Agenda Document Pack - Finance and Corporate Resources Committee - 06/05/2026
South Lanarkshire Council · 6 May 2026
Back to Finance and Corporate Resources Committee — 6 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 28 April 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, 06 May 2026 Time: 14:00 Venue: Hybrid - Council Chamber, 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 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
Page 2
BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Finance and Corporate Resources Committee held on 18 February 2026 submitted for approval as a correct record. (Copy attached) 5 - 14 3 Minutes of Appeals Panel Minutes of the meetings of the Appeals Panel held on 26 November 2025, 12 and 19 February and 12 March 2026 submitted for approval as a correct record. (Copies attached) 15 - 22 Monitoring Item(s) 4 Finance and Corporate Resources - Revenue Budget Monitoring 2025/2026 Report dated 2 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 23 - 34 5 Finance and Corporate Resources - Capital Budget Monitoring 2025/2026 Report dated 2 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 35 - 38 6 Finance and Corporate Resources – Workforce Monitoring – 1 January to 28 February 2026 Report dated 30 March 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 39 - 46 7 Council-wide Workforce Monitoring – 1 January to 28 February 2026 Report dated 31 March 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 47 - 68 Item(s) for Decision 8 Revenue Collection and Approval for Write-Offs Report dated 10 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 69 - 74 9 Disability Policy Report dated 24 March 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 75 - 108 Item(s) for Noting 10 Common Good Update Report Report dated 10 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 109 - 116 11 Audit Scotland - Comhairle nan Eilean Siar Cyber-Attack Affecting Operations and Services Report dated 8 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 117 - 120 2
Page 3
Urgent Business 12 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Carol Lyon Clerk Telephone: 07385370065 Clerk Email: carol.lyon@southlanarkshire.gov.uk 3
Page 4
4
Page 5
FINANCE AND CORPORATE RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 18 February 2026 Chair: Councillor Celine Handibode (Depute) Councillors Present: Councillor Alex Allison, Councillor Walter Brogan (Depute), Councillor Mathew Buchanan, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Andrea Cowan, Councillor Maureen Devlin, Councillor Colin Dewar (substitute for Councillor Hugh Macdonald), Councillor Mary Donnelly, Councillor Grant Ferguson, Councillor Gladys Ferguson-Miller, Councillor Graeme Horne, Councillor Martin Hose, Councillor Elaine McDougall, Councillor Mark McGeever, Councillor Mo Razzaq, Councillor John Ross, Councillor Graham Scott, Councillor Helen Toner (substitute for Councillor Katy Loudon), Councillor Kirsty Williams Councillors' Apologies: Councillor Margaret Cooper, Councillor Joe Fagan (ex officio), Councillor Ross Lambie, Councillor Katy Loudon, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Lesley McDonald (Chair) Attending: Chief Executive’s Service J Kerr, Community Engagement Manager; T Little, Head of Communications and Strategy Finance and Corporate Resources J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); M Husband, Head of IT Services; S Jessup, Administration Assistant; C Lyon, Administration Officer; M Milne, Head of Personnel Services; L O’Hagan, Head of Finance (Strategy); I Strachan, Head of Administration and Legal Services 1 Declaration of Interests The following interest was declared:- Councillor(s) Item(s) Nature of Interest(s) Toner Community Can Do Fund Applications ♦ 2695655 - Low Waters Community Group Personal connection to group 2 Minutes of Previous Meeting The minutes of the meeting of the Finance and Corporate Resources Committee held on 19 November 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of Recruitment Committee The minutes of the meetings of the Recruitment Committee held on 11 and 17 November 2025 and 20 January 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
Page 6
4 Finance and Corporate Resources – Revenue Budget Monitoring 2025/2026 and Probable Outturn A report dated 21 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted comparing the actual expenditure for the period 1 April to 29 December 2025 and providing a Probable Outturn forecast for the year to 31 March 2026 for Finance and Corporate Resources. The report provided information on the actual spend as at 29 December 2025 within the Resource budget, as well as the Probable Outturn position on expenditure and income for the year. A Service Analysis Statement, which outlined the key highlights by Service for the Resource, was provided at Appendix A to the report. The detailed financial position, with variance explanations by budget category, was provided at Appendices B to I to the report. Virements were proposed to realign budgets and those movements were detailed in the appendices to the report. Following the Council’s formal Probable Outturn exercise, the forecast for the Resource was an underspend of £0.578 million after transfers to reserves. The position before transfers to reserves was an underspend of £0.878 million due to reduced costs associated with Empty Property Relief which was demand led. The transfer to reserves approved by the Executive Committee on 4 February 2026 totalled £0.300 million and related to the Insurance Fund to manage the anticipated increase in insurance premiums. Included in this position was an anticipated underspend of £0.040 million on Community Grants which was offset by the proposal to use this for in-year support to local food banks as discussed at the Executive Committee on 3 December 2025 and agreed on 4 February 2026. Payments would be made to constituted organisations in the third sector to support the Council’s priority of tackling poverty. Funding had been allocated to Finance and Corporate Resources as part of the approved Local Action Fund for 2025/2026. This related to grants and contributions approved to various bodies. Budget of £0.288 million was included in Finance and Corporate Resources’ position, as outlined in Appendix H to the report, with expenditure incurred in line with Elected Members’ proposals approved by the Executive Committee. The Committee decided: (1) that the Probable Outturn forecast to 31 March 2026 of an underspend after approved transfers to reserves, as detailed in Appendix B to the report, be noted; and (2) that the proposed budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of 19 November 2025 (Paragraph 4) and Minutes of the Executive Committee of 4 February 2026 (Paragraph 3)] 5 Finance and Corporate Resources – Capital Budget Monitoring 2025/2026 A report dated 21 January 2026 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 29 December 2025. The revised capital programme for 2025/2026 was £0.645 million and remained unchanged from the position reported to Committee on 19 November 2025. 6
Page 7
The forecast for the financial year was £0.645 million and spend to date was £0.280 million. The Committee decided: that the Finance and Corporate Resources’ capital programme of £0.645 million, and expenditure to date of £0.280 million, be noted. [Reference: Minutes of 19 November 2025 (Paragraph 5)] 6 Finance and Corporate Resources – Workforce Monitoring – 1 October to 31 December 2025 A report dated 15 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the following employee information for Finance and Corporate Resources for the period 1 October to 31 December 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews staffing watch as at 13 September 2025 The Committee decided: that the report be noted. [Reference: Minutes of 19 November 2025 (Paragraph 6)] 7 Council-wide Workforce Monitoring – 1 October to 31 December 2025 A report dated 15 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the following Council-wide employee information for the period 1 October to 31 December 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring staffing watch as at 13 September 2025 Officers responded to a member’s question on the report. The Committee decided: that the report be noted. [Reference: Minutes of 19 November 2025 (Paragraph 7)] 8 Treasury Management Activity – 2025/2026 Third Quarter Review A report dated 31 December 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the third quarter review of Treasury Management activity for 2025/2026. 7
Page 8
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 19 November 2025 (Paragraph 9)] 9 Revenue Collection and Approval for Write-Offs A report dated 28 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted on:- collection performance for the financial year 2025/2026 to 31 December 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 the legislative and service position regarding the award of non-domestic rates empty property relief Details were provided on current collection targets. The Council was behind target and comparable performance from 2024/2025 in respect of Council Tax. In respect of non-domestic rates, the Council was ahead of target and 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 behind 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. 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 December 2025 was -0.24%. 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. It was proposed that the following debts be written off:- irrecoverable Council Tax accounts from 1993/1994 to 2025/2026 to the value of £1,888,397.88 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 £716,763.11 relating primarily to debtors in liquidation, those who had ceased trading or had been sequestrated 8
