Agenda Document Pack - Finance and Corporate Resources Committee - 18/02/2026
South Lanarkshire Council · 18 February 2026
Back to Finance and Corporate Resources Committee — 18 February 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 10 February 2026 Dear Councillor Finance and Corporate Resources Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 18 February 2026 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Lesley McDonald (Chair), Walter Brogan (Depute Chair), Celine Handibode (Depute Chair), Joe Fagan (ex officio), Alex Allison, Mathew Buchanan, Andy Carmichael, Maureen Chalmers, Margaret Cooper, Andrea Cowan, Maureen Devlin, Mary Donnelly, Grant Ferguson, Gladys Ferguson-Miller, Graeme Horne, Martin Hose, Ross Lambie, Katy Loudon, Hugh Macdonald, Catherine McClymont, Elaine McDougall, Mark McGeever, Mo Razzaq, John Ross, Graham Scott, Kirsty Williams Substitutes Archie Buchanan, Poppy Corbett, Colin Dewar, Ross Gowland, Gavin Keatt, Susan Kerr, Martin Lennon, Richard Lockhart, Richard Nelson, Carol Nugent, Norman Rae, Helen Toner, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Finance and Corporate Resources Committee held on 19 November 2025 submitted for approval as a correct record. (Copy attached) 5 - 18 3 Minutes of the Recruitment Committee Minutes of the meetings of the Recruitment Committee held on 11 and 17 November 2025 and 20 January 2026 submitted for approval as a correct record. (Copies attached) 19 - 24 Monitoring Item(s) 4 Finance and Corporate Resources - Revenue Budget Monitoring 2025/2026 and Probable Outturn Report dated 21 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 25 - 36 5 Finance and Corporate Resources - Capital Budget Monitoring 2025/2026 Report dated 21 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 40 6 Finance and Corporate Resources – Workforce Monitoring – 1 October to 31 December 2025 Report dated 15 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 41 - 48 7 Council-wide Workforce Monitoring – 1 October to 31 December 2025 Report dated 15 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 49 - 68 8 Treasury Management Activity – 2025/2026 Third Quarter Review Report dated 31 December 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 69 - 76 Item(s) for Decision 9 Revenue Collection and Approval for Write-Offs Report dated 28 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 77 - 84 10 Community Can Do Fund Applications Report dated 29 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 85 - 90 11 Council Standards Report dated 14 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 91 - 114 12 Flexible Retirement Policy Update Report dated 28 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 115 - 120 2
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13 Common Good – Disposal of Land at Back Row/Cadzow Park, Hamilton Report dated 22 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 121 - 124 Item(s) for Noting 14 Early Retirement Voluntary Severance and Switch 2 - 1 April to 30 September 2025 Report dated 15 November 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 125 - 130 Urgent Business 15 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Carol Lyon Clerk Telephone: 07385370065 Clerk Email: carol.lyon@southlanarkshire.gov.uk 3
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FINANCE AND CORPORATE RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 19 November 2025 Chair: Councillor Maureen Devlin Councillors Present: Councillor Alex Allison, Councillor Walter Brogan (Depute), Councillor Mathew Buchanan, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Andrea Cowan, Councillor Colin Dewar (substitute for Councillor Mary Donnelly), Councillor Grant Ferguson, Councillor Gladys Ferguson- Miller, Councillor Ross Gowland (substitute for Councillor Celine Handibode), Councillor Martin Hose, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Lesley McDonald (Chair), Councillor Elaine McDougall, Councillor Mark McGeever, Councillor Carol Nugent (substitute for Councillor Katy Loudon), Councillor Mo Razzaq, Councillor John Ross, Councillor Graham Scott, Councillor Helen Toner (substitute for Councillor Graeme Horne), Councillor Kirsty Williams Councillors' Apologies: Councillor Margaret Cooper, Councillor Mary Donnelly, Councillor Joe Fagan (ex officio), Councillor Celine Handibode (Depute), Councillor Graeme Horne, Councillor Ross Lambie, Councillor Katy Loudon Attending: Chief Executive’s Service T Little, Head of Corporate Communications and Strategy Finance and Corporate Resources J Taylor, Executive Director; G Booth, Finance Manager (Strategy); C Fergusson, Head of Finance (Transactions); N Jarvie, Elections Manager; S Jessup, Administration Assistant; M Milne, Head of Personnel Services; S Somerville, Administration Manager; I Strachan, Head of Administration and Legal Services Chairing the Meeting The Committee agreed that, as the Chair and the Depute Chair were both unwell and were attending the meeting remotely, Councillor Devlin take the chair for this meeting. 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 10 September 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of Grievance and Disputes Panel The minutes of the meeting of the Grievance and Disputes Panel held on 22 October 2025 were submitted for approval as a correct record. 2 5
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The Committee decided: that the minutes be approved as a correct record. 4 Finance and Corporate Resources – Revenue Budget Monitoring 2025/2026 A report dated 22 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted comparing the actual expenditure for the period 1 April to 5 September 2025 and providing a forecast for the year to 31 March 2026 for Finance and Corporate Resources. A Service Analysis Statement, which outlined the key highlights by Service for the Resource, was provided at Appendix A to the report. The detailed financial position, with variance explanations by budget category, was provided at Appendix B to the report. As at 5 September 2025, the projected outturn position for the Resource was a breakeven position. Virements were proposed to realign budgets and those movements were detailed in the appendices to the report. The Committee decided: (1) that the forecast to 31 March 2026 of a breakeven position, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of 10 September 2025 (Paragraph 4)] 5 Finance and Corporate Resources - Capital Budget Monitoring 2025/2026 A report dated 5 November 2025 by the Executive Director (Finance and Corporate Resources) was submitted advising of progress on Finance and Corporate Resources’ capital programme for 2025/2026 and summarising the expenditure position at 5 September 2025. The revised capital programme for 2025/2026 was £0.645 million, as approved by the Executive Committee on 5 November 2025. The forecast for the financial year was £0.645 million and spend to date was £0.088 million. The Committee decided: that the Finance and Corporate Resources’ capital programme of £0.645 million, and expenditure to date of £0.088 million, be noted. [Reference: Minutes of 10 September 2025 (Paragraph 6) and Minutes of the Executive Committee of 5 November 2025 (Paragraph 4)] 6 Finance and Corporate Resources - Workforce Monitoring – July to September 2025 A report dated 8 October 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 July to 30 September 2025:- attendance statistics 6
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occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews The Committee decided: that the report be noted. [Reference: Minutes of 10 September 2025 (Paragraph 7)] Councillor Williams joined the meeting during this item of business 7 Council-wide Workforce Monitoring – July to September 2025 A report dated 8 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the following Council-wide employee information for the period 1 July to 30 September 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 Following questions from Councillor Razzaq, the Head of Personnel Services agreed to provide him with the background to the increase in referrals for physiotherapy, employee support and Cognitive Behavioural Therapy as well as further information on the action plans in place to improve recruitment statistics relating to disabled, black/ethnic minority and veteran applicants. The Committee decided: that the report be noted. [Reference: Minutes of 10 September 2025 (Paragraph 8)] 8 Finance and Corporate Resource Plan - Quarter 2 Progress Report 2025/2026 A report dated 21 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the Finance and Corporate Resource Plan Quarter 2 Progress Report 2025/2026 for the period 1 April 2025 to 30 September 2025. The Head of Communications and Strategy advised that there was a typographical error at section 5 of the report in that reference was made to Quarter 4 rather than Quarter 2. Details were provided on:- progress made against all Resource Plan measures, as detailed in Appendix 2 to the report key achievements made by the Resource to date, as detailed in section 5.3 of the report areas for improvement, as detailed in paragraph 5.4 of the report The Committee decided: (1) that the Finance and Corporate Resource Plan Quarter 2 Progress report for 2025/2026, as detailed in Appendix 2 to the report, be noted; 7
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(2) that the key achievements made by the Resource to date, as detailed in section 5.3 of the report, be noted; and (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4 of the report, be noted. [Reference: Minutes of 29 January 2025 (Paragraph 8)] Councillor Dewar left the meeting during this item of business 9 Treasury Management Activity – 2025/2026 Second Quarter Review A report dated 11 November 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the second quarter review of Treasury Management activity for 2025/2026. Details were given on:- market performance management of risk debt management and borrowing strategy next quarter investment plans investment activity treasury management indicators The Committee decided: that the report be noted. [Reference: Minutes of 10 September 2025 (Paragraph 9)] 10 Revenue Collection and Approval for Write Offs A report dated 28 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on:- collection performance for the financial year 2025/2026 to 30 September 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 both target and comparable performance from 2024/2025 in respect of Council Tax. In respect of non-domestic rates, the Council was ahead of target but behind comparable performance from 2024/2025. In respect of sundry debt, the Council was behind both target and comparable performance from 2024/2025. In terms of arrears collection targets, the Council was ahead of target but behind comparable performance from 2024/2025 in respect of Council Tax and non-domestic rates. In respect of sundry debt, the Council was equal to target and ahead of comparable performance from 2024/2025. 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. 8
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The Scottish Government set annual targets for growth (buoyancy) and councils which achieved their target retained 50% of the additional income generated above the target. The provisional annual buoyancy target for South Lanarkshire Council in 2025/2026 had been set by the Scottish Government at 0.9%. Buoyancy to the end of September 2025 was -0.17%. The tax base must achieve growth of more than 1.07% during the remaining 2 quarters of the financial year to secure additional income under the scheme. It was proposed that the following debts be written off:- irrecoverable Council Tax accounts from 1993/1994 to 2025/2026 (including bulk write-off for 2003/2004) to the value of £1,858,035.42 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 £436,650.78 relating primarily to debtors in liquidation, those who had ceased trading or had been sequestrated BID levies totalling £1,592.16 administered by the Council on behalf of Hamilton, Carluke and Lanark BID companies sundry debts to a value of £290,966.05 former tenant rent arrears totalling £385,709.99 (including bulk write-offs for 2025/2026 Q2 for temporary accommodation) and housing benefit overpayments of £3,170.61 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 2025/2026 to the value of £1,858,035.42 Non Domestic Rates from 2023/2024 to 2025/2026 totalling of £436,650.78 BID levies totalling £1,592.16 sundry debts to a value of £290,966.05 house rent and associated charges totalling £388,880.60 [Reference: Minutes of 10 September 2025 (Paragraph 13)] Councillor Dewar re-entered the meeting during this item of business 11 Procurement Service – Establishment Posts A report dated 10 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on:- the current workload of the Procurement Service the proposed addition of 2 trainee procurement officer posts to the establishment on a permanent basis and 1 trainee procurement officer post on a temporary basis to help address workload demands 9
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The Council operated a largely centralised procurement service delivering the following core functions:- management of the procurement workplan, including contract renewals, extensions and responding to new requirements assisting Resources with scoping procurement requirement and identification of appropriate routes to market managing the delivery of tenders covering initial publication, responding to clarifications from potential bidders, evaluation and contract award ensuring compliance with procurement regulations and Standing Orders on Contracts delivery of the Council’s procurement strategy and reporting requirements, including the Annual Procurement Report and reporting to committee on contract awards The workload of the Procurement team continued to increase. In 2024/2025, a total of 232 awards over £50,000 were made, in comparison to 207 in 2023/2024 and 175 in 2022/2023, which was an increase of over 33%. Total awards in 2024/2025, including non-regulated contracts under £50,000, amounted to 473 contracts. Due to wider recruitment pressures in the procurement market, the Council had invested in an extensive trainee procurement programme and, as a result, the current structure of the team was heavily weighted towards trainee procurement officers. The programme had been successful in attracting staff with broad experience and assisting with workforce planning, however, the retention of officers could be challenging. Trainee procurement officers provided a critical role in supporting Resource procurement priorities, both conducting competitive process and ensuring compliance with Council Standing Orders on Contracts. Trainees quickly took on responsibility for lower value procurement projects as a platform for supporting more complex work. A key component of the trainee programme was the provision of professional training to allow trainees to qualify with the Certified Institute of Procurement and Supply (CIPS). There were currently 13 trainee procurement officers in post (excluding the 2 temporary positions) as part of an overall procurement team establishment of 23 Full Time Equivalent (FTE). Two temporary positions were added to the structure in 2024 for a period of 18 months. The 2 temporary members of staff had made good progress within their training cohort in progressing lower value procurements, including mini competitions and direct awards and would, in time, progress towards more complex open tenders and framework arrangements. It was proposed that the 2 temporary trainee procurement officer posts on Grade 2, Level 2 to 4 (£30,183.85 to £37,465.20) be made permanent posts within the Procurement structure to secure longer term capacity and that 1 trainee procurement officer post be added on a temporary basis for a period of 18 months to provide additional workload capacity over the short term. The Head of Finance (Transactions) responded to a member’s question on the report. The Committee decided: [ (1) that the need to permanently increase the resources available to support procurement activity be noted; (2) that the proposal to increase the establishment by 2 FTE trainee procurement officer posts, as detailed in Section 6 of the report, be approved; and (3) that the proposal to add 1 FTE temporary procurement officer post, as detailed in Section 6 of the report, be approved. 10
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12 Consultation on Changes to the Local Government Pension Scheme (Scotland) Regulations 2018 A report dated 29 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on:- the Scottish Public Pensions Authority consultation on the proposal to change the local government pension scheme (Scotland) regulations (2018) the approach to responding to the consultation The Local Government Pension Scheme (LGPS) continued to be an integral part of the remuneration package for local government and chief officers in Scotland. The Scheme offered the security of a guaranteed income in every year of retirement for all of its members, on some of the most generous terms available from a pension scheme. The purpose of the consultation was to seek views on changes to the local government pension scheme (Scotland) regulations (2018) which were intended to bring the Scottish scheme in line with LGPS in England and Wales, and Northern Ireland. The amendments also covered a number of proposals in relation to pension benefits for scheme members and technical amendments to the regulations. The consultation ran from 2 September to 25 November 2025. The consultation questions, along with the Council’s proposed response, were detailed in Appendix 1 of the report. The Committee decided: [ (1) that the contents of the report be noted; and (2) that the proposed response be approved for submission to the Scottish Public Pensions Authority by the deadline of 25 November 2025. 13 Common Good Update Report – Former Vogue Building A report dated 3 November 2025 by the Executive Director (Finance and Corporate Resources) was submitted on requests for funding from Hamilton Common Good that could not be met from the Repairs and Maintenance budget. The Common Good funds held within South Lanarkshire Council were Lanark, Biggar, Hamilton and Rutherglen. Common Good property was administered separately from other local authority assets for accounting purposes. The authority’s management of the assets was subject to a system of statutory control. The last Common Good report to this Committee in September 2025 provided information on the status of the former Vogue building which was an asset classified as Hamilton Common Good. The report noted that an update would be provided to this Committee once demolition costs were identified. Following a Dangerous Building Notice being served, Listed Building Consent had been sought for the demolition of the remaining part of the building. This was subject to a consultation period which closed on 7 November 2025. No relevant objections had been received and the Listed Building application was currently being considered. Alongside the statutory process, a demolition contractor had been selected through an appropriate procurement process with budgeted costs estimated at £0.150 million. 11
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It was proposed that demolition works up to the value of £0.150 million be funded from the Hamilton Common Good Fund, and that the building be demolished after the required approvals were in place. At the end of 2024/2025, Hamilton Common Good Fund had a cash balance of £0.775 million held by the Council and was readily available to meet expenditure. Excluding £0.015 million, set aside for planned maintenance, and £0.100 million for the Hamilton Town Square project, there was a balance of £0.660 million available which could cover the demolition costs. Officers responded to a member’s question and gave an undertaking to contact colleagues in Community and Enterprise Resources so that members could be kept updated on indicative timescales for the project. The Committee decided: that the demolition of the former Vogue building, 11 Keith Street, Hamilton, at a cost of up to £0.150 million, be funded from Hamilton Common Good, as detailed in Section 4 of the report. [Reference: Minutes of 10 September 2025 (Paragraph 16)] 14 Early Retirement, Voluntary Severance and Switch 2 A report dated 22 September 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the activity related to early retirements, voluntary severances, re-employment of early retirees and re-deployments during the period 1 October 2024 to 31 March 2025. The Committee decided: that the report be noted. [Reference: Minutes of 29 January 2025 (Paragraph 11)] 15 Statutory Review of Community Council Scheme of Establishment A report dated 15 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on a proposal for the timing of the next statutory review of the Scheme for the Establishment of Community Councils. The Council currently had arrangements in place for 57 Community Councils. At the present time, only 32 were active. A breakdown of those which were active/inactive was detailed in Appendix 1 of the report. The arrangements for Community Councils were regulated by the Council’s Scheme for the Establishment of Community Councils. The Council’s Scheme dated from July 2014 when it was last formally reviewed, albeit minor changes were made in both September 2018 (voting age lowered from 18 to 16) and December 2020 (to permit exclusion of public and press for Community Council meetings and remove the need for physical attendance). The procedure for reviewing the Scheme was laid down in the Local Government (Scotland) Act 1973 (1973 Act) and could be quite involved, taking around a year to complete from the time it was commenced to the time when the new community councils were formed and elections to them held. All decisions on the review of the Scheme must, in terms of the 1973 Act, be taken by special meetings of the full Council, with decisions requiring the support of two thirds of those members present and voting. 12
