Cash First Cases 343
Food Bank Referrals 190
Fuel Bank Referrals 303
Rutherglen Central and North
Population 14,190
Unique Clients 399
Number of Cases 1,175
Financial Gain (Claims) £920,960
New Debt Dealt With £125,747
Debt Written Off (Not all new debt) £1,857
Cash First Cases 202
Food Bank Referrals 71
Fuel Bank Referrals 166
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Rutherglen South
Population 14,870
Unique Clients 622
Number of Cases 2,138
Financial Gain (Claims) £1,274,071
New Debt Dealt With £590,584
Debt Written Off (Not all new debt) £40,740
Cash First Cases 220
Food Bank Referrals 126
Fuel Bank Referrals 296 
238