Page 9
BID levies totalling £8,732.96 administered by the Council on behalf of Hamilton, Carluke and Lanark BID companies sundry debts to a value of £132,546.05 former tenant rent arrears totalling £435,079.81 (including bulk write-offs for 2025/2026 Q3 for temporary accommodation) and housing benefit overpayments of £13,183.34 school meal debt totalling £10,000 (funded by Scottish Government grant of £224,000) 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 had been devolved to councils. The Council had been notified of this in November 2025 and immediate action had been 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 The Scottish Government had to introduce new legislation to provide the legal basis for councils to levy non-domestic rates for empty properties, which had retrospective effect from 1 April 2023. The emergency Bill for the Non-Domestic Rates (Liability for Unoccupied Properties) (Scotland) Act 2006 had been passed by the Scottish Parliament on 27 November 2025, received Royal Assent on 7 January 2026 and came into force on 8 January 2026. All outstanding applications and updated liabilities for accounts that had been suspended awaiting the new Act had now been processed and recovery had also recommenced on bills with outstanding empty relief charges due. Where summary warrants had been obtained, new warrants would be sought with no attempt made to enforce existing warrants. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the Council’s performance in the collection of revenues be noted; (2) that the current position in respect of the Non-Domestic Rates Incentivisation Scheme be noted; (3) that the write-off of the following irrecoverable debts be approved:- Council Tax debt from 1993/1994 to 2025/2026 to the value of £1,888,397.88 Non Domestic Rates from 2023/2024 to 2025/2026 totalling £716,763.11 BID levies totalling £8,732.96 sundry debts to a value of £132,546.05 house rent and associated charges totalling £435,079.81 school meal debt totalling £10,000 (4) that the legislative and service position regarding the award of non-domestic rates empty property relief be noted. [Reference: Minutes of 19 November 2025 (Paragraph 10)] 10 Community Can Do Fund Applications A report dated 29 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted on Community Can Do Fund applications for 2026/2027. 9
Page 10
The Community Can Do Fund had been established during the Third Sector Partnership Review in 2025/2026 as a fund that offered a fair, open and transparent mechanism to award medium sized grants to third sector organisations working across South Lanarkshire local communities. Applicants could apply for grants between £1,000 and £20,000 for the 2026/2027 financial year. A grant had a 1-year duration, would not be renewed and could fund the costs to deliver existing or new programmes. Total funding available was £200,000. The Community Can Do grant was designed to support community-led projects. Grants were available to 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 of all ages more people were employed and economically active reduced poverty and household debt The application process opened on 1 December 2025 and closed on 11 January 2026. 92 applications were received with a value of £1,126,089. The application process was set out in line with the new Grant Policy which was published on the Council’s website and support was offered to complete applications. A panel of scorers had been established from both the Community Engagement Team and Voluntary Action South Lanarkshire (VASLan) to score and agree on successful applications. Scoring criteria was detailed in paragraph 4.4 of the report. A summary of the top scoring applications received that were being recommended for funding was detailed in Appendix 1 of the report. The review also introduced direct awards for some organisations, including the area’s 4 Citizens’ Advice Bureaux (CAB), at 80% of the funding in 2025/2026. In recognition of the reduction and to ease transition, it was 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 from an unallocated balance of £9,991 from the Can Do Fund, with the remainder from the existing Communications and Strategy budget. The Committee decided: (1) that the Community Can Do fund applications, as detailed in Appendix 1 of the report, be approved; and (2) that additional one-off grants be awarded to Citizens’ Advice Bureaux, as detailed in paragraph 5.6 of the report. Councillor Toner, having declared an interest in the above item of business, withdrew from the meeting during its consideration 11 Council Standards A report dated 14 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the revised Corporate Standards. The Council was committed to maintaining excellent standards of communication and access to services. The Corporate Standards outlined the minimum standards required of employees in terms of customer contact and service delivery. 10
Page 11
The standards had been reviewed to ensure they remained fit for purpose due to changes in working practices, increased digital contact, customer expectations around response times and the continued use of hybrid and remote working arrangements. The focus of the current standards was detailed in paragraph 3.4 of the report. The former Corporate Standards had been replaced with new Council Standards. The revised standards provided clearer expectations for both employees and customers, supported consistent service delivery across all services and helped reduce avoidable complaints arising from delays, unclear communication or inconsistent practices. A revised version of the Internal Council Standards and Public Facing Contact Methods and Performance Standards were detailed in appendices 1 and 2 of the report. Four categories had been introduced in the new Council Standards to organise content clearly. The new categories were:- communicating with others our customers our employees Council identity An annual review of the Council Standards would take place, commencing in March 2027. Review and verification as an annual exercise would ensure online content remained accurate and accessible. The review would also ensure that employees maintained the standards in their communications. The Committee decided: (1) that the work undertaken to review the Corporate Standards be noted; (2) that the revised Internal Council Standards and Public Facing Contact Methods and Performance Standards, attached at appendices 1 and 2 of the report, be approved; and (3) that the annual review of the Council Standards, as detailed in section 5 of the report, be noted. 12 Flexible Retirement Policy Update A report dated 28 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted on a proposal to update the Council’s Flexible Retirement Policy. The Council had a Flexible Retirement Policy, which was a discretionary policy that employers might offer to their workforce to allow pension scheme members the option to retire flexibly. This allowed them to access their pension while working in a reduced capacity. The Council agreed on this discretion in 2007 when its Flexible Retirement Policy was launched. The current policy allowed for the approval of employee applications where the following criteria had been met:- the employee was age 60 or over their contracted weekly hours would reduce by a minimum of 25% (approved by their employing Resource) the cost of any actuarial reduction would be borne by the employee there would be no cost to the Council 11
Page 12