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A review of the Scheme would consider both the current Community Council areas, including the number of Community Councils, and the terms of the Scheme itself. The Improvement Service had produced a Good Practice Guidance for Community Councils which covered the process for such a review. A possible timeline for the review was detailed in Appendix 2 of the report. This was indicative only, as the time taken for review would vary depending on, amongst other things, the level of consultation responses received, and the nature of any changes proposed. Given that the Scottish Parliament and Local Government Elections would take place in May 2026 and May 2027 respectively, it was proposed that the statutory review of the Scheme be commenced in autumn 2027, following the Local Government Elections. This would enable the new Council to shape the review, and see it concluded during a year in which there were no scheduled electoral events. The details from this report would be shared with all elected members and Community Councils. In advance of a proposal being brought to full Council on how the review was undertaken, feedback would be sought from Community Councils and local elected representatives on their views around this, and areas that the review should specifically consider. A report would be brought back to this Committee in advance of that feedback being sought. The Head of Administration and Legal Services responded to members’ questions on various aspects of the report. The Committee decided: (1) that the contents of the report be noted; (2) that it be noted that the next statutory review of the Scheme be commenced in autumn 2027, following the Local Government Elections; and (3) that it be noted that this report, and the decision of the Committee, would be shared with all local elected representatives and Community Councils. [Reference: Minutes of the special meeting of South Lanarkshire Council of 16 December 2020 (Paragraph 2)] 16 Response to Electoral Commission on Consultation on Updated Guidance for Returning Officers: Assistance with Voting for Disabled People A report dated 23 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on:- the recent consultation by the Electoral Commission: Updated Guidance for Returning Officers – Assistance with voting for disabled voters the steps the Returning Officer and his team would take to comply with the guidance, including current ongoing work to improve accessibility for voters with disabilities On 4 August 2025, the Electoral Commission (the Commission) launched a consultation seeking responses from Returning Officers (ROs) on the updated guidance on assistance with voting for disabled voters. The consultation closed on 26 October 2025 and it was intended that the responses would inform further developments of the guidance. Updated guidance would be published towards the end of 2025 along with a full response to the consultation. 13
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Under the Equality Act 2010, the ROs had a duty to anticipate the needs of disabled voters and make reasonable adjustments for those voters. Under the provisions of the Elections Act 2022, for UK Parliamentary elections, ROs were required to provide such equipment as was reasonable to enable, or make it easier for, disabled people to vote independently or in secret. The following themes emerged from the pre-consultation engagement:- support for ROs to understand their equality duties equipment provided in polling stations polling station staff support communications To address the feedback received, the Commission made a number of changes to the existing guidance, which formed the basis of the consultation:- Returning Officer duties equipment and support in the polling station staff training public awareness resources The Council’s response, which was submitted by the deadline of 26 October 2025, was detailed at Appendix 1 to the report. In advance of the May 2026 elections, and following feedback from voters and staff at the recent Hamilton, Larkhall and Stonehouse by-election, there were a number of ongoing initiatives within the Elections Office to improve voter accessibility for disabled voters, and to ensure compliance with the updated guidance, as detailed in Section 5 of the report. The Committee decided: (1) that the contents of the report and the consultation response, attached at Appendix 1 to the report, which was submitted before the consultation closed on 26 October 2025, be noted; and (2) that the ongoing work being undertaken by the Returning Officer and his team, as set out in Section 5 of the report, be noted. 17 Freedom of Information Reform (Scotland) Bill: Call for Views A report dated 21 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the Freedom of Information Reform (Scotland) Bill which was currently being considered by the Scottish Parliamentary Scrutiny Committee. The Freedom of Information (Scotland) Act 2002 (FOISA) gave a general right to information held by Scottish public authorities. The current Freedom of Information legislation was detailed in Section 3 of the report. Public authorities were required to respond to requests for information “promptly” and within 20 working days as well as publish information under the “publication scheme duty”. This scheme outlined the information already published, where it could be found, and the costs (if any) a public authority charged to provide it. 14
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On 1 November 2022, a draft proposal had been produced for a Member’s Bill which aimed to “reform Freedom of Information legislation in Scotland”. Consultation on the Bill was carried out between 2022 and 2023, and a public awareness research exercise was carried out by the Scottish Information Commissioner (SIC) in 2024 into attitudes towards freedom of information law and rights. The Bill had been introduced on 2 June 2025 and proposed to make a number of key changes to FOISA. The stated aim of the Bill was to enhance the public’s right to information and improve transparency among public authorities. In summary, it included the following changes as detailed in paragraph 4.2 of the report:- presumption in favour of disclosure extension of FOI changing response times no more publication schemes appointment of FOI Officers, being a new statutory post strengthened enforcement powers The Bill was currently at Stage 1 in the Scottish Parliament. The Standards, Procedures and Public Appointments (SPPA) Committee of the Scottish Parliament sought views by 22 October 2025 to inform the Committee’s scrutiny of the Bill and to help the Committee understand if the stated aims were likely to be achieved. The Council’s position was that a number of the proposals would create further pressure on the Council both financially and from a resourcing perspective. Given the timescales for responding to the Call for Views, a response was issued on behalf of the Council in advance of the 22 October deadline, as detailed in Appendix 1 to the report. There was a separate Call for Views on the Financial Memorandum, which was also issued in respect of the Bill, with a deadline for responses of 6 November 2025. Again, given the timescales, a response was issued on behalf of the Council in advance of the deadline, as detailed in Appendix 2 to the report. Following consideration of responses received, the SPPA would publish a Stage 1 report before the debate on the general principles of the Bill took place. It was not clear whether all the requisite stages of the Bill would progress in a manner which would result in the Bill becoming law by the Scottish Parliamentary Elections cut-off which was likely to be mid-March 2026. If enacted in its current form, the legislation would significantly broaden the scope of freedom of information law in Scotland, potentially bringing a wider range of service providers under its remit and increasing internal administrative responsibilities related to FOISA compliance. The Committee decided: (1) that the contents of the report be noted; and (2) that the response issued on behalf of the Council in advance of the Call for Views deadline of 22 October 2025, and the separate response issued on the Financial Memorandum on the Bill in advance of the deadline of 6 November 2025, as detailed in appendices 1 and 2 to the report be noted. 18 Annual Procurement Report – 2024/2025 A report dated 28 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the Annual Procurement Report for 2024/2025. 15
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The Procurement (Scotland) Reform Act 2014 required contracting authorities to prepare and publish an Annual Procurement Report on their regulated procurement activities. The Act stated that the Report must include information under the following headings:- regulated procurement activity procurement strategy community wealth building and community benefits sustainable procurement and supported businesses future planning other information A summary of procurement activity was provided in the Executive Director’s report and the Council’s Annual Procurement Report for 2024/2025 was attached as Appendix 1 to the report. The Committee decided: that the Annual Procurement Report for 2024/2025 be noted. [Reference: Minutes of 30 October 2024 (Paragraph 12)] 19 Finance and Corporate Resources’ Risk Register and Risk Control Plan A report dated 22 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the Risk Register and Risk Control Actions for Finance and Corporate Resources. The Resource had followed Council guidance in developing, monitoring and updating its Risk Control Register on an ongoing basis. The Register had been developed to ensure that the Resource:- was fully aware of the main risks was able to prioritise those risks had controls in place to eliminate or minimise the impact of the risk The Council’s updated Risk Management Strategy had been rolled out from 1 April 2025. The main changes to the Risk Register were summarised at paragraph 5.5 of the report. Risks were scored in accordance with the Council’s scoring mechanism based on likelihood and impact of risk. This resulted in risks being scored between 1 to 25 (low to very high). Risks were scored on their inherent risk (risk if nothing was done), and their residual risk (risk after applying controls). Details of all risks which had scored very high and high were provided in Appendix 1 to the report. Risks evaluated as being medium or low risk would be monitored to ensure that they continued to be adequately managed. Appendix 2 to the report provided a comparison of risk scores for 2024 and 2025. This appendix also detailed changes in risk descriptions. There were currently 5 risk control actions due for completion during the remainder of 2025/2026 and those would be progressed by the relevant officers. Within Finance and Corporate Resources, 2 partnerships had been identified. One of those, the Community Planning Partnership (CPP), had been assessed as high risk and the remaining partnership, the Clyde Valley Learning Partnership, had been assessed as low risk. 16
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Appropriate risk management arrangements were in place for the CPP, with regular reports on its risk register and action plan presented to the CPP Board. The Committee decided: (1) that the content of the Finance and Corporate Resources’ Risk Register, following review, as detailed in Appendix 1 to the report, be noted; and (2) that it be noted that the outstanding risk control actions would be progressed by relevant officers. [Reference: Minutes of 30 October 2024 (Paragraph 13)] 20 Notification of Contracts Awarded – 1 April to 30 September 2025 A report dated 20 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on contracts awarded by Finance and Corporate Resources during the period 1 April to 30 September 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 11 June 2025 (Paragraph 14)] 21 Urgent Business There were no items of urgent business. Chair’s Closing Remarks The Chair extended the compliments of the season to all members and officials present. 17
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RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 11 November 2025 Chair: Councillor Joe Fagan Councillors Present: Councillor Maureen Chalmers, Councillor Gerry Convery (Depute), Councillor Katy Loudon (substitute for Councillor Ross Clark) Councillors’ Apologies: Councillor Alex Allison, Councillor Robert Brown, Councillor Ross Clark Attending: Education Resources L McRoberts, Executive Director Finance and Corporate Resources S McLeod, Administration Officer; M Milne, Head of Personnel Services 1 Declaration of Interests No interests were declared. Councillor Loudon made a transparency statement in relation to item 5 of the agenda - Applicant Reference Number 1, as the applicant worked at the school attended by a family member. 2 Minutes of Previous Meeting The minutes of the meeting of the Recruitment Committee held at 10.00am on 7 October 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Urgent Business There were no items of urgent business. 4 Exclusion of Press and Public The Committee decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 3 19
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5 Post of Head of Education The Committee proceeded to interview 4 candidates for the post of Head of Education. Two applicants, who had been selected for interview, had since withdrawn their applications. The Committee decided: that T McDermott, Headteacher, Braidhurst High School, North Lanarkshire Council be appointed to the post of Head of Education. [Reference: Minutes of 7 October 2025 at 10.00am (Paragraph 4)] 20
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RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 17 November 2025 Chair: Councillor Joe Fagan Councillors Present: Councillor Alex Allison, Councillor Robert Brown, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Gerry Convery (Depute) Attending: Finance and Corporate Resources S McLeod, Administration Officer; M Milne, Head of Personnel Services Health and Social Care/Social Work Resources S Sengupta, Director 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Recruitment Committee held at 4.00pm on 7 October 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Urgent Business There were no items of urgent business. 4 Exclusion of Press and Public The Committee decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 5 Post of Head of Children and Justice Services The Committee proceeded to interview 4 candidates for the post of Head of Children and Justice Services. One applicant, who had been selected for interview, had since withdrawn their application. 3 21
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The Committee decided: that A McCrea, Service Manager (Children and Justice), South Lanarkshire Council be appointed to the post of Head of Children and Justice Services. [Reference: Minutes of 7 October 2025 at 4.00pm (Paragraph 4)] 22
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RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 20 January 2026 Chair: Councillor Joe Fagan Councillors Present: Councillor Alex Allison, Councillor Robert Brown, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Maureen Devlin (substitute for Councillor Gerry Convery) Councillor’s Apology: Councillor Gerry Convery (Depute) Attending: Chief Executive’s Service P Manning, Chief Executive Finance and Corporate Resources S McLeod, Administration Officer; M Milne, Head of Personnel Services 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Recruitment Committee held on 13 January 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Urgent Business There were no items of urgent business. 4 Exclusion of Press and Public The Committee decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 5 Post of Executive Director (Community and Enterprise Resources) The Committee proceeded to interview 4 candidates for the post of Executive Director (Community and Enterprise Resources). One applicant, who had been selected for interview, had since withdrawn their application. 3 23
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The Committee decided: that K Carr, Head of Facilities, Waste and Grounds Services, South Lanarkshire Council be appointed to the post of Executive Director (Community and Enterprise Resources). [Reference: Minutes of 13 January 2026 (Paragraph 5)] 24
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources - Revenue Budget Monitoring 2025/2026 and Probable Outturn 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 29 December 2025 for Finance and Corporate Resources provide a Probable Outturn 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 Probable Outturn forecast to 31 March 2026 of an underspend after approved transfer to reserves 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 third 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 Appendices B to I provide 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 29 December 2025 within the Resource budget, as well as the output from the formal Probable Outturn exercise and the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 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. Probable Outturn: Following the Council’s formal Probable Outturn exercise, the Resource is forecasting an underspend of £0.578 million after transfers to reserves. The position before transfers to reserves is an underspend of £0.878 million due to the reduced costs associated with Empty Property Relief which is demand led. The transfer to Reserves approved at the Executive Committee (4 February 2026) total £0.300 million and relate to a contribution to the Insurance Fund to manage the anticipated increase in insurance premiums. 5.3. Within this position is an anticipated underspend of £0.040 million on Community Grants which is offset by the proposal to use this for in-year to support local food banks, as discussed at Executive Committee on 3 December. The payments will be made to constituted organisations in the third sector, to support the Council’s priority of tackling poverty. 5.4. As at 29 December 2025, the Resource’s projected outturn position for 2025/2026 is an underspend of £0.878 million before approved Transfers to Reserves (Appendix B). 5.5. Virements are proposed to realign budgets across budget categories and with other Resources. These movements have been detailed in Appendices C-I, where relevant. 6. 2025/2026 Investments 6.1. Funding has been allocated to Finance and Corporate Resources as part of the approved Local Action Fund for 2025/2026. This relates to grants and contributions approved to various bodies. Budget of £0.288 million is included in Finance and Corporate Resources position as outlined in Appendix H with expenditure being incurred in line with Elected Members’ proposals as approved at the Executive Committee. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures which could increase the risk of overspend, however these are mitigated by additional funds being added to the budget. 8.2. The risk is managed through four weekly Budget Monitoring meetings at which any variance is analysed. In addition, the new forecasting within FUSION and work with the Resource and finance teams, ensures early warning for corrective action to be taken where appropriate. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and therefore no impact assessment is required. 26
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9.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 21 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee – 19 November 2025 List of Background Papers Financial Ledger and budget monitoring results to 29 December 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 27
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 29 December 2025 (No. 10) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (Before Transfers to Reserves) (£000) % YTD Actual (£000) Strategy 2,311 2,344 (32) (1.38%) 2,772 Transactions 18,560 17,705 854 4.60% 15,201 Audit 363 345 18 4.96% 349 Information Technology 8,512 8,614 (102) (1.20%) 11,953 Communications and Strategy 2,530 2,296 234 9.25% 2,055 Administration, Legal, Licensing and Registration 4,949 4,928 21 0.42% 4,346 Personnel 6,800 6,915 (115) (1.69%) 5,632 Net Controllable Exp. 44,025 43,147 878 1.99% 42,308 Transfer to Reserves 0 300 (300) Position after Transfer to Reserves 44,025 43,447 578 1.31% Service Heading Explanation for significant projected outturn variances Strategy The minor projected overspend is due to a lower than budgeted level of turnover experienced during the financial year. (Appendix C). Transactions The projected underspend is mainly due to less than budgeted spend on Empty Property Relief (EPR) and turnover within the service, partially offset by higher than budgeted postage costs for Council Tax billing. (Appendix D). Audit The minor underspend projected is due to a vacancy within the Service. (Appendix E). Information Technology The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. (Appendix F). Communications and Strategy The projected underspend is due to turnover within the Service and an over-recovery of income relating to increased work carried out and recovered from Resources. (Appendix G). Administration, Legal, Licensing and Registration The minor projected underspend is due to an over-recovery of licensing income partially offset by 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). 28
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 29 December 2025 (No. 10) 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 35,675 35,711 (36) over (0.10%) 25,856 Property Costs 3,873 3,015 858 under 22.15% 1,510 Supplies & Services 9,063 9,183 (120) over (1.32%) 8,641 Transport & Plant 33 21 12 under 36.36% 17 Administration Costs 8,177 8,338 (161) over (1.97%) 5,720 Payments to Other Bodies 3,535 3,596 (61) over (1.73%) 2,817 Payments to Contractors 291 298 (7) over (2.41%) 155 Transfer Payments 49,063 48,559 504 under 1.03% 35,737 Financing Charges 1,416 1,511 (95) over (6.71%) 1,414 Total Controllable Exp. 111,126 110,232 894 over (0.80%) 81,867 Total Controllable Inc. (67,101) (67,085) (16) under recovery (0.02%) (39,559) Net Controllable Exp. 44,025 43,147 878 under 1.99% 42,308 Transfer to Reserves 0 300 (300) Position after Transfer to Reserves 44,025 43,447 578 under 1.31% 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. 29
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Appendix C South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 29 December 2025 (No. 10) Finance – Strategy Services Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 3,120 3,158 (38) over (1.22%) 2,326 1 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 15 21 (6) over (40.00%) 5 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 132 134 (2) over (1.52%) 125 Payments to Other Bodies 665 667 (2) over (0.30%) 327 Payments to Contractors 40 41 (1) over (2.50%) 41 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 20 21 (1) over 5.00% 3 Total Controllable Exp. 3,992 4,042 (50) over (1.25%) 2,827 Total Controllable Inc. (1,681) (1,698) 17 over recovery (1.01%) (55) Net Controllable Exp. 2,311 2,334 (33) over (1.43%) 2,772 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 2,311 2,334 (33) over (1.43%) Variance Explanations 1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. Budget Virements None. 30
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Appendix D South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 29 December 2025 (No. 10) 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 13,186 13,023 163 under 1.24% 9,418 1, a Property Costs 3,710 2,852 858 under 23.13% 1,448 2 Supplies & Services 928 1,069 (141) over (15.19%) 939 a Transport & Plant 4 2 2 under 50.00% 0 Administration Costs 1,292 1,496 (204) over (15.79%) 1,120 3 Payments to Other Bodies 1,504 1,563 (59) over (3.92%) 1,221 Payments to Contractors 251 256 (5) over (1.99%) 113 Transfer Payments 49,063 48,559 504 under 1.03% 35,737 4, b, c Financing Charges 105 144 (39) over (37.14%) 6 Total Controllable Exp. 70,043 68,964 1,079 under 1.54% 50,002 Total Controllable Inc. (51,483) (51,259) (224) under recovery 0.44% (34,801) 5, c Net Controllable Exp. 18,560 17,705 855 under 4.61% 15,201 Transfer to Reserves 0 300 (300) i Position after Transfer to Reserves 18,560 18,005 555 under 2.99% Variance Explanations 1. The projected underspend is due to the level of turnover being experienced during the year. 2. The projected underspend reflects less than budgeted spend on the Empty Property Relief (EPR) budget. 3. The projected overspend is mainly due to higher than budgeted postage costs for Council Tax billing. 4. The projected underspend in this line reflects the demand-led spend on Rent Allowance and Rent Rebates and is offset by an under-recovery of Income (refer 5 below). 5. The projected under-recovery is offset by the demand-led underspend in Transfer Payments (see 4 above). Budget Virements a. Transfer from Reserves to reflect service delivery. Net Effect £0.304m: Employee Costs £0.180m; Supplies and Services £0.124m. b. Transfer from Reserves for Discretionary Housing Payments. Net Effect £0.138m: Transfer Payments £0.138m. c. Budget Realignment to reflect service delivery. Net Effect £0.000m: Transfer Payments (£17.000m); Income £17.000m. Transfer to Reserves i. Insurance Fund - A contribution to manage the anticipated increase in insurance premiums paid from the Fund (£0.300m). 31
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Appendix E South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 29 December 2025 (No. 10) Audit Services Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 513 497 16 under 3.12% 345 1 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 6 4 2 under 33.33% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 7 7 0 - 0.00% 6 Payments to Other Bodies 0 0 0 0.00% 0 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 4 4 0 - 0.00% 0 Total Controllable Exp. 530 512 18 under 3.40% 351 Total Controllable Inc. (167) (167) 0 - 0.00% (2) Net Controllable Exp. 363 345 18 under 4.96% 349 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 363 345 18 under 4.96% Variance Explanations 1. The projected underspend is due to the level of turnover being experienced during the year. Budget Virements None. 32
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Appendix F South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 29 December 2025 (No. 10) 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 5,579 5,727 (148) over (2.65%) 4,116 1 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 6,929 6,924 5 under 0.07% 6,856 a Transport & Plant 4 1 3 under 75.00% 1 Administration Costs 1,591 1,624 (33) over (2.07%) 1,015 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 835 839 (4) over (0.48%) 1,129 Total Controllable Exp. 14,938 15,115 (177) over (1.18%) 13,117 Total Controllable Inc. (6,426) (6,501) 75 over recovery (1.17%) (1,164) 2 Net Controllable Exp. 8,512 8,614 (102) over (1.20%) 11,953 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 8,512 8,614 (102) over (1.20%) Variance Explanations 1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. 2. The projected over recovery of income reflects greater than budgeted level of recharges during the financial year. Budget Virements a. Transfer from Reserves to reflect service delivery. Net Effect £0.500m: Supplies and Services £0.500m 33
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Appendix G South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 29 December 2025 (No. 10) 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 2,424 2,306 118 under 4.87% 1,705 1 Property Costs 140 140 0 - 0.00% 42 Supplies & Services 506 457 49 under 9.68% 270 2 Transport & Plant 3 3 0 - 0.00% 3 Administration Costs 1,102 1,102 0 - 0.00% 707 Payments to Other Bodies 649 649 0 - 0.00% 607 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 351 356 (5) over (1.42%) 265 Total Controllable Exp. 5,175 5,013 162 under 3.13% 3,599 Total Controllable Inc. (2,645) (2,717) 72 over recovery (2.72%) (1,544) 3 Net Controllable Exp. 2,530 2,296 234 under 9.25% 2,055 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 2,530 2,296 234 under 9.25% Variance Explanations 1. The projected underspend is due to the level of turnover being experienced during the year. 2. The projected underspend reflects less than budgeted charges for shred console uplifts, photocopiers and materials which are demand led. 3. The projected over-recovery in income reflects the increased recharges for royal mail postages and outsourced mail relating to increased work carried out and recovered from Resources. Budget Virements None. 34
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Appendix H South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 29 December 2025 (No. 10) 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 3,983 4,063 (80) over (2.01%) 2,883 1, a, b Property Costs 5 5 0 - 0.00% 4 Supplies & Services 450 490 (40) over (8.89%) 468 c Transport & Plant 13 13 0 - 0.00% 12 Administration Costs 2,848 2,817 31 under 1.09% 2,030 Payments to Other Bodies 483 483 0 - 0.00% 485 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 65 68 (3) over (4.62%) 9 Total Controllable Exp. 7,847 7,939 (92) over (1.17%) 5,891 Total Controllable Inc. (2,898) (3,011) 113 over recovery (3.90%) (1,545) 2, a Net Controllable Exp. 4,949 4,928 21 under 0.42% 4,364 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 4,949 4,928 21 under 0.42% Variance Explanations 1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. 2. The projected over recovery relates to increased licensing income from triennial licensing renewals for Private Hire Operators / Drivers and Taxi Operators. Budget Virements a. Budget Realignment to reflect service delivery. Net Effect £0.000m: Employee Costs £0.101m; Income (£0.101m). b. Transfer from Reserves to reflect service delivery. Net Effect £0.100m: Employee Costs £0.100m. c. Transfer from Corporate Items in relation to Local Action Fund (taking the total to £0.288m): Net Effect £0.162m: Supplies and Services £0.162m. 35
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Appendix I South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 29 December 2025 (No. 10) Personnel Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 6,870 6,937 (67) over (0.98%) 5,063 1 Property Costs 18 18 0 - 0.00% 16 Supplies & Services 229 218 11 under 4.80% 103 Transport & Plant 9 2 7 under 77.78% 1 Administration Costs 1,205 1,158 47 under 3.98% 717 2 Payments to Other Bodies 234 234 0 - 0.00% 177 Payments to Contractors 0 1 (1) over 0.00% 1 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 36 79 (43) over (119.44%) 2 3 Total Controllable Exp. 8,601 8,647 (46) over (0.53%) 6,080 Total Controllable Inc. (1,801) (1,732) (69) under recovery 3.83% (448) 4 Net Controllable Exp. 6,800 6,915 (115) over (1.69%) 5,632 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 6,800 6,915 (115) over (1.69%) 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 is due to lower than budgeted medical costs and legal expenses and is offset by an under- recovery of Income (refer 4 below). 3. The projected overspend is due to higher than budgeted IT equipment leasing costs. 4. The projected under-recovery in income reflects reduced recharges for medical costs and legal expenses (see 2 above). Budget Virements None. 36
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2026 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 2025 to 29 December 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Finance and Corporate Resources capital programme of £0.645 million, and forecast expenditure of £0.645 million, be noted. [1recs] 3. Background 3.1. This is the third 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 £0.645 million for Finance and Corporate Resources is based on the overall Capital Programme for 2025/2026 (June 2025). There has been no change to this budget since the last report to this Committee. 3.3. The report details the financial position for Finance and Corporate Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2025/2026 Budget As detailed in Section 3.2, the revised capital programme for Finance and Corporate Resources for 2025/2026 is £0.645 million. 5.2. 2025/2026 Forecast Appendix A shows a forecast for the financial year of £0.645 million. For information, actual expenditure to 29 December is £0.280 million. 5 37
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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) 21 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 25 June 2025 List of Background Papers Financial ledger to 29 December 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 2025/2026 Finance and Corporate Resources Programme For Period 1 April 2025 – 29 December 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 545 150 (50) 645 645 - 280 TOTAL 545 150 (50) 645 645 - 280 39
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources – Workforce Monitoring – 1 October to 31 December 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 October to 31 December 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 October to 31 December 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 13 September 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 October to 31 December 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of December 2025 for Finance and Corporate Resources. The Resource absence figure for December 2025 was 4.7%, this figure has increased by 0.2% when compared to the previous month and is 2.8% lower than the Council-wide figure. Compared to December 2024, the Resource absence figure has increased by 0.3%. Based on the absence figures at December 2025 and annual trends, the annual average absence for the Resource for 2025/2026 is 3.6% compared to a Council- wide average figure of 6.1%. 6 41
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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, 75 referrals were made this period. This represents an increase of 19 when compared with the same period last year. 4.3. Accident/Incident Statistics There was no accident/incident recorded within the Resource this period. This remained the same when compared with the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 1 disciplinary hearing was heard by the Resource. This remained the same when compared with the same period last year. No appeal was heard by the Resource, and no appeals were pending. 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 8 leavers this period who were eligible for an exit interview. This figure has increased by 2, when compared with the same period last year. One exit interview was conducted in this period, this figure has decreased by 1 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 1 employee in post from 14 June 2025 to 13 September 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 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. 42
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Jackie Taylor Executive Director (Finance and Corporate Resources) 15 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Finance and Corporate Resources – 19 November 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 43
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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 3.0 July 0.0 0.0 0.0 July 3.5 3.5 3.0 July 3.8 4.1 4.3 August 3.8 2.6 4.0 August 0.0 0.0 0.0 August 3.8 2.6 4.0 August 4.1 4.7 4.7 September 3.9 3.2 4.0 September 0.0 0.0 0.0 September 3.9 3.2 4.0 September 5.3 6.1 6.1 October 3.2 3.2 3.9 October 0.0 0.0 0.0 October 3.2 3.2 3.9 October 5.1 6.0 6.2 November 3.5 4.6 4.5 November 0.0 0.0 0.0 November 3.5 4.6 4.5 November 6.2 6.9 7.0 December 3.3 4.4 4.7 December 0.0 0.0 0.0 December 3.3 4.4 4.7 December 6.6 7.0 7.5 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 3.6 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.6 Annual Average 5.4 5.9 6.1 Average Apr-Dec 3.7 3.4 3.6 Average Apr-Dec 0.0 0.0 0.0 Average Apr-Dec 3.7 3.4 3.6 Average Apr-Dec 5.1 5.6 5.8 815 0 815 15695 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Finance and Corporate Resources No of Employees at 31 December 2025 No of Employees at 31 December 2025 APT&C Council WideManual Workers No of Employees at 31 December 2025 Resource Total No of Employees at 31 December 2025 44
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Oct - Dec Oct - Dec 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 23 26 TOTAL 56 75 Oct - Dec Oct - Dec 2024 2025 Total Accidents/Incidents 0 0 Oct - Dec Oct - Dec 2024 2025 Total Number of Hearings 1 1 Time Taken to Convene Hearing October - Oct to Dec 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 0 1 Oct - Dec Oct - Dec 2024 2025 Number of Grievances 0 0 Oct - Dec Oct - Dec 2024 2025 Number of Incidents 0 0 ***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 10 26 5 6 18 17 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS 45
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Oct - Dec Oct - Dec 2024 2025 Career Advancement 2 3 Other 4 5 Total Number of Leavers Eligible for Exit Interview 6 8 Number of Exit Interviews conducted 2 1 Percentage of interviews conducted 33% 13% ANALYSIS OF REASONS FOR LEAVING Appendix 2a FINANCE AND CORPORATE RESOURCES 46
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As at 13 September 2025 Total Number of Employees F/T P/T F/T P/T 182 23 364 241 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 87.21 333.36 216.12 56.11 22.00 0.00 0.00 0.00 722.80 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 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 809 Appendix 3 JOINT STAFFING WATCH RETURN FINANCE AND CORPORATE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 810 MALE FEMALE TOTAL 47
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Council-wide Workforce Monitoring – 1 October to 31 December 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 October to 31 December 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 October to 31 December 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 13 September 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 October to 31 December 2025. 4. Attendance Statistics 4.1. Information on absence statistics for the Council and each Resource, as analysed for December 2025, is provided in Appendices 1 to 8. Points to note are:- The Council’s absence rate for December 2025, shown in Appendix 1, is 7.5% which represents an increase of 0.5% when compared to the previous month and an increase of 0.5% when compared to December 2024. When compared to December 2024, the APT&C absence rate has increased by 0.2%, the teachers’ figure has increased by 0.2% and the manual workers’ figure has increased by 1.0%. Based on annual trends and the absence rate to December 2025, the annual average absence rate for the Council for 2025/2026 is 6.1%. 7 49
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In comparison to December 2024 (Appendix 8):- Psychological and respiratory conditions are the top 2 reasons for absence Total days lost due to psychological conditions have increased by 996 days Total days lost due to respiratory conditions have increased by 610 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 October to 31 December 2025 is provided in Appendix 9. during the period there were 477 employees referred for a medical examination, which is an increase of 71 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 495 employees attended physiotherapy treatment, showing a decrease of 2 when compared to the same period last year. Of the 495 employees referred, 70% remained at work whilst undertaking treatment during this period 532 employees were referred to the Employee Support Officer, showing a decrease of 12 when compared with the same period last year. Of the referrals made this period, 84% related to personal reasons 175 employees were referred to the PAM Assist counselling service this period, showing a decrease of 12 when compared with the same period last year. All the referrals made this period were made directly by employees. Personal reasons accounted for 18% of the referrals made, 14% were for work related reasons and 68% was for other reasons 13 employees were referred for Cognitive Behavioural Therapy this period, an increase of 5 when compared to the same period last year 6. Accidents/Incidents 6.1. The accident/incident report for 1 October to 31 December 2025 is contained in Appendix 10:- the number of accidents/incidents recorded was 635 of those, all 635 have been investigated of those investigated, no specified injuries were recorded of those investigated there were 115 minor accidents/incidents of those investigated there were no accidents that resulted in an absence lasting over 3 days of those investigated there were 3 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 October to 31 December 2025 is contained in Appendices 11, 12a and 12b. 50
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During the period:- a total of 61 disciplinary hearings were held across Resources within the Council, this figure has decreased by 2 when compared to the same period last year. action was taken in 58 of these cases. One appeal was raised against the outcome and was pending our target is to convene disciplinary hearings within 6 weeks, 49% of hearings met this target 8 grievances were submitted, of which 7 are currently being investigated and 1 was resolved at stage 2 11 Dignity at Work complaints were raised, all of which are currently being investigated 1 referral for mediation was submitted 8. Analysis of Leavers and Exit Interviews 8.1. Information on the number of leavers and exit interviews for the period 1 October to 31 December 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 13 September 2025, the Council’s turnover figure for 1 October to 31 December 2025 is as follows:- 110 leavers eligible for exit interviews/15,447 employees in post = Labour Turnover of 0.7%. Based on the figure at December 2025, the annual labour turnover figure for the financial year 2025/2026 for the Council is 3.2%. 8.2. Analysis of Leavers and Exit Interviews:- 110 employees left the Council that were eligible for an exit interview, this is a decrease of 32 when compared with the same period last year a total of 24 exit interviews were conducted which is a decrease of 13 when compared with same period last year 9. Recruitment Monitoring 9.1. Information on Recruitment Monitoring for 1 October to 31 December 2025 is contained within Appendix 14. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:- overall, 4,544 applications and 4,544 completed Equal Opportunities Monitoring Forms were received of those applicants who declared themselves as disabled (271), 160 were shortleeted for interview and 10 were appointed of those applicants of a black/ethnic minority background (551), 185 were shortleeted for interview and 15 were appointed Of those applicants who are Ex-armed forces (53), 21 was shortleeted for interview and 1 was appointed 51
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10. Staffing Watch 10.1. There has been an decrease of 141 in the number of employees in post from 14 June 2025 to 13 September 2025. Details of the staffing watch are contained in Appendix 15. 11. Employee Implications 11.1. There are no implications for employees arising from the information presented in this report. 12. Financial Implications 12.1. All financial implications are accommodated within existing budgets. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no climate change, sustainability or environmental implications arising from the information presented in this report. 14. Other Implications 14.1. There are no implications for risk in terms of the information contained within this report. 15. Integrated Impact Assessment and Consultation Requirements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 15.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 15 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Finance and Corporate Resources Committee – 10 September 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 52
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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 4.6 July 1.1 1.0 1.4 July 5.8 6.3 6.5 July 3.8 4.1 4.3 August 4.2 4.6 5.0 August 1.3 1.9 1.7 August 6.2 7.5 7.0 August 4.1 4.7 4.7 September 5.2 6.2 5.9 September 2.9 3.5 4.1 September 7.6 8.3 8.3 September 5.3 6.1 6.1 October 5.2 6.3 6.0 October 2.7 3.8 4.2 October 7.1 7.7 8.4 October 5.1 6.0 6.2 November 6.1 7.0 6.8 November 4.3 5.0 5.3 November 8.1 8.4 8.8 November 6.2 6.9 7.0 December 6.7 7.1 7.3 December 4.8 5.4 5.6 December 7.8 8.5 9.5 December 6.6 7.0 7.5 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 3.9 Annual Average 7.2 7.8 8.0 Annual Average 5.4 5.9 6.1 Average Apr-Dec 5.2 5.7 5.9 Average Apr-Dec 2.8 3.3 3.6 Average Apr-Dec 6.9 7.6 7.9 Average Apr-Dec 5.1 5.6 5.8 7273 4022 4400 15695 Council Wide No of Employees at 31 December 2025 No of Employees at 31 December 2025 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Council Wide APT&C Teachers No of Employees at 31 December 2025 No of Employees at 31 December 2025 Manual Workers 53
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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 3.6 July 4.6 4.5 5.9 July 4.3 4.4 5.5 July 3.8 4.1 4.3 August 3.0 3.4 2.5 August 5.2 6.2 6.7 August 4.9 5.7 6.1 August 4.1 4.7 4.7 September 2.5 3.8 3.5 September 7.1 7.5 8.2 September 6.4 6.9 7.4 September 5.3 6.1 6.1 October 2.0 4.2 3.3 October 7.0 7.2 8.2 October 6.3 6.7 7.4 October 5.1 6.0 6.2 November 2.6 3.6 3.3 November 8.1 8.3 8.6 November 7.3 7.6 7.7 November 6.2 6.9 7.0 December 3.0 3.8 4.6 December 7.5 8.1 9.1 December 6.8 7.4 8.4 December 6.6 7.0 7.5 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 3.5 Annual Average 6.8 7.2 7.8 Annual Average 6.2 6.6 7.1 Annual Average 5.4 5.9 6.1 Average Apr-Dec 3.0 3.7 3.4 Average Apr-Dec 6.4 6.8 7.6 Average Apr-Dec 6.0 6.3 6.9 Average Apr-Dec 5.1 5.6 5.8 586 2828 3414 15695 Manual Workers Resource Total No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 Appendix 2 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Community and Enterprise Resources APT&C Council Wide 54
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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 3.8 July 1.1 1.0 1.4 July 2.2 2.0 2.4 July 3.8 4.1 4.3 August 4.0 3.9 4.4 August 1.3 1.9 1.7 August 2.5 2.8 2.8 August 4.1 4.7 4.7 September 5.9 6.6 5.8 September 2.9 3.5 4.1 September 4.3 4.9 4.8 September 5.3 6.1 6.1 October 5.5 6.5 6.6 October 2.7 3.8 4.2 October 4.0 5.0 5.2 October 5.1 6.0 6.2 November 7.1 7.8 8.2 November 4.3 5.0 5.3 November 5.6 6.2 6.6 November 6.2 6.9 7.0 December 8.1 8.6 8.5 December 4.8 5.4 5.6 December 6.3 6.8 6.9 December 6.6 7.0 7.5 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 3.9 Annual Average 4.5 4.9 5.2 Annual Average 5.4 5.9 6.1 Average Apr-Dec 5.5 5.9 6.3 Average Apr-Dec 2.8 3.3 3.6 Average Apr-Dec 4.0 4.5 4.8 Average Apr-Dec 5.1 5.6 5.8 3200 4022 7222 15695 Appendix 3 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Education Resources Council WideAPT&C Teachers Resource Total No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 55