Due to changes made during the last valuation of the 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. On that basis, the Council had reviewed the Flexible Retirement Policy with a view to amending the criteria relating to employer cost. It was proposed that the Council’s Flexible Retirement Policy be updated with an amendment to criteria 4, as detailed in paragraph 3.2 of the report. This amendment would allow all applications to be considered, and where those requests incurred a reasonable employer cost, those could be granted. A copy of the updated policy was attached as Appendix 1 to the report, with the updated section included at 2.4 of the appendix. It was also proposed that the Council’s overarching Local Government Pension Scheme Discretions Policy be updated to reflect this policy change. The Committee decided: that the proposed updates to the Council’s Flexible Retirement Policy and Local Government Pension Scheme Discretions Policy be approved. [Reference: Minutes of the Executive Committee of 10 October 2007 (Paragraph 14)] 13 Common Good – Disposal of Land at Back Row/Cadzow Park, Hamilton A report dated 22 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the disposal of a small area of Common Good land at Back Row/Cadzow Park. Hamilton. 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. Property Services had identified that a small area of land thought to have been disposed of decades ago, was still owned by the Council. The piece of land, outlined in Appendix 1 to the report, amounted to approximately 24 square metres and was being used as part of a private car park. The Council had been approached by the owners of the adjacent land who were seeking to purchase this small area of land to consolidate their title to reflect what they were occupying and using. Legal Services had advised that the land belonged to Hamilton Common Good and was alienable, so could be disposed of without having to seek permission from the courts, however, consultation would be required under the Community Empowerment (Scotland) Act 2015. If approved by Committee, the consultation would be carried out by Property Services and would be open for 8 weeks following this Committee, to allow community bodies and others to make representations. If there were no objections, it was proposed that Property Services would progress the disposal, however, if there were objections, those would be brought back to a future meeting of this Committee. The Committee decided: (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 12
Page 13
(2) that, if there were no objections under the consultation, Property Services be authorised to proceed with the disposal of the small area of land at Back Row/Cadzow Park, Hamilton. 14 Early Retirement and Voluntary Severance and Switch 2 A report dated 15 November 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 April 2025 to 30 September 2025. Officers responded to a member’s question on the report. The Committee decided: that the report be noted. [Reference: Minutes of 19 November 2025 (Paragraph 14)] 15 Urgent Business There were no items of urgent business. 13
Page 14
14
Page 15
APPEALS PANEL Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 26 November 2025 Chair: Councillor Walter Brogan Councillors Present: Councillor Andy Carmichael, Councillor Poppy Corbett Attending: Finance and Corporate Resources K Archer, Personnel Adviser; L Cunningham, Administration Officer; S McLeod, Administration Officer; G Robertson, Personnel Adviser 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Panel decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Appeal Against Dismissal The Panel considered an appeal (Ref 5/25) by an employee against their dismissal. The appellant was present and represented themself. The Council was represented by a Personnel Adviser. The Council called a witness. All parties were heard in relation to the appeal and then withdrew from the meeting. The Panel decided: that the grounds of the appeal had not been substantiated and the appeal be not upheld. 3 15
Page 16
16
Page 17
APPEALS PANEL Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 12 February 2026 Chair: Councillor Poppy Corbett Councillor Present: Councillor Ralph Barker Attending: Finance and Corporate Resources K Archer, Personnel Adviser; L Cunningham, Administration Officer Appointment of Chair In terms of Standing Order No 34(b), it was agreed that Councillor Corbett chair the meeting. 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Panel decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Appeal Against Dismissal The Panel considered an appeal (Ref 7/25) by an employee against their dismissal. The appellant was present and represented by a trade union representative. The Council was represented by a Personnel Adviser. The Council called a witness and the appellant’s representative called the appellant. All parties were heard in relation to the appeal and then withdrew from the meeting. The Panel decided: that the grounds of the appeal had not been substantiated and the appeal be not upheld. 3 17
Page 18
18
Page 19
APPEALS PANEL Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 19 February 2026 Chair: Councillor Poppy Corbett Councillor Present: Councillor Ralph Barker Attending: Finance and Corporate Resources K Archer, Personnel Adviser; L Cunningham, Administration Officer Appointment of Chair In terms of Standing Order No 34(b), it was agreed that Councillor Corbett chair the meeting. 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Panel decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Appeal Against Dismissal The Panel considered an appeal (Ref 8/25) by an employee against their dismissal. The appellant was present and represented by a trade union representative. The Council was represented by a Personnel Adviser. The Council called a witness and the appellant’s representative called the appellant. All parties were heard in relation to the appeal and then withdrew from the meeting. The Panel decided: that the grounds of the appeal had not been substantiated and the appeal be not upheld. 3 19
Page 20
20
Page 21
APPEALS PANEL Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 12 March 2026 Chair: Councillor Celine Handibode Councillors Present: Councillor Bert Thomson, Councillor Helen Toner Attending: Finance and Corporate Resources K Archer, Personnel Adviser; L Cunningham, Administration Officer 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Panel decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Appeal Against Dismissal The Panel considered an appeal (Ref 11/25) by an employee against their dismissal. The appellant was present and represented themself. The Council was represented by a Personnel Adviser. The Council called a witness. All parties were heard in relation to the appeal and then withdrew from the meeting. The Panel decided: that the grounds of the appeal had not been substantiated and the appeal be not upheld. 3 21
Page 22
22
Page 23
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 6 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources - Revenue Budget Monitoring 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [p provide information on the actual expenditure measured against the revenue budget for the period 1 April 2025 to 20 February 2026 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 fourth revenue budget monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2025/2026. 3.2. The report details the financial position for Finance and Corporate Resources. Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and Appendix B to I provides the detailed financial position with variance explanations by budget category. Any variance explanations and proposed budget virements are shown, where relevant, in Appendices C to I. 3.3. This report reflects the actual spend to 20 February 2026 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 23
Page 24
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. As at 20 February 2026, the Resource’s projected outturn position for 2025/2026 remains an underspend of £0.878 million before the previously approved Transfers to Reserves (Appendix B). 5.4. 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 £0.324 million is included in Finance and Corporate Resources position as outlined in Appendix H with expenditure being incurred in line with Elected Members’ proposals 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. 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) 2 April 2026 24
Page 25
Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 20 February 2026. Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 25
Page 26
Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 20 February 2026 (No. 12) 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 2,317 (6) (0.26%) 3,471 Transactions 18,955 17,981 974 5.14% 15,131 Audit 363 345 18 4.96% 430 Information Technology 8,512 8,650 (138) (1.62%) 11,328 Communications and Strategy 2,530 2,307 223 8.81% 2,402 Administration, Legal, Licensing and Registration 4,985 5,003 (18) (0.36%) 5,299 Personnel 6,800 6,975 (175) (2.57%) 6,979 Net Controllable Exp. 44,456 43,578 878 1.97% 45,050 Transfer to Reserves 0 300 (300) Position after Transfer to Reserves 44,456 43,878 578 1.30% 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 overspend is due to lower than budgeted level of turnover anticipated during the financial year partially offset by an over-recovery of licensing income. (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). 26
Page 27
Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 20 February 2026 (No. 12) 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 35,673 35,588 85 under (0.24%) 31,340 Property Costs 4,213 3,378 835 under 19.82% 1,862 Supplies & Services 9,099 9,290 (191) over (2.10%) 9,165 Transport & Plant 33 22 11 under 33.33% 19 Administration Costs 8,177 8,371 (194) over (2.37%) 6,964 Payments to Other Bodies 3,537 3,586 (49) over (1.39%) 2,919 Payments to Contractors 291 293 (2) over (0.69%) 324 Transfer Payments 49,522 49,028 494 under 1.00% 40,510 Financing Charges 1,416 1,554 (138) over (9.75%) 1,322 Total Controllable Exp. 111,961 111,110 851 under (0.76%) 94,425 Total Controllable Inc. (67,505) (67,532) 27 over recovery (0.04%) (49,385) Net Controllable Exp. 44,456 43,578 878 under 1.97% 45,040 Transfer to Reserves 0 300 (300) Position after Transfer to Reserves 44,456 43,878 578 under 1.30% 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. 27