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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 3.0 July 0.0 0.0 0.0 July 3.5 3.5 3.0 July 3.8 4.1 4.3 August 3.8 2.6 4.0 August 0.0 0.0 0.0 August 3.8 2.6 4.0 August 4.1 4.7 4.7 September 3.9 3.2 4.0 September 0.0 0.0 0.0 September 3.9 3.2 4.0 September 5.3 6.1 6.1 October 3.2 3.2 3.9 October 0.0 0.0 0.0 October 3.2 3.2 3.9 October 5.1 6.0 6.2 November 3.5 4.6 4.5 November 0.0 0.0 0.0 November 3.5 4.6 4.5 November 6.2 6.9 7.0 December 3.3 4.4 4.7 December 0.0 0.0 0.0 December 3.3 4.4 4.7 December 6.6 7.0 7.5 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 3.6 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.6 Annual Average 5.4 5.9 6.1 Average Apr-Dec 3.7 3.4 3.6 Average Apr-Dec 0.0 0.0 0.0 Average Apr-Dec 3.7 3.4 3.6 Average Apr-Dec 5.1 5.6 5.8 815 0 815 15695 Appendix 4 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Finance and Corporate Resources No of Employees at 31 December 2025 No of Employees at 31 December 2025 APT&C Council WideManual Workers No of Employees at 31 December 2025 Resource Total No of Employees at 31 December 2025 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 5.7 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 5.2 July 8.1 8.6 6.4 July 6.2 6.7 5.7 July 3.8 4.1 4.3 August 5.1 5.5 5.4 August 8.5 8.8 6.0 August 6.4 6.9 5.7 August 4.1 4.7 4.7 September 4.7 7.5 5.9 September 7.8 7.4 6.7 September 6.0 7.5 6.2 September 5.3 6.1 6.1 October 4.9 7.3 5.7 October 5.2 6.0 7.1 October 5.0 6.8 6.3 October 5.1 6.0 6.2 November 4.8 6.8 6.9 November 6.7 6.2 7.8 November 5.6 6.5 7.2 November 6.2 6.9 7.0 December 5.1 6.4 6.6 December 7.4 5.8 8.9 December 6.0 6.2 7.5 December 6.6 7.0 7.5 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 6.0 Annual Average 6.9 7.1 6.6 Annual Average 5.8 6.7 6.2 Annual Average 5.4 5.9 6.1 Average Apr-Dec 5.1 6.1 5.7 Average Apr-Dec 7.1 7.4 6.6 Average Apr-Dec 5.9 6.7 6.0 Average Apr-Dec 5.1 5.6 5.8 883 549 1432 15695 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2023/2024, 2024/2025 & 2025/2026 APT&C Manual Workers Council Wide No of Employees at 31 December 2025No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 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 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 6.8 July 8.8 11.2 9.0 July 6.5 8.0 7.5 July 3.8 4.1 4.3 August 4.8 6.9 7.1 August 8.6 11.4 8.7 August 6.0 8.4 7.7 August 4.1 4.7 4.7 September 5.6 7.2 7.7 September 9.3 12.0 10.0 September 6.8 8.8 8.5 September 5.3 6.1 6.1 October 6.5 7.5 7.0 October 8.5 11.0 10.1 October 7.1 8.6 8.0 October 5.1 6.0 6.2 November 7.3 8.1 6.6 November 9.0 10.0 10.1 November 7.8 8.7 7.8 November 6.2 6.9 7.0 December 7.4 7.0 7.6 December 9.5 11.6 11.2 December 8.1 8.5 8.8 December 6.6 7.0 7.5 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 7.0 Annual Average 9.1 10.7 10.0 Annual Average 7.2 8.1 8.0 Annual Average 5.4 5.9 6.1 Average Apr-Dec 6.1 6.8 7.0 Average Apr-Dec 8.9 10.5 9.5 Average Apr-Dec 7.0 8.0 7.8 Average Apr-Dec 5.1 5.6 5.8 1789 1023 2812 15695 Appendix 6 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 58
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Appendix 7 Absence by long and short term From: 1 October to 31 December 2025 Community and Enterprise 3414 2.3 5.1 7.4 2.8 4.9 7.7 2.4 6.0 8.4 Education 7222 1.9 3.3 5.2 2.6 4.0 6.6 2.0 4.9 6.9 Finance and Corporate 815 0.9 3.0 3.9 2.1 2.4 4.5 1.9 2.8 4.7 Housing & Technical 1432 2.3 4.0 6.3 2.6 4.6 7.2 2.6 4.9 7.5 Social Work 2812 6.0 2.0 8.0 2.2 5.6 7.8 3.0 5.8 8.8 Council Overall for October to December 2025 15695 2.0 4.2 6.2 2.6 4.4 7.0 2.3 5.2 7.5 November 2025 Total Short Term % Total Long Term % Resource Total Absence % December 2025 Total Short Term % Total Long Term % Resource Total Absence % Resource No of employees Resource Total Absence % October 2025 Total Short Term % Total Long Term % 59
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From : 1 December 2025 to 31 December 2025 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1675 27 1419 14 120 16 414 19 814 19 4442 19 Psychological 1669 27 3722 37 317 42 760 35 1608 37 8076 34 Stomach, Bowel, Blood, Metabolic Disorders 524 8 1063 11 70 9 195 9 369 8 2221 9 Respiratory 1050 17 2147 21 152 20 405 19 858 20 4612 20 Other Classification 1279 21 1710 17 92 18 385 18 701 16 4167 18 Total Days Lost By Resource 6197 100 10061 100 751 100 2159 100 4350 100 23518 100 Total Work Days Available From : 1 December 2024 - 31 December 2024 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1493 28 1378 14 44 7 457 27 907 21 4279 20 Psychological 1337 25 3484 36 216 32 470 28 1573 37 7080 33 Stomach, Bowel, Blood, Metabolic Disorders 720 14 902 9 50 7 179 11 453 11 2304 11 Respiratory 697 13 2017 21 283 42 270 16 735 17 4002 19 Other Classification 1030 20 1904 20 83 12 317 19 561 13 3895 18 Total Days Lost By Resource 5277 100 9685 100 676 100 1693 100 4229 100 21560 100 Total Work Days Available Finance and Corporate Housing and Technical Resources 142214 74003 145960 16124 71394 15524 27382 Finance and Corporate 28649 49570 Appendix 8 Attendance Monitoring Absence Classification Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason 49707 Education Resources Percentage Housing and Technical Resources Education Resources Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason Percentage 60
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Appendix 9 Teachers Others 111 37 64 26 84 155 88 52 96 10 58 102 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 108 128 105 109 0 0 78 71 264 242 0 2 111 91 23 26 0 0 18 17 24 48 0 1 54 57 128 107 Social Work 3 1 128 131 544 532 Not Disclosed 5 9 497 495 Total 8 13 Reason Oct-Dec 2024 Oct-Dec 2025 Work Stress 33 25 Addicition 2 1 Personal 12 31 Anxiety/Depression 119 114 Bereavement 21 4 Total 187 175 Analysis of Counselling Referrals by Cause Total Finance and Corporate Housing and Technical Housing and Technical Social Work Social Work Total Community and Enterprise Community and Enterprise Education (Teachers) Education Education (Others) Finance and Corporate Total (Oct-Dec 2024) 406 No of Employees Referred For Physiotherapy No of Employees Referred To Employee Support Officer No of Employees Referred For Cognitive Behavioural Therapy Resource Resource Total (Oct-Dec 2025) 477 Education Finance and Corporate Housing & Technical Social Work Totals Finance and Corporate Education Community and Enterprise Resource Housing and Technical Occupational Health Reports From: 1 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 2024 Medical Referrals Community and Enterprise 61
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Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 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 5 3 1 0 0 0 2 0 3 0 11 3 Over 7 Day (Violence) 0 0 2 0 0 0 0 0 0 0 2 0 Total Over 7 Day** 5 3 3 0 0 0 2 0 3 0 13 3 Over 3 Day 0 0 0 0 0 0 0 0 0 0 0 0 Over 3 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3 Day** 0 0 0 0 0 0 0 0 0 0 0 0 Minor Injury 17 17 31 68 0 0 5 6 17 24 70 115 Near Miss 1 5 6 23 0 0 1 0 1 8 9 36 Violence (Physical) 11 14 201 403 0 0 0 0 14 14 226 431 Violence (Verbal) 2 3 26 37 0 0 2 2 9 8 39 50 Total Minor*** 31 39 264 531 0 0 8 8 41 54 344 632 Total Finalised 36 42 267 531 0 0 10 8 44 54 357 635 Accident 0 0 0 0 0 0 0 0 0 0 0 0 Incident 0 0 0 0 0 0 0 0 0 0 0 0 Violence (Physical) 0 0 0 0 0 0 0 0 0 0 0 0 Violence (Verbal) 0 0 0 0 0 0 0 0 0 0 0 0 Near Miss 0 0 0 0 0 0 0 0 0 0 0 0 Total to be investigated**** 0 0 0 0 0 0 0 0 0 0 0 0 Total Events/Month 36 42 267 531 0 0 10 8 44 54 357 635 ****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 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 2024 Accidents by Month of Occurrence Community and Enterprise Education Finance and Corporate Housing & Tech Social Work TOTAL **Over 3 Day /Over 7 Day absence relates to events outwith the specified injury category that resulted in an absence or inability to do normal work for more than 3/7 days (not including day of injury) ***A minor injury is an injury not covered by Over 7 day, Over 3 day or Specified 62
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APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 1 26 N/A 27 0 0 N/A 0 1 26 N/A 27 9 3 15 44% 27.44 Education 3 0 5 8 0 0 0 0 3 0 5 8 1 1 6 25% 8 Finance and Corporate 1 0 N/A 1 0 0 N/A 0 1 0 N/A 1 0 0 1 0% 1 Housing and Technical 3 5 N/A 8 0 0 N/A 0 3 5 N/A 8 4 2 2 50% 8 Social Work 5 12 N/A 17 2 1 N/A 3 3 11 N/A 14 3 8 6 65% 17 Total (Oct-Dec 2025) 13 43 5 61 2 1 0 3 11 42 5 58 17 14 30 49% 61 Total (Oct-Dec 2024) 17 44 2 63 1 6 0 7 16 38 2 56 7 29 27 57% 63 APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (Oct-Dec 2025) 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 Total (Oct-Dec 2024) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 *Resources nil responses are not included in figures Appeal's Panel From: 1 October - 31 December 2025 Appeal's Panel Total 00 Appendix 11 Outcome of Appeals Not Upheld From: 1 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 2024 Appeals pending to date Record of Disciplinary Hearings No of weeks to convene Disciplinary Hearing Total 3 % Held within 6 Weeks No of Appeals No Action APT&C 4-6 6+3Teachers Total No of Disciplinary Hearings Upheld APT&C Upheld in Part Teachers Resource Resource Action Taken Upheld Upheld in Part Manual/ Craft Outcome of Disciplinary Hearings Manual/ Craft 2 Withdrawn 00 Not Upheld Total Appeals Pending 63
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Appendix 12a Record of Grievances From: 1 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 2024 Grievances No of Grievances No Resolved at Stage 1 No Resolved at Stage 2 No Resolved at Stage 3 Still in Process Total (Oct-Dec 2025) 8 0 1 0 7 Total (Oct-Dec 2024) 7 2 5 0 0 Dignity at Work From: 1 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 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 (Oct-Dec 2025) 11 0 0 0 0 11 Total (Oct-Dec 2024) 6 0 4 0 0 2 64
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Referrals for Workplace Mediation As at December 2025 Workplace Mediation Oct-25 Nov-25 Dec-25 No of Referrals 0 0 1 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 0 0 Workplace Mediation Oct-24 Nov-24 Dec-24 No of Referrals 1 0 0 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 1 0 *successful/unsuccessful case outcomes may be shown outwith the month they were referred. Appendix 12b 65
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Appendix 13 From 1 October 2025 - 31 December 2025 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 6 18 3 4 5 36 33% Personal Reasons 2 12 0 1 3 18 16% Moving outwith area 2 0 0 0 6 8 7% Child Caring / Caring Responsibilities 4 1 0 0 1 6 5% Disatisfaction with terms and conditions 1 1 0 0 0 2 2% Travelling difficulties 0 0 0 1 0 1 1% Poor relationship with managers / colleagues 0 0 0 0 0 0 0% Further Education 0 0 0 0 0 0 0% Other 11 13 5 4 6 39 35% Total no. of leavers per Resource eligible for an exit interview 26 45 8 10 21 110 Number of exit interviews conducted 3 11 1 2 7 24 % of leavers interviewed 12% 24% 13% 20% 33% 22% From 1 October 2024 - 31 December 2024 Total no. of leavers per Resource eligible for an exit interview 34 54 6 19 29 142 Number of exit interviews conducted 8 14 2 5 8 37 % of leavers interviewed 24% 26% 33% 26% 28% 26% * Note these totals include temporary employees Analysis of leavers and exit interviews 66
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Applied Interviewed Appointed % breakdown of applications received % breakdown of candidates interviewed % breakdown of applicants interviewed (based on total applications received) % breakdown of appointments (based on total appointments made) *Working age population in South Lanarkshire % **South Lanarkshire Council workforce % 4544 2023 392 Male 48.3 25.74 1361 535 113 30% 26% 12% 29% Female 51.7 74.26 3183 1488 279 70% 74% 33% 71% Disabled 17 1.35 271 160 10 6% 8% 4% 3% Not disabled 83 95.63 4273 1863 383 94% 92% 41% 98% Disability not disclosed NA 3.02 0 0 0 0% 0% 0% 0% Under 50 57.1 57.12 3700 1599 300 81% 79% 35% 77% Over 50 42.9 42.88 651 366 91 14% 18% 8% 23% Minority Ethnic 4 2.48 193 58 1 4% 3% 1% 0% BME (subset of ME) 4 1.25 828 312 33 18% 15% 7% 8% White Scottish and White Other British 92 67.14 551 185 15 12% 9% 4% 4% Ethnicity not disclosed/provided NA 30.38 3591 1642 334 79% 81% 36% 85% 125 69 25 3% 3% 2% 6% 53 21 1 1% 1% 0% 0% ** Includes Black, Asian, and Mixed ethnic backgrounds Applied Interviewed Appointed % breakdown of applications received % breakdown of candidates interviewed % breakdown of applicants interviewed (based on total applications received) % breakdown of appointments (based on total appointments made) 5985 3301 744 1567 580 156 26% 18% 10% 21% 4380 1387 432 73% 42% 23% 58% 587 223 44 10% 7% 4% 6% 5142 1671 508 86% 51% 28% 68% 751 279 74 13% 8% 5% 10% 92 1351 162 2% 41% 23% 22% 5333 2196 573 89% 67% 37% 77% 587 145 15 10% 4% 2% 2% 54 33 5 1% 1% 1% 1% Total No of applicants disability not disclosed Total No of applicants age not disclosed Total no of applicants ethnicity not disclosed Total No of BAME applicants* Total No of Ex-armed forces applicants * Includes Black, Asian, and Mixed ethnic backgrounds Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants aged under 50 Total No of applicants aged over 50 Total No of White applicants Total No of applicants not disabled Total Number of posts filled: 248 Total Number of appointments: 779 Total EO Forms Received Gender / Disability / Ethnicity/ Age Total No of Ex-armed forces applicants *Includes, Asian, Black, Mixed and White Irish, Polish, Gypsy/Traveller, Roma, Showman/Showwoman, other white and other ethnic backgrounds. *** Includes White Scottish and White Other British Gender / Disability / Ethnicity/ Age From : 1 October - 31 December 2024 Total Number of applications received: 6469 Total No of Minority Ethnic applicants* Total No of BAME applicants** Total No of White applicants*** Total No of Disabled Applicants Total No of applicants not disabled Total No of applicants disability not disclosed Total No of applicants aged under 50 Total No of applicants aged over 50 Total No of applicants age not disclosed Comparison demographic information Total EO Forms Received Total No of Male Applicants Total No of Female Applicants Total Number of Equal Opportunities Monitoring forms received: 5985 *source - 2022 census Total no of applicants ethnicity not disclosed ** source - Mainstreaming Equalities Report 2024 Total Number of Equal Opportunities Monitoring forms received: 4544 Total Number of posts filled: 263 Total Number of appointments: 392 Appendix 14 Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age From : 1 October - 31 December 2025 Total Number of applications received: 4544 67
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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 3358 1243 338 242 1535 2429.25 5.00 1680.29 411.70 263.72 48.94 17.60 0.00 2.00 0.00 Education - Others 3100 97 81 561 2361 2391.81 6.00 1155.43 1038.62 129.78 49.40 11.00 0.00 1.58 0.00 Education - Teachers 4043 673 111 2143 1116 3542.61 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3542.61 Finance & Corporate Resources 810 182 23 364 241 722.80 8.00 87.21 333.36 216.12 56.11 22.00 0.00 0.00 0.00 Housing & Technical 1384 763 116 351 154 1277.13 3.00 208.85 668.54 352.76 33.29 9.00 0.00 1.69 0.00 Social Work Resources 2752 192 228 942 1390 2361.61 3.00 315.94 1442.62 472.16 94.29 32.60 0.00 1.00 0.00 9182.60 (excluding Teachers) Total All Staff 15447 3150 897 4603 6797 12725.21 25.00 3447.72 3894.84 1434.54 282.03 92.20 0.00 6.27 3542.61 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 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 Appendix 15 Quarterly Joint Staffing Watch Return : Number Employed On 13 September 2025 Analysis by Resource Total Number of Employees Full-Time Equivalent Male Female Salary Band 68
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Treasury Management Activity – 2025/2026 Third Quarter Review 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide a third 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 2025 to 31 December 2025. 4. Market Performance 4.1. At the time of writing the base rate was 3.75% and the Bank of England Asset Purchase Programme (commonly referred to as its policy of quantitative easing) was £553bn. The Council’s Treasury Management Advisers are forecasting that the base rate is likely to remain at 3.75% for the remainder of the financial year before a further cut to 3.50% in the first quarter of 2026/2027. 5. Debt Management and Borrowing Strategy 5.1. The Council began the year with debt of £1,030.762 million 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 31 December 2025. Table 1 – Movement in Borrowing to 31 December 2025 Balance as at 01/04/2025 £m New Borrowing £m Debt Maturing £m Debt Repaid £m Balance as at 31/12/2025 £m Increase/ (Decrease) in Borrowing £m Short Term Borrowing 170.153 183.000 (216.936) 0.00 136.217 (33.936) Long Term Borrowing 860.609 0.000 0.00 0.00 860.609 0.000 TOTAL BORROWING 1,030.762 183.000 (216.936) 0.00 996.826 (33.936) 8 69
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5.3. In 2012/2013, HM Treasury introduced a “certainty rate” to enable eligible local authorities to access cheaper PWLB funding, with a 20-basis point (0.20%) reduction on the standard rate. South Lanarkshire Council has access to this reduced rate. 5.4. The Council has an expected borrowing requirement of £399.890 million for 2025/2026 including £237.667 million carried over from 2024/2025. It is expected that only £222.500 million of borrowing will actually need to be taken in 2025/2026. This figure does not include borrowing that will be both taken and repaid within the current financial year. 5.5. The Executive Director (Finance and Corporate Resources), under delegated powers, will continue to take the most appropriate form of borrowing depending on the prevailing interest rates at the time, taking into consideration the differential between investment earnings and debt costs that remains high. 5.6. No long-term borrowing has been taken so far in the current financial year. Instead, cash balances have been used to fund capital spend. Borrowing to replace these balances will be required going forward. 5.7. Short-term borrowing of £183.000 million has been taken during 2025/2026 for cashflow purposes. This borrowing has been taken from other public bodies such as local authorities, police/fire boards; and local government pension funds. This figure includes borrowing that has been both taken and repaid within the current financial year. 6. Investment Activity 6.1. On a daily basis, the Treasury Management section within Finance and Corporate Resources manages the Council’s cash balances. These balances can result from day-to-day cash flow situations where income has been received before expenditure has taken place, and from the balances held in earmarked reserves for use at a later date. It is the responsibility of the section to manage these funds. The primary consideration when making deposits is the security of funds. Secondary to this, consideration is given to ensuring we have access to funds when necessary, and that these funds are working as well as they can for the Council. 6.2. The Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy Report for 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 that the institution is considered safe and that any deposit conforms to their recommended time duration as determined by their Rating Methodology. This methodology uses credit ratings, rating watches and outlooks and credit default swap (CDS) prices to establish a suggested time duration for deposits. 6.4. Deposits made in the period 1 April 2025 to 31 December 2025 totalled £1,546.339 million. This is the cumulative deposits placed over this period. This is broken down per sector and institution in Table 2. 90.90% of these deposits were made with the UK Government through the Debt Management Office (DMO) deposit facility. 70
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6.5. In order to manage their cash flow over the short term, local authorities, as part of normal treasury management activity, will place money on deposit with other local authorities. Deposits placed with other local authorities account for 8.00% of deposits. The remaining 1.10% was placed in instant access call accounts with Bank of Scotland. Table 2 – Investment Activity 1 April 2025 to 31 December 2025 Counterparty Deposit Totals (£m) % of Total Deposits Average Interest Rate Deposits in UK Government Debt Management Account Deposit Facility 1,405.550 90.90% 4.11% Total Deposits in UK Government 1,405.550 90.90% 4.11% Deposits in UK Local Authorities 123.700 8.00% 4.12% Deposits in UK Banks and Building Societies: Bank of Scotland 17.089 1.10% 4.17% Total Deposits in UK Banks and Building Societies 17.089 1.10% 4.17% Total Deposits 01/04/2025 to 31/12/2025 1,546.339 100.00% 4.11% 6.6. The average interest rates achieved from the deposits are also shown in Table 2. 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 31 December 2025 totalled £83.661 million. 7. Management of Risk 7.1. It is recognised that no Treasury Management activity is without risk and practices are put in place in order to limit risk. As noted in section 6.2, the Treasury Management Strategy was approved in February 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. 71
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7.4. Tables 3 to 5 show a breakdown of deposits with details of the credit ratings of banks and building societies used from 1 April 2025 to 31 December 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 3 – Fitch Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO / UK Government (AA-) 1,405.550m 90.90% Deposits with Local Authorities 123.700m 8.00% AA- F1+ 17.089m 1.10% Total 1,546.339m 100.00% Table 4 – Moody’s Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO / UK Government (Aa3) 1,405.550m 90.90% Deposits with Local Authorities 123.700m 8.00% A1 P-1 17.089m 1.10% Total 1,546.339m 100.00% Table 5 – Standard and Poor’s Ratings Long Term Rating Short Term Rating Deposits Totals Percentage of Total Deposits Deposits with DMO / UK Government (AA) 1,405.550m 90.90% Deposits with Local Authorities 123.700m 8.00% A+ A-1 17.089m 1.10% Total 1,546.339m 100.00% 7.5. The tables above show that 98.90% of deposits were made with counterparties of very high credit quality (DMO/UK Government and other local authorities). The remaining 1.10% 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 31 December 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 £15.000 million to a local authority. 8. Next Quarter Investment Plans 8.1. The current investment framework will be continued in the next quarter. Deposits will continue to be placed with the institutions where their ratings are consistent with the Council’s approved criteria. Deposits will also continue to be placed with the DMO and UK local authorities. 8.2. Treasury Bills will be used when they return a higher yield than deposits in the DMO for the same, very low risk. 72
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8.3. We will continue to work with our Treasury Management Advisers to ensure we gain all information available on counterparties before any deposits are made. 9. Treasury Management Indicators 9.1. The purpose of these indicators is to contain the activity of the treasury function within certain limits, thereby managing risk and reducing the impact of an adverse movement in interest rates. However, if these are set to restrictive limits, they will impair the opportunities to reduce costs/improve performance. The indicators are detailed in sections 9.2 to 9.5. 9.2. Limits for External Debt: The operational and authorised limits for external debt for 2025/2026 were set in the Prudential Indicators, Treasury Management Strategy and Annual Investment Strategy 2025/2026 approved by South Lanarkshire Council on 24 February 2025. These are shown in Table 6, along with a column showing the difference between the actual debt level and the limits (headroom). Table 6 – Limits for External Debt Estimate as per 2025/26 Strategy Minimum Headroom to Limits in period Headroom as at 31/12/2025 £m £m £m Operational Limit for external debt 1,570.000 451.738 573.174 Authorised Limit for external debt 1,590.000 471.738 593.174 9.3. The indicator shows that we have not breached the operational and authorised limits to 31 December 2025. There has been a minimum level of headroom of £471.738m between actual and authorised level for external debt in the period to 31 December 2025. 9.4. Limits on Maturity Structure: By setting limits on the maturity structure of borrowing, the exposure to large concentrations of debt needing to be replaced at the same time in the future at currently unknown rates can be limited. This effectively places a limit on exposure to longer term interest rate movement. This is shown in Table 7. Table 7 – Limits on Maturity Structure Maturity Structure of Borrowing Upper Limit Lower Limit Maximum for period to 31/12/25 Actuals as at 31/12/25 Under 12 months 30% 0% 23.04% 13.67% 12 months and 24 months 40% 0% 7.66% 7.03% 24 months and 5 years 50% 0% 23.31% 21.42% 5 years and 10 years 60% 0% 22.21% 20.40% 10 years and 20 years 60% 0% 3.59% 3.30% 20 years and 30 years 70% 0% 26.37% 24.22% 30 years and 40 years 80% 0% 10.84% 9.96% 40 years and 50 years 90% 0% 0.00% 0.00% 50 years and above 90% 0% 0.00% 0.00% 73
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9.5. The indicator shows that the upper limits for all maturity profiles have not been breached to 31 December 2025. 10. Employee Implications 10.1. There are no employee implications. 11. Financial Implications 11.1. The current rate of interest receivable remains relatively low but has increased over recent months. Any deposit interest received offsets Loan Charges made to the Council’s Revenue budget. 11.2. The costs of borrowing for capital expenditure have been built into the long-term Revenue Budget Strategy. 12. Climate Change, Sustainability and Environmental Implications 12.1. There are no implications for climate change or sustainability in terms of the information contained in this report. 12.2. There is also no requirement to carry out an environmental impact assessment in terms of the information contained within this report. 13. Other Implications (Including Environmental and Risk Issues) 13.1. Section 7 of this report provides details of how investment risk is managed. 14. 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) 31 December 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, 26 February 2025 Treasury Management Activity – 2025/2026 First Quarter Review, Finance and Corporate Resources Committee, 10 September 2025 Treasury Management Activity – 2025/2026 Second Quarter Review, Finance and Corporate Resources Committee, 19 November 2025 List of Background Papers None 74
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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 Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 75
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Appendix 1 76
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Collection and Approval for Write-Offs 1. Purpose of Report 1.1. The purpose of the report is to:- advise Committee of Revenue Collection performance for financial year 2025/2026 to 31 December 2025 advise Committee of the position regarding the Non-Domestic Rates Incentivisation Scheme (NDRIS) for financial year 2025/2026 seek approval for write-offs update Committee on the legislative and service position regarding the award of non-domestic rates empty property relief 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 £188,397.88 Non-Domestic Rates £716,763.11 BID Levy £8,732.96 Sundry Debt £132,546.05 Housing Rent and associated charges £435,079.81 School Meals Debt £10,000.00 (4) that the legislative and service position regarding the award of non-domestic rates empty property relief is noted 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 88.54%, behind target by 0.04% and behind comparable performance in 2024/2025 by 0.12%. 9 77
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4.3. A Non-Domestic Rates (NDR) collection target of 97.6% has been set for 2025/2026. NDR collection is currently 72.8%, ahead of target by 0.2% and ahead of comparable performance in 2024/2025 by 0.4%. 4.4. The 2025/2026 annual target for Sundry Debt collection has been set at 97.5%. Sundry Debt collection to 31 December 2025 was 97.3%, behind target by 0.2% and behind comparable performance in 2024/25 by 0.3%. 5. Arrears Collection Performance 5.1. Arrears collection performance for Council Tax, NDR and Sundry Debt is presented in the second table of Appendix 1. 5.2. The 2025/2026 arrears annual target for Council Tax has been set at £3.000 million, with collection to 31 December 2025 of £2.723 million, ahead of target by £0.213 million (7.1%) and behind comparable performance in 2024/2025 by £0.425 million. 5.3. The 2025/2026 arrears target for NDR has been set at £2.000 million, with collection to 31 December 2025 of £2.327 million, ahead of target by £0.381 million (19.0%) and behind comparable performance in 2024/2025 by £1.113 million. 5.4. The 2025/2026 arrears target for Sundry Debt was set at £14.076 million, with collection to 31 December 2025 of £12.817 million, behind target by £0.034 million and ahead of comparable performance in 2024/2025 by £4.969 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 December 2025, was -0.24%. 6.5. The tax base must achieve growth of more than 1.14% during the final quarter of the financial year to secure additional income under the scheme. 7. Proposals for Write Off 7.1. Approval for write-off of the following irrecoverable debts is requested from Committee. The Council has the power to write-off accounts where the debtor is deceased, sequestrated, in liquidation or the debt is prescribed or where the debt is deemed uneconomical to pursue. 78
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7.2. The proposed write-off of Council Tax accounts dating from 1993/1994 to 2025/2026 totals £188,397.88 relating mainly to prescribed debt, sequestrations and estates of the deceased. 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 £716,763.11. These debts are deemed to be irrecoverable because the debtor is in liquidation, has ceased trading or has been sequestrated. 7.4. Approval is sought for the write-off of Business Improvement District (BID) Levies totalling £8,732.96, 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 £132,546.05. 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 £435,079.81 (including bulk write offs for financial year 2025/2026 Q3 for temporary accommodation) and Housing Benefit Overpayments of £13,183.34. 7.7 Grant funding of £224,000 was received in 2024/2025 to support councils in writing- off school meal debt, as set out in the Executive Committee report dated 21 September 2022, Cost of Living Supports. To date, £191,000 has been written off under two approvals granted by the Finance and Corporate Resources Committee (£84,000 relating to 2,594 children and £107,000 relating to 1,507 children), leaving a remaining balance of £33,000. Approval is now sought to write-off a further £10,000 of school meal debt relating to 48 pupils, funded from the remaining grant. This aligns with previous write-off exercises supporting cost-of-living and financial hardship measures and debt for children who are entitled to Scottish Child Payment and the debt is no longer recoverable. 7.8. A full list of all debts proposed for write-off is held by the Executive Director (Finance and Corporate Resources). 8. Empty Property Relief 8.1. Following a routine enquiry to the Scottish Government from another local authority it was identified by the Scottish Government that, due to a legislative oversight, councils had no legal basis to apply non-domestic rates charges to unoccupied properties since April 2023 when empty property relief was devolved to councils. 8.2. As soon as the Council was notified of this in November 2025, immediate action was taken to:- suspend billing and collection on any new accounts where an empty property relief application had been made suspend recovery action for those properties that had been awarded empty property relief since 1 April 2023 8.3. The Scottish Government had to introduce new legislation that would provide the legal basis for councils to levy non-domestic rates for empty properties, which would have retrospective effect from 1 April 2023. 79
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8.4. The emergency Bill for the Non-Domestic Rates (Liability for Unoccupied Properties) (Scotland) Act 2026 was passed by the Scottish Parliament on 27 November 2025, received Royal Assent on 7 January 2026 and came into force on 8 January 2026. 8.5. The Non-Domestic Rates team have now processed all outstanding applications and updated liabilities for accounts that were suspended awaiting the new Act. Recovery has also recommenced on bills with outstanding empty relief charges due. For completeness, where summary warrants have been obtained, new warrants will be sought with no attempt made to enforce existing warrants. 9. Employee Implications 9.1. None. 10. Financial Implications 10.1. Provision has been made for the financial impact of all write offs. 11. Climate Change, Sustainability and Environmental Implications 11.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 12. Other Implications 12.1. 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. 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 the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 28 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Finance and Corporate Resources Committee – 19 November 2025 List of Background Papers System Reports from Council Tax, Non-Domestic Rates, Sundry Debt and Academy Housing 80
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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 81
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Appendix 1 SOUTH LANARKSHIRE COUNCIL REVENUES COLLECTION FOR PERIOD ENDING 31 DECEMBER 2025 Annual Budget Cash Target Actual Variance % Variance Budget to 31/12/25 to 31/12/25 to 31/12/25 to Notes £000's £000's £000's £000's annual budget FINANCIAL YEAR 2025/2026 Council Tax 168,435 156,067 155,998 (69) under -0.04% Non-Domestic Rates 391,808 291,447 292,122 675 over 0.2% Sundry Debt 136,241 136,241 135,901 (340) under -0.2% ARREARS Council Tax 3,000 2,510 2,723 213 over 7.1% Non-Domestic Rates 2,000 1,946 2,327 381 over 19.0% Sundry Debt 14,076 12,851 12,817 (34) under -0.2% 82
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Appendix 2 BREAKDOWN OF PROPOSED SUNDRY DEBT WRITE-OFF Resource Service No. of Accounts Value (£) Housing & Technical H&T General / Housing Support Services 58 19,491.29 Rechargeable Repairs / Capital Repairs 121 70,941.01 Community and Enterprise / Education C&E General / Care of Gardens / Waste 17 9,446.44 Finance & Corporate F&C General / Housing Benefit Overpayments / Finance 5 4,681.16 Social Work SW General / Residential 5 27,986.15 Total 206 132,546.05 83
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Report Agenda Item Report to: Finance and Corporate Resource Committee Date of Meeting: 18 February 2026 Report by: Executive Director Finance and Corporate Resource Subject: Community Can Do Fund Applications 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee members of recommended Community Can Do Fund applications for 2026/2027 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Community Can Do Fund applications as set out in Appendix 1 of this report be approved; and (2) that additional one-off grants be awarded to Citizens Advice Bureaux, as outlined at 5.6 of the report. 3. Background 3.1. The Community Can Do Fund was established during the Third Sector Partnership Review in 2025/2026 as a fund that offers a fair, open and transparent mechanism to award medium sized grants to third sector organisations working across South Lanarkshire local communities. 3.2. Applicants can apply for grants between £1,000 and £20,000 for the 2026/2027 financial year. A grant will have a 1-year duration, will not be renewed and may fund the costs to deliver existing or new programmes. The total funding available is £200,000. 3.3. The Community Can Do grant is designed to support community-led projects, meaning projects and programmes in which community members have meaningful involvement in decision-making, governance and delivery of the programme. 3.4. Grants can be applied for that support the following outcomes of the Council Plan:- More people reporting a strong sense of community Increased ownership of local assets Improved health and wellbeing at all ages More people are employed and economically active Reduced poverty and household debt 3.5. The application process opened on 1 December 2025 and closed on 11 January 2026. We received 92 applications worth a value of £1,126,089. 10 85
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4. Application and Scoring Process 4.1. The Communities Can Do Fund application process was set out in line with the new Grant Policy on the Council’s website and support was offered to complete the forms. 4.2. A panel of scorers was established from both the Community Engagement Team and Voluntary Action South Lanarkshire (VASLan). Each panel member was assigned a batch of applications which they scored independently and entered their score into a share tool as the first phase of shortlisting. 4.3. The panel then met to discuss any variances, answer any queries about an application and agree the successful applicants. 4.4. Scoring was based on the following criteria, which was provided to applicants in the guidance:- 1) How the project delivers on the outcomes of the Council Connect Plan. (listed at 3.3). It’s important that you can describe how your project supports these changes the Council Plan aims to achieve. 2) How far is the reach of the project into the community? Who is the project for and is it open to everyone? Will you work with other groups and networks in your community? 3) Is the project feasible? Can it be done in the timescale of the grant? Is there enough funding for the activities outlined in your application? 4) What is the expected impact of the project? What difference will it make to its intended recipients? And how do that align to the Council Connect Plan? 5) Does it have a good sustainability / exit strategy? The funding is only for 1 year. 6) What value does the project add to community? Is the idea an innovation? A pilot? Addressing a need? Preventing a problem? A needed existing service? 5. Results 5.1. A summary of the top scoring applications received that are being recommended for funding is provided at Appendix 1. 5.2. The process was highly competitive due to the volume of applications and compared to the £200,000 of funding that is available. Applications covered a broad range of communities, existing and new projects that needed continuation, support and or expansion and ranged in value from circa £4,000 to the full £20,000. 5.3. The ability to complete an application form with good evidence to demonstrate how an organisation meets the criteria became a very important factor in differentiating the successful applicant applications from those who were not successful. Based on the quality of submissions, there is evidence of the need for building the capacity in the local third sector to improve funding application skills. For example, 23 applicants did not submit the required documentation with their application such as accounts, bank statements or a constitution. This is standard information required by all funders. VASLan have plans to offer training this year on being prepared to apply for funding. 86
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5.4. While all projects who submitted applications provided information on what they wanted to do with the funding and they were all very eligible activities, many were unable to articulate what difference this would make to the outcomes of the council plan and how they would demonstrate the funding achieved this. As grants fund outcomes not services, this is very important. 5.5. The funding arrangements outlined above follow the Third Sector Partnership Review, which was approved by the Executive Committee on 5 November 2025 and included proposals for Community Medium Grants. These have now been branded as Community Can Do Fund grants. 5.6. The review also introduced direct awards for some organisations, including the area’s four Citizen Advice Bureaux, at 80% of funding in 2025/2026. In recognition of this reduction and to ease transition, it is recommended that further funding be awarded to the CABs in the form of one-off additional grants of £5,000 each for 2026/2027. The £20,000 would be funded by using an unallocated balance of £9,991 from the Can Do Fund, with the remainder being covered through the existing Communications and Strategy budget. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. The current position on Community Can Do Fund is as follows:- Total funding available: £200,000 Applications received: £1,126,089 Funding recommended: £200,000 Value of declined applications: £719,800 Value of ineligible or withdrawn applications: £206,289 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. There are no issues in terms of risk associated with the content of this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, plan or strategy so an IIA is not required. 10.2. Extensive consultation with the third and voluntary sector was carried out during 2025 as part of the Third Sector Partnership Review, one outcome of which was the Third Sector Grants Policy which established the Community Can Do Fund. No further consultation was required. Jackie Taylor Executive Director Finance and Corporate Resource 29 January 2026 87
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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 Fair, open and sustainable Priorities We will work to put people first and reduce inequality Outcomes More people reporting a strong sense of community Increased ownership of local assets Improved health and wellbeing at all ages More people are employed and economically active Reduced poverty and household debt Previous References None List of Background Papers South Lanarkshire Council Grant Policy November 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Email: tom.little@southlanarkshire.gov.uk Jen Kerr, Community Engagement Manager Email: Jennifer.Kerr1@southlanarkshire.gov.uk 88
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APPENDIX 1 Communities Can Do Fund: Applications Recommended for Funding: Application Application Summary Amount Applied For 2694973 - SMILE Children's Charity Seeking funding to purchase specialist sensory equipment for a Sensory Play and Wellbeing Hub. Deliver structured group and individual sessions for children with disabilities and ASN needs, alongside family support, operating daily with evening and holiday provision. £10,000 2700955 - Support for Play and Early Learning in Lanarkshire (SPELL) Advance play and early learning for pre-5 children and lifelong learning for adults in South Lanarkshire. Establish and supports voluntary groups in high-deprivation areas, offering advice, resources, and ongoing assistance to strengthen community-led early years provision. £20,000 2705920 - Auchenheath Development Committee Plans a one-year programme of village enhancements, including bulb and tree planting, new planters, and colourful benches. Aims to improve green spaces, accessibility, and community pride through volunteer-led activities supported by the Council’s Grounds Team. £4,086 2705088 - Lesmahagow Development Trust Deliver a year-round programme of community activities at Fountain Hall and Glebe Park, including youth holiday sessions, monthly dementia-friendly Music and Memories groups, community cinema, and social events like a Fun Day to reduce isolation and promote wellbeing. £18,984 2707277 - The Machan Trust Continue to deliver weekly family, after-school, and youth groups in Larkhall. Provides healthy food, crafts, games, and themed activities to support wellbeing, inclusion, and skill-building for children, young people, and families in a safe environment. £19,267 2705706 - SNAP Playscheme Runs summer playschemes for primary and secondary-aged children with additional support needs across two East Kilbride sites. Provides structured activities, outings, and intensive support ratios, plus a Graduate Volunteer Scheme for older participants to gain experience and skills. Open to all SL £19,363 2707091 - Rain or Shine South Lanarkshire Ltd To re-establish a community hub in Rutherglen offering play sessions, creative workshops, and access to preloved children’s goods. Aims to reduce isolation, £5,000 89
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support neurodivergent individuals and families, and promote sustainability through reuse and inclusive activities. 2683737 - Loaves and Fishes Deliver advocacy and wellbeing sessions, provide PC access for job applications and financial advice, offer cookery classes using food parcel items, and create a community garden to supply fresh produce for food parcels and cooking workshops. £20,000 2707258 - Elsrickle Community Hub Seeks funding to install 20kW solar panels and upgrade electrical wiring to reduce operational costs and improve sustainability. Future plans include battery storage for energy efficiency, ensuring the hub remains viable for everyday community use. £20,000 2695655 - Low Waters Community Group Seeks funds for essential renovations and upgrades to the Low Waters community facility, including new doors, flooring, lighting, and repairs. Aims to improve energy efficiency, accessibility, and comfort, ensuring the building remains welcoming and fit for year-round community use. £20,000 2684977 - Childcare in the Community Host pop-up holiday camps for children aged 5–16 at local centres. Activities include outdoor play, sports, arts, cooking, and trips, promoting life skills, wellbeing, and social inclusion, with free places for low-income families. £13,409 2705458 - Lanarkshire Links To employ a dedicated part-time staff member to sustain, grow and evaluate well-being peer-led groups across South Lanarkshire. To increase engagement, strengthen partnerships and capture lived experience in creative, impactful ways that directly inform community awareness and training £19,900 90