Page 28
Appendix C South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 20 February 2026 (No. 12) 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 3,137 (17) over (0.54%) 2,793 1 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 15 21 (6) over (40.00%) 7 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 132 133 (1) over (0.76%) 127 Payments to Other Bodies 665 669 (4) over (0.60%) 331 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% 5 Total Controllable Exp. 3,992 4,022 (30) over (0.75%) 3,304 Total Controllable Inc. (1,681) (1,705) 24 over recovery (1.43%) 167 Net Controllable Exp. 2,311 2,317 (6) over (0.26%) 3,471 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 2,311 2,317 (6) over (0.26%) Variance Explanations 1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. Budget Virements None. 28
Page 29
Appendix D South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 20 February 2026 (No. 12) 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 12,964 222 under 1.68% 11,372 1 Property Costs 4,050 3,193 857 under 21.16% 1,747 2, a Supplies & Services 928 1,099 (171) over (18.43%) 1,042 Transport & Plant 4 2 2 under 50.00% 0 Administration Costs 1,292 1,488 (196) over (15.17%) 1,335 3 Payments to Other Bodies 1,504 1,549 (45) over (2.99%) 1,270 Payments to Contractors 251 251 0 - 0.00% 281 Transfer Payments 49,522 49,028 494 under 1.00% 40,510 4 Financing Charges 105 150 (45) over (42.86%) 54 Total Controllable Exp. 70,842 69,724 1,118 under 1.54% 57,611 Total Controllable Inc. (51,887) (51,743) (144) under recovery 0.28% (42,480) 5 Net Controllable Exp. 18,955 17,981 974 under 5.41% 15,131 Transfer to Reserves 0 300 (300) i Position after Transfer to Reserves 18,955 18,281 674 under 3.56% 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 partially offset by an under-recovery of Income (refer 5 below). 5. The projected under-recovery is partially offset by the demand-led underspend in Transfer Payments (see 4 above). Budget Virements a. Redetermination of Grant Funding for Scottish Welfare Fund. Net Effect £0.340m: Property Costs £0.340m Transfer to Reserves i. Insurance Fund - A contribution to manage the anticipated increase in insurance premiums paid from the Fund (£0.300m). 29
Page 30
Appendix E South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 20 February 2026 (No. 12) 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% 420 1 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 6 4 2 under 33.33% 1 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% 5 Total Controllable Exp. 530 512 18 under 3.40% 432 Total Controllable Inc. (167) (167) 0 - 0.00% (2) Net Controllable Exp. 363 345 18 under 4.96% 430 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. 30
Page 31
Appendix F South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 20 February 2026 (No. 12) 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 5,698 (119) over (2.13%) 5,000 1 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 6,929 6,929 0 under 0.00% 7,070 Transport & Plant 4 1 3 under 75.00% 1 Administration Costs 1,591 1,647 (56) over (3.52%) 1,274 2 Payments to Other Bodies 0 0 0 - 0.00% 0 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 835 843 (8) over (0.96%) 843 Total Controllable Exp. 14,938 15,118 (180) over (1.20%) 14,188 Total Controllable Inc. (6,426) (6,468) 42 over recovery (0.65%) (2,860) 3 Net Controllable Exp. 8,512 8,650 (138) over (0.65%) 11,328 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 8,512 8,650 (138) over (0.65%) Variance Explanations 1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. 2. The projected overspend is due to increased training costs relating to the new financial system, FUSION. 3. The projected over recovery of income reflects greater than budgeted level of IT leased equipment recharged to Resources during the financial year. Budget Virements None. 31
Page 32
Appendix G South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 20 February 2026 (No. 12) 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 2,302 122 under 5.03% 2,056 1 Property Costs 140 140 0 - 0.00% 72 Supplies & Services 506 460 46 under 9.09% 358 2 Transport & Plant 3 3 0 - 0.00% 4 Administration Costs 1,102 1,102 0 - 0.00% 892 Payments to Other Bodies 649 649 0 - 0.00% 618 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 351 368 (17) over (4.84%) 355 Total Controllable Exp. 5,175 5,024 151 under 2.92% 4,355 Total Controllable Inc. (2,645) (2,717) 72 over recovery (2.72%) (1,953) 3 Net Controllable Exp. 2,530 2,307 223 under 8.81% 2,402 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 2,530 2,307 223 under 8.81% 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. 32
Page 33
Appendix H South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 20 February 2026 (No. 12) 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 3,981 4,049 (68) over (1.71%) 3,540 1 Property Costs 5 6 (1) - (20.00%) 6 Supplies & Services 486 534 (48) over (9.88%) 517 2, a Transport & Plant 13 13 0 - 0.00% 12 Administration Costs 2,848 2,819 29 under 1.02% 2,445 Payments to Other Bodies 485 485 0 - 0.00% 492 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 65 94 (29) over (44.62%) 25 Total Controllable Exp. 7,883 8,000 (117) over (1.48%) 7,037 Total Controllable Inc. (2,898) (2,997) 99 over recovery (3.42%) (1,738) 3 Net Controllable Exp. 4,985 5,003 (18) over (0.36%) 5,299 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 4,985 5,003 (18) over (0.36%) Variance Explanations 1. The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. 2. The projected overspend is due to the additional cost of IT equipment which will facilitate hybrid Area Committee meetings. 3. The projected over recovery relates to increased licensing income from triennial licensing renewals for Private Hire Operators / Drivers and Taxi Operators. Budget Virements a. Transfer from Corporate Items in relation to Local Action Fund (taking the total to £0.324m): Net Effect £0.036m: Supplies and Services £0.036m. 33
Page 34
Appendix I South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 20 February 2026 (No. 12) 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 6,941 (71) over (1.03%) 6,159 1 Property Costs 18 39 (21) over (116.67%) 37 Supplies & Services 229 244 (15) under 6.55% 170 Transport & Plant 9 3 6 under 66.67% 2 Administration Costs 1,205 1,175 30 under 2.49% 885 2 Payments to Other Bodies 234 234 0 - 0.00% 208 Payments to Contractors 0 1 (1) over 0.00% 2 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 36 73 (37) over (102.78%) 35 3 Total Controllable Exp. 8,601 8,710 (109) over (1.27%) 7,498 Total Controllable Inc. (1,801) (1,735) (66) under recovery 3.66% (519) 4 Net Controllable Exp. 6,800 6,975 (175) over (2.57%) 6,979 Transfer to Reserves 0 0 0 Position after Transfer to Reserves 6,800 6,975 (175) over (2.57%) 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. 34
Page 35
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 6 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget Monitoring 2025/2026 - Finance and Corporate Resources 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Finance and Corporate Resources for the period 1 April 2025 to 20 February 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Finance and Corporate Resources capital programme of £0.645 million, and forecast expenditure of £0.645 million, be noted. [1recs] 3. Background 3.1. This is the fourth capital monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2025/2026. A final report will be provided following financial year-end. 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. Officers are currently working to maximise spend as part of the year-end exercise. This will be reported to Committee in the year-end report. 5.3. For information, actual expenditure to 20 February 2026 is £0.512 million. 5 35
Page 36
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) 2 April 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 20 February 2026 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 36
Page 37
Appendix A South Lanarkshire Council Capital Expenditure 2025/2026 Finance and Corporate Resources Programme For Period 1 April 2025 – 20 February 2026 Finance and Corporate Resources Total Original Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Information Technology Services 545 150 (50) 645 645 - 512 TOTAL 545 150 (50) 645 645 - 512 37
Page 38
38
Page 39
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 6 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources – Workforce Monitoring – 1 January to 28 February 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 January to 28 February 2026 relating to Finance and Corporate Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for 1 January to 28 February 2026 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 December 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 January to 28 February 2026. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of February 2026 for Finance and Corporate Resources. The Resource absence figure for February 2026 was 4.1%, this figure has increased by 0.6% when compared to the previous month and is 2.7% lower than the Council- wide figure. Compared to February 2025, the Resource absence figure has increased by 0.6%. Based on the absence figures at February 2026 and annual trends, the annual average absence for the Resource for 2025/2026 is 3.7% compared to a Council- wide average figure of 6.1%. 6 39
Page 40
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, 53 referrals were made this period. This represents an increase of 13 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 2 accidents/incidents recorded and investigated within the Resource during this period. This figure remains unchanged when compared with the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, no disciplinary hearings were heard by the Resource. This has reduced by 1 when compared with the same period last year. No appeals were heard by the Resource, and no appeals were pending. No Grievance complaints were raised; this figure remains unchanged when compared with the same period last year. 1 Dignity at Work complaint was raised within the Resource during the period, this figure has increased by 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were 4 leavers this period who were eligible for an exit questionnaire. This figure has increased by 3, when compared with the same period last year. Three exit questionnaires were completed in this period, this figure has increased by 3 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 5 employees in post from 13 September 2025 to 13 December 2025. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 40
Page 41
10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. 30 March 2026 Jackie Taylor Executive Director (Finance and Corporate Resources) 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 – 18 February 2026 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Eileen McPake, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Eileen.McPake@southlanarkshire.gov.uk 41
Page 42
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 3.5 January 0.0 0.0 0.0 January 2.8 3.7 3.5 January 6.1 6.7 6.5 February 3.5 3.5 4.1 February 0.0 0.0 0.0 February 3.5 3.5 4.1 February 6.4 7.0 6.8 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 3.7 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.7 Annual Average 5.4 5.9 6.1 Average Apr-Feb 3.6 3.4 3.7 Average Apr-Feb 0.0 0.0 0.0 Average Apr-Feb 3.6 3.4 3.7 Average Apr-Feb 5.3 5.8 6.0 817 0 817 15733No of Employees at 28 February 2026 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Finance and Corporate Resources No of Employees at 28 February 2026 No of Employees at 28 February 2026 APT&C Council WideManual Workers No of Employees at 28 February 2026 Resource Total 42
Page 43
Jan - Feb Jan - Feb 2025 2026 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 15 22 TOTAL 40 53 Jan - Feb Jan - Feb 2025 2026 Specified Injuries* 1 0 Minor 1 1 Violent Incident: Verbal***** 0 1 Total Accidents/Incidents 2 2 Jan - Feb Jan - Feb 2025 2026 Total Number of Hearings 1 0 Time Taken to Convene Hearing - Jan and Feb 2026 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 0 0 Jan - Feb Jan - Feb 2025 2026 Number of Grievances 0 0 Jan - Feb Jan - Feb 2025 2026 Number of Incidents 0 1 Still in Process 0 1 ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 FINANCE AND CORPORATE RESOURCES 12 18 3 2 10 11 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 43
Page 44
Jan - Feb Jan - Feb 2025 2026 Career Advancement 1 2 Moving outwith area 0 1 Personal Reasons 0 1 Total Number of leavers eligible for an exit questionnaire 1 4 Number of exit questionnaires completed 0 3 % of leavers 0% 75% ANALYSIS OF REASONS FOR LEAVING Appendix 2a FINANCE AND CORPORATE RESOURCES 44
Page 45
As at 13 December 2025 Total Number of Employees F/T P/T F/T P/T 186 19 370 240 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 80.84 346.12 216.80 56.11 23.00 0.00 0.00 0.00 730.87 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 Appendix 3 JOINT STAFFING WATCH RETURN FINANCE AND CORPORATE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 815 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 810 45
Page 46
46
Page 47
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 6 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Council-wide Workforce Monitoring – 1 January – 28 February 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information relating to the Council for the period 1 January to 28 February 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for the period 1 January to 28 February 2026 relating to the Council be noted:- attendance statistics occupational health accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring staffing watch as at 13 December 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 January to 28 February 2026. 4. Attendance Statistics 4.1. Information on absence statistics for the Council and each Resource, as analysed for February 2026, is provided in Appendices 1 to 8. Points to note are:- The Council’s absence rate for February 2026, shown in Appendix 1, is 6.8% which represents an increase of 0.3% when compared to the previous month and an decrease of 0.2% when compared to February 2025. When compared to February 2025, the APT&C absence rate has decreased by 0.6%, the teachers’ figure has increased by 0.2% and the manual workers’ figure has increased by 0.1%. Based on annual trends and the absence rate to February 2026, the annual average absence rate for the Council for 2025/2026 is 6.1%. 7 47
Page 48
In comparison to February 2025 (Appendix 8):- Psychological and musculoskeletal conditions are the top 2 reasons for absence Total days lost due to psychological conditions have decreased by 623 days Total days lost due to musculoskeletal conditions have decreased by 58 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 January to 28 February 2026 is provided in Appendix 9. during the period there were 353 employees referred for a medical examination, which is a decrease of 24 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 351 employees attended physiotherapy treatment, showing an increase of 15 when compared to the same period last year. Of the 351 employees referred, 54% remained at work whilst undertaking treatment during this period 400 employees were referred to the Employee Support Officer, showing an increase of 6 when compared with the same period last year. Of the referrals made this period, 91% related to personal reasons 183 employees were referred to the PAM Assist counselling service this period, showing an increase of 44 when compared with the same period last year. All the referrals made this period were made directly by employees. Personal reasons accounted for 16% of the referrals made, 16% were for work related reasons and 68% was for other reasons 8 employees were referred for Cognitive Behavioural Therapy this period, a decrease of 22 when compared to the same period last year 6. Accidents/Incidents 6.1. The accident/incident report for 1 January to 28 February 2026 is contained in Appendix 10. the number of accidents/incidents recorded was 453 of those, all 453 have been investigated of those investigated, 2 specified injuries were recorded of those investigated there were 92 minor accidents/incidents of those investigated, no accidents resulted in an absence lasting over 3 days of those investigated, 1 accident resulted in an absence lasting over 7 days 7. Discipline, Grievance, Dignity at Work Hearings and Mediation Referrals 7.1. Information on Disciplinary, Grievance Hearings, Dignity at Work and Mediation Referrals for 1 January to 28 February 2026 is contained in Appendices 11, 12a and 12b. 48
Page 49
During the period:- a total of 46 disciplinary hearings were held across Resources within the Council, this figure has increased by 18 when compared to the same period last year action was taken in 44 of these cases. No appeals were raised against the outcomes our target is to convene disciplinary hearings within 6 weeks, 42% of hearings met this target 4 grievances were submitted, all of which are currently being investigated 7 Dignity at Work complaints were raised, all of which are currently being investigated 2 referrals for mediation were submitted 8. Analysis of Leavers and Exit Questionnaires 8.1. Information on the number of leavers and exit questionnaires for the period 1 January to 28 February 2026 is contained in Appendix 13. Exit questionnaires are completed with employees who leave voluntarily. Labour Turnover Using information compiled from Resources and Staffing Watch information as at 13 December 2025, the Council’s turnover figure for 1 January to 28 February 2026 is as follows:- 95 leavers eligible for exit interviews/15,674 employees in post = Labour Turnover of 0.6%. Based on the figure at February 2026, the annual labour turnover figure for the financial year 2025/2026 for the Council is 3.6%. 8.2. Analysis of Leavers and Exit Questionnaires:- 95 employees left the Council that were eligible for an exit questionnaire, this figure remains the same when compared with the same period last year a total of 22 exit questionnaires were completed which is a decrease of 4 when compared with same period last year 9. Recruitment Monitoring 9.1. Information on Recruitment Monitoring for 1 January to 28 February 2026 is contained within Appendix 14. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:- overall, 5,478 applications were received and all candidates completed the Equal Opportunities Monitoring Form of those applicants who declared themselves as disabled (328), 204 were shortleeted for interview and 13 were appointed of those applicants of a black/ethnic minority background (791), 293 were shortleeted for interview and 19 were appointed Of those applicants who are ex-armed forces (31), 15 were shortleeted for interview and 5 were appointed 49