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Subject: Council Standards 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Finance and Corporate Committee on the revised Corporate Standards [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the work that has been undertaken to review the Corporate Standards be noted; (2) that the revised Internal Council Standards and Public Facing Contact Methods and Performance Standards at Appendix 1 and 2 be approved; and (3) that the annual review of the Council Standards detailed at section 5, be noted. 3. Background 3.1. Internal Council Standards The Council is committed to maintaining excellent standards of communication and access to services. The Corporate Standards outline the minimum standards required of employees in terms of customer contact and service delivery. 3.2. The standards have been reviewed to ensure they still meet the requirements of the Council and reflect all the current methods of communication and service interactions. The review was undertaken to ensure the standards remain fit for purpose considering changes to working practices, increased digital contact, customer expectations around response times, and the continued use of hybrid and remote working arrangements 3.3. The standards cover communication and interaction with Council customers and service users and the expectations of employees when dealing with telephone, internet and face to face enquires. 11 91
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3.4. Public Facing Contact Methods and Performance Standards The Council’s public-facing contact methods and performance standards set clear expectations for service delivery and customer engagement. These standards ensure that interactions with the Council are professional, timely, and accessible. The current standards focus on:- Prompt call handling and identification of staff Responses to telephone messages by the next working day Full replies to correspondence within 10 working days Staff availability at reception points and clear identification Openness and transparency in decision-making and information sharing 3.5. The scope of review carried out of the internal and public facing council standards was to refresh the content of the standards to ensure that they continued to reflect the Council’s commitment to maintaining excellent standards of communication and access to services and to remove any duplication. 4. Revised Internal Council Standards and Public Facing Contact Methods and Performance Standards 4.1. The revised standards provide clearer expectations for both employees and customers, support consistent service delivery across all services, and help reduce avoidable complaints arising from delays, unclear communication, or inconsistent practices. 4.2. A revised version of the Internal Council Standards and Public Facing Contact Methods and Performance Standards are provided at Appendix 1 and 2. 4.3. The former Corporate Standards has been replaced with new Council Standards; the changes include a change of name from Corporate Standards to Council Standards, duplicate and out of date content has been removed or updated as required. Content has also been streamlined to reduce word count to assist with reader engagement. 4.4. Four categories have been introduced in the new Council Standards to organise the content clearly; the categories are:- Communicating with others Our customers Our employees Council identity New additions have been introduced within the Standards including information in the ‘Communicating with others’ category being revised to emphasis the standards around employees being contactable regardless of an employee’s work location. 4.5. The Public Facing Contact Methods and Performance Standards have been refreshed to enhance customer experience, improve responsiveness, and ensure inclusivity across all services. 4.6. The revised standards provide a clear framework for how the Council interacts with the Public and support improved access to meet customer expectations, whilst providing greater clarity around service response times, promoting consistent and high-quality engagement with the public. The standards are underpinned by accessibility, transparency, and professionalism in all customer interactions and help ensure that services are delivered in a fair and timely manner. These standards align with and reinforce the new Council Standards. 92
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4.7. Implementation of the revised standards will be supported through internal communications, guidance on the intranet, and ongoing management oversight. 5. Annual Review Exercise 5.1. An annual review of the Council Standards will take place, commencing in March 2027. Review and verification as an annual exercise will ensure online content remains accurate and accessible. The review will also ensure that employees maintain the standards in their communications. 5.2. Any significant changes required as part of the annual review will be incorporated into the standards moving forward. 5.3. Employee communications and reminders will be issued to ensure employees are aware of the requirements for Council Standards. 6. Employee Implications 6.1. Employees will be issued annual reminders according to the current Council Standards. 6.2. Regular communications will be used to inform employees of the changes to the new Council Standards, and the new standards will be available on the Intranet and Internet. 7. Financial Implications 7.1. There are no financial implications arising from this report and all activity can be met from the current budget. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications associated with this report. 9. Other Implications 9.1. There is a risk of damage to the Council’s reputation if our employees and services are not easily contactable or there are errors, inconsistency or a lack of adherence with the Council Standards, which can have adverse effects on the public perception of the Council. 10. Integrated Impact Assessment and Consultation Requirements 10.1. There is no requirement to carry out an Integrated Impact Assessment (IIA) in relation to the proposals within this report. 10.2. Trade Unions have been updated on the revised Council Standards through Joint Trade Union Council Executive meetings. Jackie Taylor Executive Director (Finance and Corporate Resources) 14 January 2026 93
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open, and sustainable Working with and respecting others 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:- Karen Gormal, Employee Development and Diversity Manager Ext: 1000 (Tel: 01698 451000) E-mail: karen.gormal@southlanarkshire.gov.uk 94
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Council Standards South Lanarkshire Council is committed to providing quality services which meet the needs of our customers and to achieving high standards of customer care throughout the organisation. It is an essential requirement of a modern, efficient, and effective council that maintains excellent standards of communication, access, and service delivery. To do this, a range of Council Standards have been developed that focus on: • Our Employees • Communicating with others • Our Customers • Council identity Our Council Standards are important to ensure that: • We deliver our services consistently. • employees know what is expected of them. • We provide a quality service. • Services are delivered to clear and acceptable standards. • Standards of service are consistent. • Equality of opportunity is promoted across all our services through the identification and removal of barriers to help ensure that all customers can access our services. The success of our Council Standards demands the co-operation of all employees, and managers have a key role in ensuring that: • employees are aware of the Council Standards that apply to them. • any necessary training to enable employees to perform to the required standards is identified. • service standards meet the minimum council standards. • council standards are being applied and monitored. If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 96
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Our employees Code of Conduct The public expect a high standard of conduct from all local government employees. To maintain excellent standards of public service, the council has adopted an Employee Code of Conduct. This code sets out the minimum standards which are expected of all council employees. Employees should be aware that the way they behave during working hours also reflects the image of the council. Managers should also explain to their employees the standards of behavior expected of them. The Code of Conduct sets out the standards expected by employees while conducting their work and representing the council. All relevant codes, ethics and standards specified by professional bodies must also be complied with as part of the Code of Conduct. Employee Policies In addition to the Code of Conduct, there are a further 4 key policies all employees must be aware of, which are: • Discipline • Grievance • Maximising Attendance • Performance Management These policies can be accessed from the council’s intranet called ‘My Works.’ Courses relating to our personnel policies are available as eLearning modules, which can be accessed through the Learning module on the Fusion system at this link: https://intranet.southlanarkshire.gov.uk/info/12/oracle_fusion Dignity at Work One of our central aims is to provide a working environment that promotes openness, trust, and teamwork. The council’s Dignity at Work Policy has been designed to assist with this. The policy was developed with Trade Unions and sets out the standards of behavior expected of all employees and how employees can raise complaints. Unacceptable behavior includes bullying, harassment, discrimination or victimisation in any form and in relation to any of the areas in the council’s Equal Opportunities policy. Breach of this policy may also be unlawful under equality legislation. 97
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Communicating with others Communication standards We communicate with our customers, colleagues, and external partners in a variety of ways. This section looks at the council standards for telephone calls, email and written communications. Regardless of work location and how we communicate we must ensure that we do so in a way that meets our council standards. The principles for communicating with others are detailed in the following sections and cover standards relating to how telephone calls, including Teams M365 calls are handled; how employees should communicate in writing, including email communications; how employees should handle enquiries from elected representatives; council website standards; how to handle media enquiries; and standards relating to corporate stationery. These principles must always be followed and applied to ensure the council maintains consistent positive service delivery. In addition to the Council Standards, customer information is available at this link. This information reinforces the Council Standards by highlighting to customers key elements of the standards that directly impact them. This customer information sets out what customers can expect from the council, for example, quality of service, times scales to answer calls and wearing photographic identification. It also sets out what the council expects from its customers, for example, keeping appointments and letting us know the best way to contact you. Telephone communication standards It is essential that calls are answered promptly and handled efficiently and professionally. This means that all inbound telephone calls must be answered regardless of an employee’s work location. Managers must ensure employees have the correct IT equipment to enable calls for their service area to be answered from any council location and from home, where applicable. The council standards for telephone calls are: • All employees must use individual telephone numbers where they are available or ensure they can be contacted through a shared or group telephone number. • Call group must be appropriately managed, with arrangements made to ensure these are always monitored. A shared or group telephone number will be used when it is not suitable to use an individual telephone number due to the nature of the service being delivered. • All telephone calls must be answered regardless of an employee’s work location, including when working from home. • All telephone calls must be answered within 5 rings / 10 seconds. • All telephone call messages must be responded to by the end of the next working day. • Arrangements must be made to transfer phones or activate voicemail when an employee is not available to take calls, for example, during annual leave or other absence. • Employees who have voicemail must ensure their message is up to date and appropriate. 98
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• Employees must take responsibility for dealing with telephone enquiries themselves or putting the caller in direct contact with someone who can. • Managers must regularly review advertised telephones numbers to ensure they are accurate. M365 Teams calls communication standards It is essential that calls made and received through M365 Teams are handled in the same way as a traditional telephone call. In addition to the council standards for telephone communications, which must also be applied to Teams calls, the following standards are in place: • Be aware of the status of colleagues, for example – o If a colleague is green, this indicates they are available, and the call should be made in the same way as a traditional telephone call. o If a colleague is red, this indicates they are busy, and best practice is to introduce the call. This can be done by sending an email or chat message to check the availability of the person to call. • You should have your camera turned on during a Teams call but this may not be possible in all calls. • M365 Teams profile pictures must be of a professional standard. Acceptable profile pictures will be of the employee only and taken against a plain background. Email communication standards The council is committed to the use of electronic communication to improve access to information about its services and enable contact between its customers, employees and other agencies. It is therefore essential that employees can receive and respond promptly to email communications regardless of their work location. Employees should recognise that electronic communications must be treated with care and in the same manner as all other correspondence, to ensure that matters of confidentiality, or data protection are dealt with appropriately. Email communications should also be sensitive to the needs of other users and to their interests and the reputation of the council must be respected. Employees must recognise that downloading, possessing or distributing material electronically must be in compliance with the council’s Digital and ICT Strategy and avoid any infringement of copyright or other intellectual property rights. The council standards for email communication are: • All employees must use individual email addresses where they are available or ensure they can be contacted through group mailboxes. • Group mailboxes must be appropriately managed, with arrangements made to ensure these are always monitored. Group mailboxes are used when it is not suitable to use an individual mailbox due to volume of enquiries and workflow management. This will depend on the type of service being delivered. All email communication must be received and responded to regardless of the employee’s work location. • Email responses from group mailboxes must always be sent from a named individual. • You must use the Out of Office assistant when absent from the office for one day or more, starting when you are back at work and providing details of an alternative. 99
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email contact. More information about setting your ‘Out of Office Assistant’ is available at this link: Out of Office Assistant – set up (Appendix 1) • A full response to an email must be sent within 10 working days. If this time scale is not possible, contact should be made to advise when a full response will be available. • The subject line should clearly represent the body of the email. • The body of email text must be Arial font 11, unless otherwise requested. • The email signature text must be Arial font 10 and only contain approved text and banners. More information about creating your ‘Email Signature’ is available at this link: Email Signature – set up (Appendix 2) • Unnecessary attachments, wallpapers, icons or animated .gif files must not be used. • Requests for global emails must be sent to the Head of Personnel Services for approval. Written communication standards Written communications cover letters, reports, leaflets, forms, email, social media posts and any other types of written material we produce on a daily basis. All of these items should be written in accordance with the following standards: • In support of its commitment to equal opportunities, the council has stated it will try to use plain language. As a further demonstration of its commitment to become a ‘plain speaking council,’ the council is a corporate member of the Plain English Campaign. • Communication should be accurate, honest, clear and address all the points. • Complete information should be always provided, unless legislation states otherwise, for example, General Data Protection Regulations or Freedom of Information. • Use short sentences and choose words appropriate to the reader, avoiding long words where possible. • Use positive language. Council website standards The council maintains an external website which is used to publish information regularly to the public and to provide the public with a way to contact the council, for example, to request services and make payments. and that. The council standards for the external website are: • Managers must ensure website information relating to their services is accurate. • Managers must ensure the website is maximised to provide the public with comprehensive information about their service and includes clear contact information. • All requests for website content updates should be requested through the relevant Resource Information Co-Ordinator (IC). A list of ICs is available at this link. Correspondence with elected representatives The council has developed a Councilors’ Case Management System (CCMS) to enable councilor enquiries on behalf of constituents to be logged and tracked. CCMS will assist officers to respond to those enquiries and allow councilors to view the progress of their own enquiries. It should also reduce potential duplication when dealing with more than one enquiry on the same issue from the same constituent. 100
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The system is also being used to handle enquiries from MPs, MSPs, and MEPs, and comments, compliments, or enquiries must be delt with in line with the agreed procedures and timescales and follow the council standards for written communications. There is a separate procedure for complaints handling. See Complaint Handling procedure - Employee Guide – on the intranet at this link, Have your Say. Elected members may also contact in other ways, such as email or telephone calls to council officers. Responses should be sent timeously and at least within 10 working days. Operation of multi member ward Councillors elected to multi-member wards have equal status and represent the whole ward. When dealing with enquiries about who the local councillor is, officers should provide the names of all the councillors in a ward in alphabetical order along with their political affiliation. Whenever the council undertakes any form of consultative exercise on an issue local to a ward or wards, officers should notify all the ward councillors of the consultation and request their views on the matter. Whenever a public meeting is arranged by the council to consider an issue local to one or more ward, all the ward councillors should be invited to attend the meeting. When hosting a civic event or function for a local group or organisation all associated ward councillors should be invited. When the council is hosting an official opening of a new facility all local councillors must be advised/invited. Parent Councils have been encouraged to extend an invitation to those local councillors whose ward falls within the catchment area of the school. However, it should be noted that each Parent Council is required to produce a constitution under the Parental Involvement Act and whilst, in the spirit of partnership working, we do encourage an invitation to be extended to local councillors, this is not mandatory. When officers are providing general information to councillors, all affected councillors should be provided with the information. Where services have a practice of advising or informing the local councillor, all ward councillors should be provided with that information. When dealing with a routine request received from a councillor, there is no specific requirement to consult the other local councillors. When officers write to a resident regarding an issue affecting one household the local members are not to be informed. The exception to this is where a councillor has been involved in an issue affecting one household. In this case the relevant officer should keep the councillor informed of developments until the issue is finalised. A copy of the correspondence should not be provided to the other ward members. Where a councillor has been involved in an issue affecting the ward generally, for example, fly tipping, then the relevant officer should keep the councillor and all other ward councillors informed of developments until the issue is finalised. 101