Page 50
9.2 As part of the ongoing work taking place in the Council to increase BME representation in recruitment, an Action Plan has been created, which is aligned to the Councils mainstreaming equalities activity. This is monitored through the Councils Employee, Equalities, Diversity and Inclusion (EEDI) Forum. A progress update on the 5 actions in the EEDI Action plan was provided to the EEDI Forum at its meeting on 4 March 2026. The key areas covered within the Plan are:- 1. Review Recruitment Processes 2. Training for Recruitment Panels 3. Diverse Interview Panels 4. Enhanced Advertising 5. Collaborate with Community Organisations Employees are also encouraged to engage with and contribute to the Councils Employee Networks as part of the Action Plan. These networks are designed to empower employees, strengthen engagement, and provide a platform to raise issues that matter to them. They also play a key role in identifying and proposing positive actions and solutions. Active staff networks additionally help position the Council as an employer of choice for prospective candidates. 10. Staffing Watch 10.1 There has been an increase of 227 in the number of employees in post from 13 September 2025 to 13 December 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) 31 March 2026 50
Page 51
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 – 18 February 2026 List of Background Papers Monitoring information provided by Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 51
Page 52
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 6.2 January 4.8 4.9 5.0 January 7.8 8.3 8.4 January 6.1 6.7 6.5 February 6.3 7.0 6.4 February 4.9 4.9 5.1 February 8.0 9.0 9.1 February 6.4 7.0 6.8 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 6.0 Annual Average 3.3 3.6 3.9 Annual Average 7.2 7.8 8.1 Annual Average 5.4 5.9 6.1 Average Apr-Feb 5.3 5.9 5.9 Average Apr-Feb 3.2 3.6 3.9 Average Apr-Feb 7.1 7.8 8.0 Average Apr-Feb 5.3 5.8 6.0 7314 4003 4416 15733 Council Wide No of Employees at 28 February 2026 No of Employees at 28 February 2026 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Council Wide APT&C Teachers No of Employees at 28 February 2026 No of Employees at 28 February 2026 Manual Workers 52
Page 53
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 4.1 January 7.4 7.8 8.0 January 6.9 7.2 7.4 January 6.1 6.7 6.5 February 4.0 4.0 3.6 February 7.8 8.7 9.0 February 7.2 7.9 8.1 February 6.4 7.0 6.8 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-Feb 3.1 3.7 3.5 Average Apr-Feb 6.7 7.1 7.8 Average Apr-Feb 6.2 6.5 7.1 Average Apr-Feb 5.3 5.8 6.0 589 2850 3429 15733 Manual Workers Resource Total No of Employees at 28 February 2026 No of Employees at 28 February 2026 No of Employees at 28 February 2026 No of Employees at 28 February 2026 Appendix 2 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Community and Enterprise Resources APT&C Council Wide 53
Page 54
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 7.2 January 4.8 4.9 5.0 January 5.6 6.3 5.9 January 6.1 6.7 6.5 February 7.2 8.4 7.5 February 4.9 4.9 5.1 February 6.0 6.5 6.1 February 6.4 7.0 6.8 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 6.7 Annual Average 3.3 3.6 3.9 Annual Average 4.5 4.9 5.1 Annual Average 5.4 5.9 6.1 Average Apr-Feb 5.7 6.4 6.5 Average Apr-Feb 3.2 3.6 3.9 Average Apr-Feb 4.4 4.8 5.0 Average Apr-Feb 5.3 5.8 6.0 3231 4003 7234 15733 Appendix 3 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Education Resources Council WideAPT&C Teachers Resource Total No of Employees at 28 February 2026 No of Employees at 28 February 2026 No of Employees at 28 February 2026 No of Employees at 28 February 2026 54
Page 55
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 3.5 January 0.0 0.0 0.0 January 2.8 3.7 3.5 January 6.1 6.7 6.5 February 3.5 3.5 4.1 February 0.0 0.0 0.0 February 3.5 3.5 4.1 February 6.4 7.0 6.8 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 3.7 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.7 Annual Average 5.4 5.9 6.1 Average Apr-Feb 3.6 3.4 3.7 Average Apr-Feb 0.0 0.0 0.0 Average Apr-Feb 3.6 3.4 3.7 Average Apr-Feb 5.3 5.8 6.0 817 0 817 15733No of Employees at 28 February 2026 Appendix 4 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Finance and Corporate Resources No of Employees at 28 February 2026 No of Employees at 28 February 2026 APT&C Council WideManual Workers No of Employees at 28 February 2026 Resource Total 55
Page 56
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 5.2 January 6.0 6.2 5.9 January 5.0 6.7 5.5 January 6.1 6.7 6.5 February 5.2 7.0 6.1 February 6.3 7.1 5.8 February 5.6 7.0 6.0 February 6.4 7.0 6.8 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 5.8 Annual Average 6.9 7.1 6.4 Annual Average 5.8 6.7 6.0 Annual Average 5.4 5.9 6.1 Average Apr-Feb 5.0 6.3 5.7 Average Apr-Feb 6.9 7.3 6.5 Average Apr-Feb 5.8 6.7 6.0 Average Apr-Feb 5.3 5.8 6.0 879 557 1436 15733 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 28 February 2026No of Employees at 28 February 2026 No of Employees at 28 February 2026 No of Employees at 28 February 2026 56
Page 57
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 7.0 January 10.3 11.3 11.4 January 8.1 8.2 8.4 January 6.1 6.7 6.5 February 7.0 7.0 6.6 February 9.9 11.6 11.9 February 7.9 8.5 8.3 February 6.4 7.0 6.8 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-Feb 6.3 6.8 7.0 Average Apr-Feb 9.1 10.7 9.9 Average Apr-Feb 7.2 8.1 7.9 Average Apr-Feb 5.3 5.8 6.0 1798 1009 2807 15733 Appendix 6 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 28 February 2026 No of Employees at 28 February 2026 No of Employees at 28 February 2026 No of Employees at 28 February 2026 57
Page 58
Appendix 7 Absence by long and short term From: 1 December 2025 to 28 February 2026 Community and Enterprise 3439 2.6 4.8 7.4 2.9 5.2 8.1 Education 7234 2.6 3.3 5.9 2.3 3.8 6.1 Finance and Corporate 817 1.5 2.0 3.5 1.6 2.5 4.1 Housing & Technical 1436 2.3 3.2 5.5 2.7 3.3 6.0 Social Work 2807 3.1 5.3 8.4 2.8 5.5 8.3 Council Overall for January 2026 to February 2026 15733 2.6 3.9 6.5 2.5 4.3 6.8 January 2026 Total Short Term % Total Long Term % Resource Total Absence % February 2026 Total Short Term % Total Long Term % Resource Total Absence % Resource No of employees 58
Page 59
From : 1 February 2026 to 28 February 2026 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1423 27 1208 16 85 15 279 19 764 21 3759 20 Psychological 1513 29 2917 38 320 55 437 30 1338 37 6525 35 Stomach, Bowel, Blood, Metabolic Disorders 484 9 850 11 49 8 224 15 327 9 1934 10 Respiratory 575 11 1015 13 95 16 219 15 507 14 2411 13 Other Classification 1221 23 1769 23 28 0 314 21 670 19 4002 21 Total Days Lost By Resource 5216 100 7759 100 577 100 1473 100 3606 100 18631 100 Total Work Days Available From : 1 February 2025 - 28 February 2025 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1362 27 1035 13 24 5 558 32 838 22 3817 20 Psychological 1525 30 3440 42 235 48 455 26 1493 40 7148 37 Stomach, Bowel, Blood, Metabolic Disorders 652 13 884 11 36 7 212 12 354 9 2138 11 Respiratory 761 15 1178 14 68 14 227 13 542 14 2776 14 Other Classification 812 16 1732 21 126 26 276 16 544 14 3490 18 Total Days Lost By Resource 5112 100 8269 100 489 100 1728 100 3771 100 19369 100 Total Work Days Available Finance and Corporate Housing and Technical Resources 128069 64629 126424 13996 64360 13959 24513 Finance and Corporate 24711 43361 Appendix 8 Attendance Monitoring Absence Classification Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason 44236 Education Resources Percentage Housing and Technical Resources Education Resources Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason Percentage 59
Page 60
Appendix 9 Teachers Others 117 32 45 18 53 88 86 47 71 12 62 99 Jan - Feb 2025 Jan - Feb 2026 Jan - Feb 2025 Jan - Feb 2026 101 98 78 83 31 41 183 191 71 66 15 22 10 11 28 27 43 40 90 77 80 95 394 400 336 351 Reason Jan - Feb 2025 Jan - Feb 2026 Work Stress 54 31 Addicition 0 0 Jan - Feb 2025 Jan - Feb 2026 Personal 30 30 0 0 Anxiety/Depression 33 122 14 2 Bereavement 22 0 0 0 Total 139 183 0 0 2 0 14 6 30 8 Occupational Health Reports From: 1 January 2026 - 28 February 2026 comparison with 1 January 2025 - 28 February 2025 Medical Referrals Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Totals Total (Jan - Feb 2026) 353 Total (Jan - Feb 2025) 377 No of Employees Referred For Physiotherapy Resource Community and Enterprise Education (Teachers) Education (Others) Finance and Corporate Housing and Technical Social Workk Total Analysis of Counselling Referrals by Cause No of Employees Referred For Cognitive Behavioural Therapy No of Employees Referred To Employee Support Officer Resource Community and Enterprise Not Disclosed Resource Education Community and Enterprise Finance and Corporate Education Housing and Technical Finance and Corporate Social Work Housing and Technical Total Social Work Total 60