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Managing information Information is an important part of our daily working lives, and the council recognises the importance of managing information appropriately and efficiently. Information management, also referred to as information governance, brings together all of the requirements, standards and best practice that apply to handling information. It allows the council and individuals to ensure that information is accurate, dealt with legally, securely, and efficiently in order to deliver the best possible service. It will help protect individuals and the council from the risk of data loss, theft, or misuse. Further information relating to Data Protection, Environmental Information, and Freedom of Information requests is available in the Information Management section of the intranet at this link. Information management also includes the management of records. Records management includes areas such as naming conventions, version control, redaction, structuring shared drives. Further information on these areas and others, including and best practice guides on records management can be found at this link. Public information The Communication and Strategy Service deal with the preparation and design of all council literature distributed to the public and arranges all council advertising, therefore any advertising material must be submitted through the service to ensure it meets the required standards. Information for the team can be found at the Communication Request section of the intranet. You can also contact the Communication and Strategy team on 01698 454747 or email pr@southlanarkshire.gov.uk. Managing the media The Communication and Strategy service deals with all incoming media enquiries on behalf of the council, and these are notified to the Leader of the Council, Chief Executive, and Executive Directors as appropriate. Occasionally the press or media will contact a service directly. If you receive contact from the press or media immediately either pass the enquiry to the Communication team or ask them to contact the Communications team directly on 01698 454747 or email pr@southlanarkshire.gov.uk. More information is available at this link. Corporate stationery Standardised corporate stationery plays an important role in reinforcing the council’s corporate identity and is a key element of how we communicate with others. It has been designed to meet the needs of all, and no changes are permitted except for the purpose of accessibility. For this reason, the following inserts can be incorporated in standard publications where required: Assistance statement: If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 102
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Letters Letterheaded paper is pre-printed with the corporate council logo. These should be inserted into the printer when a letter needs to be sent using letterheaded paper. Business cards Personalised South Lanarkshire Council business cards are only available with Executive Director approval. Enquiries should be made to the Communication and Strategy team in the first instance on 01698 454747 or email pr@southlanarkshire.gov.uk. Corporate reports - template The presentation and content of reports presented to committees, particularly those which are within the public domain, also have a role to play in maintaining the image of the council. It is essential that only the approved committee report template is used, which is available from the icon below: Committee Report Template - updated 2.10.24.dotm The template should be used for the following purposes: • all council committees and forums • other forums associated with the council’s political management arrangements. • decision making reports to the Corporate Management Team It is also essential that reports are submitted within agreed timescales and that an Integrated Impact Assessment has been carried out where required. I Guidance on the Integrated Impact Assessment process is available here: 103
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Please note: Integrated Impact Assessments must be carried out by officers who have completed Integrated Impact Assessment training. For information on Integrated Impact Assessments including training, please contact the Equalities Team on 0303 123 1015 or email equalities@southlanarkshire.gov.uk Corporate reports – contents The ‘Purpose of Report’ and ‘Recommendations’ should be the starting point of your report. From reading the purpose and recommendations, the reader should be able to determine quickly what the report is about and what it is that must be agreed. Corporate briefing note/ paper A council standard exists for briefing notes/papers and all briefing papers prepared for senior management should follow the approved style. Similar to the committee report, there are specific standard headings to be used in complying with the document. The standard template can be found on the icon below. 104
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Our customers Customer care It is essential that the service we provide meets good communication guidance and reflects all council standards. The key principles for communicating with others include: • Communicate clearly when speaking or writing, reflecting the council’s commitment to Plain English • Be polite, honest, and calm when dealing directly with customers. • Read or listen carefully to what is being said. • Handle the matter yourself or find someone who can. • Agree to have a suitable course of action if there is no immediate conclusion. • Ensure that procedures are in place to allow correspondence, diaries, emails, and voicemail to be dealt with in the event of unexpected absence. Comments, compliments, and complaints The council welcomes the views of customers on any aspect of service delivery as customer comments can help to improve our services. Customers are also encouraged to tell us when they have received excellent customer service from any employee, or if someone believes an employee has carried out their duties in an exceptional manner. At times customers may be dissatisfied with the Council's action or lack of action, or about the standard of service provided by us or on our behalf. Any customer who is dissatisfied in this way can complain to us. The council’s complaints handling procedure has been modelled on the Scottish Public Service Ombudsman (SPSO) model complaints handling procedure, details of which can be found on the council’s intranet in the Have your Say section. Information is also available from the SPSO website by clicking here. The majority of complaints should be dealt with at the point of contact by the employee. Complaints of this nature should still be logged and categorised as resolved to ensure we gather accurate data on complaints received and resolutions, to ensure the council learns from all complaints. Customers can also complain to the council directly in writing, phone or email. Full details are available at this link. Premises and reception areas All employees have a key role to play in delivering quality customer service. On first contact with the council, the public will gain an impression of how they are received and how their enquiry is handled. To ensure the highest standards of customer service are delivered, the following points should be noted: • Customer reception points should be always staffed during opening times, be well signposted and promote a positive image of the council. • Reception or waiting areas should be always kept clear and tidy. • Corporate uniform and name badges must be worn where issued. • Notice boards should be kept free of clutter, and all information should be current, apolitical and advertise relevant information. Practice of pinning over notices 105
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(one on top of the other) should be avoided as it does not look professional and can be a barrier to people with a disability. Security and general visitor management It is the responsibility of all employees to make sure that council services and premises are maintained and operated in a safe and secure manner which protects the interests of visitors, customers and colleagues. All employees must show their identification card (ID) when entering the council’s main offices. If an employee does not have their ID card, they should be issued with a temporary staff pass and collected by another employee. All members of the public and other non-council visitors coming into main council buildings must be: • met at reception by an employee. • signed in and issued with appropriate visitor’s pass. • collected and escorted to their destination. • escorted back to reception and signed out when their visit was over. Visitors’ pass to be returned to reception when signing out. When using certain facilities, visitors must be alerted to security requirements and any risks associated with use of the premises in line with fire safety and health and safety guidelines. Employee Identity Card All employees, including temporary employees, must be issued with a photographic identification (ID) card. ID cards are an essential tool in demonstrating the identity of employees to customers and in maintaining the safety and security of all employees in conducting council business. The ID card should show the employee’s name, Resource employed with, and on the reverse of the card, there should be an indemnity statement relevant to the duties of that employee. The ID card should not be defaced in any way, for example, punching holes in it to attach a pin, a clip or neck chain. Card holders are available through the approved office stationery catalogues. An ID card should also be issued to volunteers who work with the council. It is the responsibility of the line manager to ensure that an employee returns their ID card on leaving employment of the council. Equality, Diversity and Inclusion The council recognises that it serves a diverse community across South Lanarkshire and the way services are delivered must reflect this fact. Therefore, each Resource must take steps to ensure the needs of all customers, service users, and visitors are considered. The council has a statutory duty to design and deliver services in ways that are inclusive and do not adversely impact any groups within the community. To achieve this, the council has implemented Integrated Impact Assessments which enable services to assess and mitigate any negative impacts when designing or updating policies. The council’s Equal Opportunities policy aims to tackle all forms of discrimination and, wherever practicable, to remove barriers that affect the way disadvantaged groups and 106
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individuals gain access to services. This might involve redesigning services to be delivered in ways which are accessible. It is essential that all employees and managers understand how to put the council’s commitment to delivering accessible services into practice therefore all employees and Elected Members are required to complete mandatory Equalities eLearning on Fusion Learning, where training on the Integrated Impact Assessment process is also available. Further information and guidance can be requested from the Equalities team - Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk Access to information The council is committed to making sure that information is accessible. Plain English should be used on all public information. You will find more information about this in the writing style guide on the intranet. All publications should include the following standard instruction: If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk Access to premises Part 3 of the Equalities Act (2010) – Service and Public Functions – states that if services are delivered at a particular place or places, people with a protected characteristic must not be unlawfully discriminated against in accessing the premises, and reasonable adjustments must made for disabled people. In conjunction with the Equalities Act (2010), the British Standards for the ‘Design of an accessible and inclusive built environment’ (BS 8300-2) gives recommendations on building designs that accommodate users with the widest range of characteristics and capabilities. It applies to external and internal features such as entrance and reception facilities. Examples of best practice include the following: • Reception desk: if a high counter desk is used, there should be a lower section for wheelchair users. The working surface should be high enough to allow the wheelchair arm rests to run below it. • Tables: low tables should be avoided where possible and should be high enough to allow wheelchair arm rests to run below them. Glass topped tables should not be used. • Seating: a mix of seating types should be provided, some with arms to assist in standing up. Colours of seats should be different from the carpet and floor colouring to assist blind and partially sighted people. • Reception or waiting areas: should be kept clear at all times, should have an induction loop system installed, or have use of a portable induction loop. Seating, if moved out of position, should be returned to its original location as soon as possible to prevent trip hazards. • Floor coverings should be non-slip and non-reflective, with their colour differing from that of the walls. • Carpeting should be short piles, with colour differing from that of the walls and soft furnishings. • Lighting should be even and without glare or shadows. Signs should be lit to a higher level than the main areas. • Notice boards should be kept free of clutter, contain current and relevant information, and the practice of pinning over notices (one on top of the other) should be avoided 107
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as this can cause confusion for people who are partially sighted. • All notices should have headings/ banner lines at a minimum character height of 72 points. 108
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Council identity South Lanarkshire Council corporate logo The corporate South Lanarkshire Council logo has been developed to provide and reinforce a distinct identity for the council. The council logo should be used on all printed materials, signage and vehicles, unless exceptions are approved by the Corporate Management Team. If you require more information about using the council logo, please contact the Communication and Strategy Service on 01698 454747 or email pr@southlanarkshire.gov.uk Exceptions from the corporate logo It is recognised that Services may have a requirement to develop a specific identity, for example, for marketing purposes or as a requirement for external funding. Advice must be sought from the Communication and Strategy Service who maintain a register of approved logos, and approval must be granted by the Corporate Management team. If approved, the service specific logo should always be accompanied by the corporate council logo. South Lanarkshire Coat of Arms South Lanarkshire Council’s armorial bearings are recorded in the Public Register of all Arms and Bearings in Scotland. Services must refer to the Communication and Strategy Service to request use of the Coat of Arms. Contact the team on 01698 454747 or email pr@southlanarkshire.gov.uk Signage overview Signage plays an important part in reinforcing the corporate identity of the council and ensures that a positive image of the council is portrayed. It also has a role to play in ensuring that customers are made aware of the location of facilities and services available. Corporate signage has been designed to meet the needs of all Resources and covers interior and external signage. For vehicle livery, the Communication Team and Fleet Services must be consulted and will advise on the correct use of corporate signage. ⬧ The Communication team can be contacted on 01698 454747 or email pr@southlanarkshire.gov.uk. ⬧ Fleet Services can be contacted on 01698 717722. Buildings Principal council buildings must include signage that communicates the service and opening hours. Any other council building needs to only display the name of the service. Services which have a requirement to develop a specific identity for any purpose must discuss this requirement with the Communication and Strategy service before proceeding. 109
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Applying award and accreditation logos Only logos which apply to individual Resources or are council-wide can be included in corporate stationery and any exceptions must be discussed with the Communications team on 01698 454747 or email pr@southlanarkshire.gov.uk. 110
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The current approved logos and their use are as follows: Logo Resources Use Disability Confident All council personnel services To be included in the footer of any letter or memo by any of the council’s Personnel Services British Sign Language All council personnel services To be included in email signatures Partnership logos If a service requires producing communication in conjunction with partner organisations, advice must be sought from the Communications team on the use of the council logo alongside the logos of other organisations. Corporate wear The issue of corporate wear is at the discretion of management. Where corporate wear is issued, the priority should be with frontline employees. Resources have discretion to nominate other categories of employees for corporate wear provided there is a business need and budget is available. Managers are responsible for ordering corporate wear. Employees are responsible for ensuring they follow the dress code that is detailed in the council’s Employee Code of Conduct. Any employee ending their employment with the council, or where the wearing of corporate wear is no longer required, must return all items of uniform to their line manager who will arrange disposal. Clothing Some services will have requirements for specific items of clothing. Any new brand design requirements must be discussed with the Communication and Strategy service to ensure they meet the Council Standards in regard to the corporate colours and the use of the corporate logo. The Communication and Strategy team can be contacted on 01698 454747 or email pr@southlanarkshire.gov.uk 111
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Appendix 2 Council Standards – Public Facing Contact Methods and Performance Standards South Lanarkshire Council is committed to providing quality services which meet the needs of our customers and to achieving high standards of customer care throughout the organisation. To do this, a range of methods of how people can contact the Council is available. Who is this information for? This information is for anyone who uses the services of South Lanarkshire Council. How you can contact us: • By Phone • By Email • Customer Contact Centre • In person at Reception points and particular services such as licensing and registration or bereavement services • Online Forms Telephone numbers, emails, customer contact centre, reception points and online forms are all detailed on the South Lanarkshire Council website and in relevant communications issued to the public relating to services. This may be in letters addressed to you or in leaflets and information shared about council services on social media channels. What you can expect from the council It is recognised that customers will contact the council in a variety of ways. We are committed to ensuring that you always receive a quality service, delivered by friendly employees who provide the highest standard of customer service. When responding to you: • We are committed to answering your calls quickly. When you call a direct number, we aim to pick up within 5 rings. • When we answer a call to a direct number, we will tell you the name of the service you have called and the person you are speaking to. • We will aim to respond to telephone call messages by the end of the next working day. • When you call our Contact Centre, we will connect you to the next available team member as quickly as we can. If it is a busy time, we may ask you to call back later so that we can give you the best possible service. • If you email us, we will acknowledge your email and get back to you within 10 working days. If we need more time to deal with your enquiry, we will keep you updated. • We will always have staff at our reception points and make initial contact with you within 10 minutes of your arrival and advise of any waiting times. • We will always wear photographic identification which you can ask to inspect. • We will reply to your message in clear, straightforward language within 10 working days. If we need more time, we will keep you updated. Please note that Freedom of Information requests and Data Protection complaints follow different timelines. • When you submit an enquiry online or through a web form, we will send you an acknowledgement and let you know how long it is likely to take, the timeframe 112
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can vary depending on the type of request. What we ask from you To help us provide the best possible service, we kindly ask that you: • Keep your appointments. Missed or late appointments can delay services and increase costs for the council, which may affect how quickly we can help you and others. • Let us know if you are running late or need to cancel. This allows us to reschedule and make sure resources are not wasted. • Be available at the agreed time if an employee is visiting your home. Missed visits mean extra travel and time, which reduces efficiency and may delay future appointments. • Ask if anything is unclear. We are here to explain our services and processes. You can bring someone with you or ask us to explain to a friend or relative. • Keep your contact details up to date. If we cannot reach you, it may result in delays or missed opportunities to resolve your enquiry. • Tell us your preferred way to communicate—phone, letter, or email—so we can contact you quickly and effectively. • Treat council employees with courtesy. We will always treat you with dignity and respect, and we expect the same in return. Abuse of any kind will not be tolerated and may lead to incidents being recorded and, where necessary, reported to the police. How we make sure our standards are met All our services monitor their performance against the customer service standards and our council standards. Public performance reports on complaints and local monitoring of standards are presented to the council's senior managers at committee. Asking your opinion We welcome feedback and will consult regularly with our customers, potential customers, employees and partners. Information from consultation will help inform service improvements. We publish details of consultations together with details of improvements we make because of customer feedback. Openness and transparency We will be open and transparent in relation to our information and decision-making processes. We will only refuse to comply with requests for information under the Data Protection Act 2018, the Environmental Information (Scotland) Regulations 2004 and the Freedom of Information (Scotland) Act 2002 if the requests are in breach of these Acts. The Freedom of information publication scheme details all the information that is already published or email foi@southlanarkshire.gov.uk or for data protection requests email dp@southlanarkshire.gov.uk. You can also write to Information Compliance Manager, Corporate Resources, South Lanarkshire Council Almada Street, Hamilton ML3 0AA. Additional information 113
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Our online forms list provides information on how to contact our services. Equality and Diversity If you need this information in a different format or language, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 114
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Flexible Retirement Policy Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee on the proposal to update the Council’s flexible retirement policy [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposed updates to the Council’s Flexible Retirement Policy and Local Government Pension Scheme Discretions Policy be approved. [1recs] 3. Background 3.1. The Council has a Flexible Retirement Policy, which is a discretionary policy that employers may offer to their workforce to allow pension scheme members the option to flexibly retire. This allows them to access their pension benefits while working in a reduced capacity. The Council agreed on this discretion in 2007 when its Flexible Retirement Policy was launched. 3.2. The current policy allows for the approval of employee applications where the following criteria have been met:- the employee is age 60 or older their contracted weekly hours will reduce by a minimum of 25% (approved by their employing resource) the cost of any actuarial reduction will be borne by the employee there will be no cost to the Council 3.3. Due to changes made during the last valuation of Strathclyde Pension Fund, the calculation of employer strain on the fund costs changed. Consequently, from 1 October 2024, the number of flexible retirements incurring an employer strain on the fund cost increased significantly resulting in a proportionate increase in the number of requests that could not be granted and associated appeals. 3.4. On this basis, the Council has reviewed the Flexible Retirement Policy with a view to amending the criteria relating to employer cost. 12 115
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4. Proposed flexible retirement policy update 4.1. It is proposed that the Council’s Flexible Retirement Policy is updated with an amendment to criteria 4, as detailed in paragraph 3.2 above. This amendment will allow all applications to be considered, and where those requests incur a reasonable employer cost these can be granted. A copy of the updated policy is attached at Appendix 1, with the updated section included at 2.4. 4.2. It is also proposed that the Council’s overarching Local Government Pension Scheme Discretions Policy is also updated to reflect this policy change. 5. Employee Implications 5.1. There are no employee implications associated with this report. 6. Financial Implications 6.1. It is anticipated that any additional employer costs arising from the approval of flexible retirement requests, will be managed within existing resource budgets. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment. 8. Other Implications 8.1. There are no risk or other implications linked to the content of this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1 An integrated impact assessment has been undertaken in respect of the updated flexible retirement policy. 9.2 Consultation has been undertaken with the Trades Unions. Jackie Taylor Executive Director (Finance and Corporate Resources) 28 January 2026 Link(s) to Council Values/Priorities/Outcomes Excellent Employer Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Danielle Lang, HR Business Manager (Operations) Ext: 4132 (Tel: 01698 454132) E-mail: Danielle.Lang@southlanarkshire.gov.uk 116
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Appendix 1 Flexible Retirement Policy Local Government Pension Scheme 1. Introduction South Lanarkshire Council recognises that employees are free to retire at any age of their choosing. Pension scheme members can currently access their pension benefits from age 55, although these will be subject to an actuarial reduction. (This age will increase to age 57 from 6 April 2028.) Pension scheme members can also opt to receive their full occupational pension without reduction, from their normal retirement age (which is the same as their state pension age.) However, many employees are electing to remain in the workplace longer, by working in a reduced capacity whilst drawing their pension benefits. This option is known as flexible retirement and provides pension scheme members with greater flexibility and choice as they approach retirement. 2. Criteria In terms of entitlement to apply for flexible retirement and access some or all of the accrued pension benefits, the conditions of access which are laid out in this policy and governed by the relevant overarching pension scheme regulations. The criteria which an employee must satisfy in order to be eligible for flexible retirement are: 2.1 Flexible retirement is aimed at those pension scheme members who are approaching the normal pension scheme retirement age. Members who wish to ease into retirement can apply for flexible retirement at any time from age 60. 2.2. Employees seeking flexible retirement will be required to obtain agreement from their employing resource. They will also be required to reduce their contracted weekly hours by at least 25%. 2.3. The cost of any actuarial reduction under the relevant pension scheme must be borne by the employee. 2.4 All flexible retirement applications will be considered; discretion can be applied to grant applications where there is a reasonable employer cost. Where costs are higher or excessive, further assessment and consideration of the application will take place. 3. Making a Request Applications for flexible retirement should be made to Personnel Services at least 6 months in advance of the employee’s chosen start date to allow sufficient time for the required internal approval process including making the necessary arrangements with Strathclyde Pension Fund Office (SPFO). Requests will be dealt with under the principles of the Council’s flexible working policies and any proposed reduction in working hours must be acceptable in terms of the operation of the service. 3.1. Employees should submit their request for flexible retirement to their Head of Service which must contain the following information: • Details of the reduction in contractual weekly hours. 117
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• Details of the percentage of their accrued benefits the member wishes to access. • The date from which it is proposed to become effective. • How the employee meets the criteria outlined in paragraph 2 above. Depending on the complexity of the arrangements to be made, and the nature of the employee’s work, the Resource may convene a meeting with the employee within 28 days of receipt of the request. The purpose of this meeting is to explore the feasibility of the request in depth and discuss how it may be accommodated or to consider alternatives. An employee may be accompanied at this meeting by their trade union representative or other suitable person, if wished. 3.2 All requests must also be approved by the Executive Director (Finance and Corporate Resources) using form RED/9/25. 4. Notification of decision The employing Resource will give the employee written notice of its decision on the application within 28 days of receipt of the request or within 14 days of any meeting. Where the request is agreed, the Resource will confirm the change to the employee’s terms and conditions and the date from which it is to take effect, this must be at least 6 months in advance. (In exceptional circumstances retirements may be processed out with this timescale.) In the event that the Resource decides to refuse the request, the employee will be advised in writing, of the grounds for refusal and their right of appeal. No request will be refused without a meeting having been held, as set out above, to allow for a full discussion of the request and to explore suitable alternatives. 5. Right of Appeal There are two routes of appeal dependent on the nature of the flexible retirement request. Appeals in relation to flexible working arrangements will be heard within the employing Resource in accordance with the appeal arrangements set out in paragraph 5.1. Appeals regarding access to pension benefits will be heard within Finance and Corporate Resources as set out in paragraph 5.3. 5.1 Flexible working appeals Employees have the right to appeal to a more senior manager in the employing Resource who has not previously been involved in the matter. An appeal should be submitted in writing stating the grounds, to the Head of Service (or nominated senior officer), within 14 days of the date of receipt of the decision. Where the appeal is not upheld, the letter advising the employee will state the grounds for the decision and will be copied to the Executive Director (Finance and Corporate Resources). If the employee is not satisfied with the outcome of their appeal, they may submit a complaint in writing to the Executive Director (Finance and Corporate Resources) within 14 days requesting that the matter be heard by the Grievance and Disputes Panel. 5.3 Access to pension benefits appeals If the member disagrees with a decision made by the Council in relation to accessing their pension benefits, their stage 1 complaint should be made in writing to the Head of Personnel Services (Finance and Corporate Resources) within 6 months of the decision. If the employee is not satisfied with the outcome of their appeal at this stage, they may submit their stage 2 appeal to the Scottish Ministers. Disagreements regarding decisions made by the pension administrator should be directed to the Pension Scheme Manager, Strathclyde Pension Fund Office. 118
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6. Contractual Issues Where flexible retirement has been agreed, the employee will be issued with a new appointment letter and schedule of terms and conditions. Arrangements will also be made to adjust their pay, annual leave entitlement and work pattern to reflect their new working hours. While continuity of service will be retained, any personal preservation applying to the employee will cease upon commencement of the flexible retirement arrangement. Employees will also be re-enrolled into the pension scheme in line with the current regulations. It is the responsibility of the employee to take the appropriate advice in respect of the effect on pension benefits, and the relevant scheme rules. All voluntary deductions such as credit union, council tax, etc will continue, however employees with AVC deductions will be asked to confirm if they wish these deductions to continue. 119
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Common Good – Disposal of Land at Back Row/ Cadzow Park, Hamilton 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval for Property Services to proceed with the process to dispose of a small area of land at Back Row/Cadzow Park, Hamilton 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Property Services be authorised to proceed with the consultation on the proposed disposal of a small area of land at Back Row/Cadzow Park, Hamilton; and (2) if there are no objections under the consultation, that Property Services be authorised to proceed with the disposal of the small area of land at Back Row/Cadzow Park, Hamilton. 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. The subject of this report is a land asset within Hamilton Common Good (section 4). 4. Land at Back Row/Cadzow Park, Hamilton 4.1. Property Services have identified that a small area of land believed to have been disposed of decades ago, is still owned by the Council. This piece of land, amounting to approximately 24 square metres, is being used as part of a private car park. Appendix 1 to this report shows the area of land in question. 4.2. The Council has been approached by the owners of the adjacent land who are seeking to purchase the small area of land to consolidate their title to reflect what they are occupying and using. 13 121
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4.3. Legal Services have advised that the land belongs to Hamilton Common Good and is alienable so can be disposed of without having to seek permission from the courts, however, consultation to dispose of the land would be required under the Community Empowerment (Scotland) Act 2015. 4.4. If approved by Committee, the consultation will be carried out by Property Services and will be open for eight weeks following this Committee to allow community bodies and others to make representations. 4.5. As the land in question currently forms part of a private car park, it is not anticipated that there will be any objections in which case Property Services would be able to proceed with the disposal of the land under delegated authority. 4.6. If there are no objections, it is proposed that Property Services progress the disposal, however, if there are objections, these would be taken back to a future meeting of this Committee for consideration. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1. The proposed sale price is £9,000 which will be credited to the Hamilton Common Good Fund. . 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. There are no other implications. 9. Integrated Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy, and therefore, no impact assessment is required. 9.2. A consultation to dispose of the land will be carried out in accordance with the Community Empowerment (Scotland) Act 2015. Jackie Taylor Executive Director (Finance and Corporate Resources) 22 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None 122
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List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Head of Finance Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.ohagan@southlanarkshire.gov.uk 123
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Appendix 1 124
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 18 February 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Early Retirement, Voluntary Severance and Switch 2 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise on activity related to early retirements, voluntary severances, re- employment of early retirees and re-deployments with an effective date during the period 1 April to 30 September 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that early retirements, voluntary severances, re-employment of early retirees and redeployment of employees on the Switch 2 register with an effective date during the period 1 April to 30 September 2025 be noted. [1recs] 3. Background 3.1. The Council analyses the number and associated costs of employees being released through early retirement and voluntary severance. This report provides information on the Council’s position for the period 1 April to 30 September 2025. 4. Early Retirements (Efficiency of the Service/Voluntary Redundancy) and Voluntary Severance 4.1. During the period, no early retirements on the grounds of efficiency of the service; voluntary redundancy or voluntary severance were granted. This represents no change compared to the previous 6-month period. 4.2. The re-employment of those who have been granted early retirement or voluntary severance is monitored and approved centrally within Personnel Services. During the 6-month period, no requests for re-employment were made and this represents no change when compared to the previous period. 5. Early Retirements – Ill Health 5.1. The Local Government Pension Scheme (LGPS) regulations allow for 2 tiers of ill health retirement in situations where the member’s ill-health or infirmity of mind or body renders them permanently incapable of discharging efficiently the duties of their current employment. Tier 1 relates to members with no reasonable prospect of obtaining gainful employment before their state pension age. Tier 2 relates to members with a reasonable prospect of obtaining gainful employment before their state pension age. 14 125
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5.2. The Scottish Teachers Pension Scheme (STPS) similarly has 2 levels of ill health retirement: total incapacity benefits and partial incapacity benefits. Total incapacity benefit relates to members who are permanently unable to teach and assessed as having their ability to carry out any work impaired by more than 90% and this is likely to be permanent in the future. Partial incapacity benefit relates to members who are permanently unable to teach but able to undertake other employment. 5.3. Of the 49 ill health retirement requests made during the 6-month period, 28 applications were granted under these provisions as shown below; 21 applications resulted in no award being granted. Early retirements on ill- health grounds do not incur capitalisation costs. Resource Ill health retirement Community and Enterprise 10 Education/ Finance and Corporate/ Housing and Technical 10 Social Work 8 Total 28 5.4. During the 6-month period, the number of ill health retirements granted increased by 1 when compared to the same period last year. 5.5. Annual Trend Analysis Annual Period 1/4/21- 31/3/22 1/4/22- 31/3/23 1/4/23- 31/3/24 1/4/24- 31/03/25 1/4/25- 30/09/25 No. of ill-health retirements 46 69 66 60 28* *Denotes the 6-month period 6. Switch 2 6.1. Switch 2 is monitored and approved centrally within Personnel Services. During the 6-month period, 27 employees were redeployed to suitable alternative posts within the Council as follows:- Resource Employees Modern apprentices Total Community and Enterprise/Education 5 0 5 Social Work 22 0 22 TOTALS 27 0 27 6.2. This is a decrease of 9 when compared to the previous period. Of the employees matched during the period, 16 were placed in permanent roles and 11 into a fixed term role. In line with the Switch 2 policy, employees placed on a fixed term basis will be matched to a suitable, permanent posts when available. 126
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6.3. Annual Trend Analysis Annual Period 1/4/21– 31/3/22 1/4/22– 31/3/23 1/4/23- 31/3/24 1/4/24- 31/3/25 1/4/25- 30/9/25 No. of Switch 2 matches 90 28 30 111 27* *Denotes the 6-month period 6.4. During the period 1 April 2025 to 30 September 2025, the number of re-deployments decreased by 48 when compared to the same period last year and this is a result of decrease in the number of employees being displaced from their substantive role due to a service review or restructure. 7. Flexible Retirement 7.1. Both the local government and teachers’ pension scheme regulations allow employees to access their pension benefits whilst continuing to work in a reduced capacity with their employer’s consent. In line with the council’s flexible retirement policy, requests that result in a strain on the fund cost to the council are not generally granted. 7.2. In line with this policy, flexible retirement, phased retirement, and winding down applications (from local government employees and teachers respectively) are approved and monitored centrally within Personnel Services. During the 6-month period, 55 requests were approved as detailed below. Resource Flexible Retirements (local government employees) Phased Retirements/ Winding Down (teachers) Community and Enterprise 8 Education/ Finance and Corporate/ 24 0 Housing and Technical 12 Social Work 11 Total 55 7.3. The average age of the flexible retirements granted during the 6-month period was 64 years and this is unchanged when compared with the same period last year. 7.4. On 1 October 2024, a change to the strain on the fund arrangements in respect of early retirements was implemented by Strathclyde Pension Fund. To manage the impact of this unexpected change, the Council made a temporary exception whereby “with-cost” applications that were in progress were approved as a transitionary measure. 7.5. Annual Trend Analysis Annual Period 1/4/21- 31/3/22 1/4/22- 31/3/23 1/4/23- 31/3/24 1/4/24- 31/3/25 1/4/25- 30/9/25 No. of Flexible Retirements 126 128 156 112 55* *Denotes the 6-month period 127
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7.6. During the period 1 April 2025 to 30 September 2025, the number of flexible retirements that were granted, increased by 14 when compared to the previous 6- month period. 7.7 Flexible retirement refusals are monitored within Personnel Services and 23 requests with effective dates during the period, were declined as the employer cost criterion was not met. This demonstrates an increase of 19 when compared to the previous 6-month period. 8. Employee Implications 8.1. Due to the implementation of Strathclyde Pension Fund’s revised strain on the fund calculation on 1 October 2024, the Council has undertaken a review of its flexible retirement arrangements, in consultation with the trades unions. The proposed policy updates and recommendation have been presented to Finance and Corporate Resources Committee in the accompanying Flexible Retirement Policy Update report. This report will be referred a future meeting of the Executive Committee for approval. 9. Financial Implications 9.1. No early exit packages relating to early retirement or voluntary severance were granted within the period 1 October 2024 to 31 March 2025, therefore, no associated costs were incurred. This represents no change when compared to the same period last year. 9.2. During the period, costs of £2,678 were incurred relating to flexible retirement applications that were granted in accordance with the Council’s agreed transitionary arrangements, and this represents a decrease of £33,175 when compared to the previous 6-month period. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no climate change, sustainability or environmental implications. 11. Other Implications 11.1. The early release of employees across the Council must be properly managed to minimise the risk of adversely impacting service levels through the loss of vital skills and experience. In accordance with agreed policies, the redeployment of employees through the Switch 2 process continues to be considered. 11.2. Employees have the right to invoke the internal dispute resolution process if their flexible retirement application has not been granted. Stage 1 appeals which are not upheld by the Council can be submitted to the Scottish Public Pensions Agency at stage 2 and the Pensions Ombudsman as the final appeal stage. Should an appeal be upheld at a later stage in the process, the council’s original decision may be overturned and compensation awarded to the employee thus incurring additional costs and potential reputational damage. 128
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12. Integrated Impact Assessments 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. All releases were in line with Council policies and the agreed transitionary arrangements put in place in respect of Strathclyde Pension Fund’s revised strain on the fund calculations. 12.3. Consultation has been undertaken with the trades unions in respect of the Flexible Retirement Policy Update. Jackie Taylor Executive Director (Finance and Corporate Resources) 15 November 2025 Link(s) to Council Values/Priorities/Outcomes Excellent Employer Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee 19 November 2025 Finance and Corporate Resources Committee 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: - Danielle Lang, HR Business Manager (Operations) Ext: 4132 (Tel: 01698 454132) E-mail: Danielle.Lang@southlanarkshire.gov.uk 129
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