Page 61
2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 Specified Injury 0 0 0 1 1 0 0 0 0 1 1 2 Specified Injury (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Specified Injury* 0 0 0 1 1 0 0 0 0 1 1 2 Over 7 Day 0 0 1 0 0 0 1 0 0 0 2 0 Over 7 Day (Violence) 0 0 1 1 0 0 0 0 0 0 1 1 Total Over 7 Day** 0 0 2 1 0 0 1 0 0 0 3 1 Over 3 Day 0 0 1 0 0 0 0 0 0 0 1 0 Over 3 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3 Day** 0 0 1 0 0 0 0 0 0 0 1 0 Minor Injury 8 13 20 50 1 1 5 8 12 20 46 92 Near Miss 0 6 7 4 0 0 0 5 6 6 13 21 Violence (Physical) 2 8 197 273 0 0 0 0 12 13 211 294 Violence (Verbal) 0 1 22 27 0 1 0 3 14 11 36 43 Total Minor*** 10 28 246 354 1 2 5 16 44 50 306 450 Total Finalised 10 28 249 356 2 2 6 16 44 51 311 453 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 10 28 249 356 2 2 6 16 44 51 311 453 Appendix 10 Analysis of Accidents / Incidents From: 1 January 2026 - 28 February 2026 comparison with 1 January 2025 - 28 February 2025 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 ****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 61
Page 62
APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 0 18 N/A 18 0 1 N/A 1 0 17 N/A 17 5 5 8 56% 18.56 Education 4 0 1 5 0 0 0 0 4 0 1 5 0 1 4 20% 5 Finance and Corporate 0 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0 0 0 0% 0 Housing and Technical 1 3 N/A 4 0 0 N/A 0 1 3 N/A 4 1 2 1 75% 4 Social Work 1 18 N/A 19 0 1 N/A 1 1 17 N/A 18 1 4 14 26% 19 Total (Jan - Feb 2026) 6 39 1 46 0 2 0 2 6 37 1 44 7 12 27 42% 46 Total (Jan - Feb 2025) 7 21 0 28 0 1 0 1 7 20 0 27 6 10 12 57% APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (Jan - Feb 2026) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total (Jan - Feb 2025) 3 2 0 5 0 0 0 0 0 0 0 0 3 2 0 5 0 *Resources nil responses are not included in figures Appeal's Panel From: 1 January 2026 - 28 February 2026 Appeal's Panel Total Appendix 11 Record of Disciplinary Hearings From: 1 January 2026 - 28 February 2026 comparison with 1 January 2025 - 28 February 2025 Resource No of Disciplinary Hearings Outcome of Disciplinary Hearings No of weeks to convene Disciplinary Hearing % Held within 6 Weeks APT&C Manual/ Craft 6+Teachers Total No Action Action Taken 3 Appeals Pending APT&C Manual/ Craft Teachers Total Upheld 4-6 Upheld in Part Not Upheld Upheld Upheld in Part Not Upheld Total Withdrawn Appeals pending to date Resource No of Appeals Outcome of Appeals 80 0 2 2 0 62
Page 63
Appendix 12a Record of Grievances From: 1 January 2026 - 28 February 2026 comparison with 1 January 2025 - 28 February 2025 Grievances No of Grievances No Resolved at Stage 1 No Resolved at Stage 2 No Resolved at Stage 3 Still in Process Community and Enterprise 2 0 0 0 2 Education 2 0 0 0 2 Total (Jan - Feb 2026) 4 0 0 0 4 Total (Jan - February 2025) 3 0 3 0 0 Dignity at Work From: 1 January 2026 - 28 February 2026 comparison with 1 January 2025 - 28 February 2025 Dignity at Work No of Incidents No Resolved at Informal Stage No Resolved at Formal Stage No of Appeals Appeals in Process Still in Process Community and Enterprise 3 0 0 0 0 3 Finance and Corporate 1 0 0 0 0 1 Social Work 3 0 0 0 0 3 Total (Jan - Feb 2026) 7 0 0 0 0 7 Total (Jan - February 2025) 5 0 5 0 0 0 63
Page 64
Appendix 12b Referrals for Workplace Mediation As at February 2026 Workplace Mediation Jan-26 Feb-26 No of Referrals 0 2 *No of Successful Cases 0 0 *No of Unsuccessful Cases 0 0 No of cases unsuitable for mediation 1 0 Workplace Mediation Jan-25 Feb-25 No of Referrals 1 1 *No of Successful Cases 0 0 *No of Unsuccessful Cases 0 0 No of cases unsuitable for mediation 0 1 *successful/unsuccessful case outcomes may be shown outwith the month they were referred. 64
Page 65
Appendix 13 From 1 January - 28 February 2026 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 8 13 2 2 4 29 31% Child Caring / Caring Responsibilities 3 2 0 0 0 5 5% Disatisfaction with terms and conditions 0 0 0 1 0 1 1% Further Education 0 0 0 0 0 0 0% Moving outwith area 1 0 1 2 1 5 5% Personal Reasons 6 12 1 1 6 26 27% Poor relationship with managers / colleagues 0 0 0 0 0 0 0% Travelling difficulties 0 0 0 0 1 1 1% Other 9 11 0 2 6 28 29% Total no. of leavers per Resource eligible for an exit questionnaire 27 38 4 8 18 95 100% Number of exit questionnaires completed 4 11 3 2 2 22 % of leavers 15% 29% 75% 25% 11% 23% From 1 January - 28 February 2025 Total no. of leavers per Resource eligible for an exit questionnaire 25 43 2 6 19 95 Number of exit questionnaires completed 4 14 1 5 2 26 % of leavers 16% 33% 50% 83% 11% 27% * Note these totals include temporary employees Analysis of leavers and exit questionnaires 65
Page 66
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 % 5478 2748 346 Male 48.3 25.74 1469 639 87 27% 23% 12% 25% Female 51.7 74.26 4009 2109 259 73% 77% 38% 75% Disabled 17 1.35 328 204 13 6% 7% 4% 4% Not disabled 83 95.63 5150 2544 333 94% 93% 46% 96% Disability not disclosed NA 3.02 0 0 0 0% 0% 0% 0% Under 50 57.1 57.12 4341 2095 285 79% 76% 38% 82% Over 50 42.9 42.88 886 555 60 16% 20% 10% 17% Minority Ethnic 4 2.48 251 98 1 5% 4% 2% 0.3% BME (subset of ME) 4 1.25 1098 449 37 20% 16% 8% 11% White Scottish and White Other British 92 67.14 791 293 19 14% 11% 5% 5% ***Ethnicity not disclosed/provided NA 30.38 4258 2242 302 78% 82% 41% 87% 122 57 7 2% 2% 1% 2% 31 15 5 1% 1% 0% 1% ***30% of employees did not disclose their ethnicity ** 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) 2297 1240 197 492 280 65 21% 23% 12% 33% 1739 912 132 76% 74% 40% 67% 126 64 5 5% 5% 3% 3% 1612 1025 142 70% 83% 45% 72% 439 271 55 19% 22% 12% 28% 1979 1110 186 86% 90% 48% 94% 261 99 5 11% 8% 4% 3% 7 0 0 0% 0% 0% 0% Appendix 14 Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age From : 1 January - 28 February 2026 Total Number of applications received: 5478 Total Number of Equal Opportunities Monitoring forms received: 5478 Total Number of posts filled: 230 Total Number of appointments: 346 Total No of applicants age not disclosed Gender / Disability / Ethnicity / Age Comparison demographic information Total EO Forms Received Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants not disabled Total No of applicants disability not disclosed Total No of applicants aged under 50 Total No of applicants aged over 50 Total No of Minority Ethnic applicants* Total No of BAME applicants** Total No of White applicants*** * source - 2022 census Total no of applicants ethnicity not disclosed **source - Mainstreaming Equalities Report 2025 Total No of Ex-armed forces applicants *Includes, Asian, Black, Mixed and White Irish, Polish, Gypsy/Traveller, Roma, Showman/Showwoman, other white and other ethnic backgrounds. *** Includes White Scottish and White Other British From : 1 January - 28 February 2025 Total Number of applications received: 2297 Total No of applicants aged under 50 Total Number of Equal Opportunities Monitoring forms received: 2297 Total Number of posts filled: 118 Total Number of appointments: 197 Gender / Disability / Ethnicity/ Age Total EO Forms Received Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants aged over 50 Total No of White applicants Total No of BAME applicants* Total No of Veteran applicants * Includes Black, Asian, and Mixed ethnic backgrounds. 66
Page 67
Appendix 15 Resourc e 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 Resources3363 1237 343 244 1539 2430.44 5.00 1672.59 414.51 270.11 48.63 17.60 0.00 2.00 0.00 Education - Others 3157 94 85 559 2419 2416.45 6.00 1160.79 1056.21 131.47 49.40 11.00 0.00 1.58 0.00 Education - Teachers 4139 672 126 2136 1205 3543.83 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3543.83 Finance & Corporate Resources815 186 19 370 240 730.87 8.00 80.84 346.12 216.80 56.11 23.00 0.00 0.00 0.00 Housing & Technical 1407 779 115 362 151 1303.30 3.00 209.36 686.94 361.02 32.29 9.00 0.00 1.69 0.00 Social Work Resources 2793 191 233 958 1411 2390.91 3.00 324.89 1458.28 479.06 92.08 32.60 0.00 1.00 0.00 9271.97 (excluding Teachers) Total All Staff 15674 3159 921 4629 6965 12815.80 25.00 3448.47 3962.06 1458.46 278.51 93.20 0.00 6.27 3543.83 Resourc e 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 Resources3358 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 Resources810 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 Quarterly Joint Staffing Watch Return : Number Employed On 13 December 2025 Analysis by Resource Total Number of Employees Full-Time Equivalent Male Female Salary Band 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 67
Page 68
68
Page 69
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 6 May 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 March 2026 advise Committee of the position regarding the Non-Domestic Rates Incentivisation Scheme (NDRIS) for financial year 2025/2026 seek approval for write-offs 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that performance in the collection of revenue be noted; (2) that the current position in respect of NDRIS be noted; and (3) that write-offs for the following be approved:- Council Tax £157,881.42 Non-Domestic Rates £3,711,256.57 BID Levy £7,498.93 Sundry Debt £501,273.11 Housing Rent and associated charges £338,568.69 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 was set at 95.6%. A Council Tax collection rate of 95.68% was achieved, ahead of target by 0.08% and behind comparable performance in 2024/2025 by 0.01%. 8 69
Page 70
4.3. A Non-Domestic Rates (NDR) collection target of 97.6% was set for 2025/2026. NDR collection of 98.2% was achieved, ahead of target by 0.6% and behind comparable performance in 2024/2025 by 0.2%. 4.4. The 2025/2026 annual target for Sundry Debt collection was set at 97.5%. A Sundry Debt collection of 98.2% was achieved, ahead of target by 0.7% and equal to comparable performance in 2024/25. 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 was set at £3.000 million, with collection of £3.476 million, ahead of target by £0.476 million (15.9%) and behind comparable performance in 2024/2025 by £0.412 million. 5.3. The 2025/2026 arrears target for NDR was set at £2.000 million, with collection of £2.415 million, ahead of target by £0.415 million (20.7%) and behind comparable performance in 2024/2025 by £1.217 million. 5.4. The 2025/2026 arrears target for Sundry Debt was set at £14.076 million, with collection of £13.677 million, behind target by £0.399 million and ahead of comparable performance in 2024/2025 by £5.317 million. 6. Non-Domestic Rates Incentivisation Scheme 6.1. The Non-Domestic Rates Incentivisation Scheme (NDRIS), formally known as the Business Rates Incentivisation Scheme is a Scottish Government initiative to incentivise growth of the local business tax base, with a view to increasing NDR income yields. 6.2. The Scottish Government sets annual targets for growth (buoyancy) and Councils who achieve their target retain 50% of the additional income generated above the target. The buoyancy target is a measure of the increase in the total rateable value of the non-domestic properties on the Valuation Roll (including certain categories of public undertakings). 6.3. The annual buoyancy target for South Lanarkshire Council in 2025/2026 has set by the Scottish Government at 1.0%. This is a measure of the increase in the total rateable value of the non-domestic properties on the Valuation Roll (including certain categories of public undertakings). 6.4. Buoyancy for 2025/26 was 0.58%. As this was below the Scottish Government target of 1.0%, the tax base did meet the required level and therefore no additional income will be secured under the scheme in respect of 2025/2026. 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. 70
Page 71
7.2. The proposed write-off of Council Tax accounts dating from 1993/1994 to 2025/2026 totals £157,881.42 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 totals £3,711,256.57. 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 £7,498.93, 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 £501,273.11. 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 £338,568.69 (including bulk write offs for financial year 2025/2026 Q4 for temporary accommodation). 7.7. A full list of all debts proposed for write-off is held by the Executive Director (Finance and Corporate Resources). 8. Employee Implications 8.1. None. 9. Financial Implications 9.1. Provision is available for the financial impact of all write offs. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 11. Other Implications 11.1. The main risk associated with the Council’s revenue collection is a failure to monitor collection rates and take effective corrective action where required, resulting in a significant reduction in collection performance and Council funding. The risk is managed through monthly performance reporting and review of performance at monthly Senior Management Meetings. 12. Integrated Impact Assessment and Consultation Requirements 12.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 71
Page 72
12.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 10 April 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 – 18 February 2026 List of Background Papers System Reports from Council Tax, Non-Domestic Rates, Sundry Debt and Academy Housing Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 72
Page 73
Appendix 1 SOUTH LANARKSHIRE COUNCIL REVENUES COLLECTION FOR PERIOD ENDING 31 MARCH 2026 Annual Budget Cash Target Actual Variance % Variance Budget to 31/03/26 to 31/03/26 to 31/03/26 to Notes £000's £000's £000's £000's annual budget FINANCIAL YEAR 2025/2026 Council Tax 168,129 168,129 168,262 133 over 0.08% Non-Domestic Rates 391,355 391,355 393,859 2,504 over 0.6% Sundry Debt 123,188 123,188 124,048 860 over 0.7% ARREARS Council Tax 3,000 3,000 3,476 476 over 15.9% Non-Domestic Rates 2,000 2,000 2,415 415 over 20.7% Sundry Debt 14,076 14,076 13,677 (399) under -2.8% 73
Page 74
Appendix 2 BREAKDOWN OF PROPOSED SUNDRY DEBT WRITE-OFF Resource Service No. of Accounts Value (£) Housing & Technical Estates (Commercial Rent) / H&T General / Housing Support Services 140 59,563.99 Rechargeable Repairs / Capital Repairs 484 158,814.58 Community and Enterprise Bereavement / Care of Gardens / Facilities / Fleet / Regeneration / Roads 61 31,957.62 Education Education General 7 31,263.29 Finance & Corporate CCPA / Finance (Inc Procurement)/ Housing Benefit Overpayments / Sundry Income 18 9,272.66 Social Work SW General / Key Safe 27 3,715.28 Alert Community Alarm Service 908 105,928.18 Residential Services / Non Residential Services 35 100,757.51 Total 1,680 501,273.11 74
Page 75
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 6 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Disability Policy 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee on the proposal to introduce a Disability Policy to enhance and support the Council’s duties for its employees in accordance with ‘The Equality Act 2010’ [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposed Disability Policy be endorsed and referred to the Executive Committee for approval. [1recs] 3. Background 3.1. In 2018, South Lanarkshire Council became a Disability Confident Scheme Member Level 3, awarded by the Department of Work and Pensions. This was in recognition of the Council’s commitment to successfully retain and employ disabled people and those with health conditions. As a Disability Confident Employer, it is important to ensure that the Council continues its work in this area and a Disability Policy has been developed to strengthen the Council’s commitment to equality, diversity and inclusion, in line with the Equality Act 2010 and best practice. 3.2. The Council has longstanding policies and procedures that currently include and address disability exclusion, such as the Equality and Diversity Policy, the Maximising Attendance Policy and associated policies such as the Scheme of Special Leave and Mental Health and Wellbeing. Through partnership working between personnel and the trade unions it was recognised that there was a need to provide, visibility on the practical support available to employees and managers on disability and to support the consistency of application of policies and provision of advice. 3.3. The creation of a standalone Disability Policy is an important step to ensure the Council continues to and enable all employees to thrive. Its aim is to ensure fair treatment for disabled employees and applicants, promote reasonable adjustments, and support retention and recruitment of talent. The policy will be applied in conjunction with the other relevant Council Policies and frameworks. 9 75
Page 76
4. Disability Policy 4.1. The new policy adopts the ‘Social model of disability’ Framework which informs the workforce about societal barriers and also promotes equality of opportunity and tackling discrimination against disabled people. This model describes disability not as a medical issue, but one where disabled people face daily barriers in society such as attitudinal, environmental, institutional, information and communication barriers. 4.2. The Policy is attached at Appendix 1 and sets out the standards expected within the Council and allows for clearer integration with other existing related policies such as Maximising Attendance, and Mental Health and Wellbeing. It provides disability definitions and provides guidance documents to support its use and application. A summary of the key areas in the new policy is detailed below. 4.3. Supporting Disabled Employees – the policy sets out the expectations of the Council on what steps should be taken to support disabled employees and breaking down any stigma associated with discussing disability. 4.4. Roles and Responsibilities - The Council is responsible for implementing and monitoring equality and the application of the Disability Policy, will be supported by Heads of Service and Personnel Services through training, consultation, and regular reviews. Through the policy Employees are encouraged to disclose disabilities, engage in making reasonable adjustments, and manage their own wellbeing. Managers will handle information sensitively, ensure reasonable adjustments are in place as appropriate, and promote an inclusive culture across the Council ensuring fair treatment. Diversity Liaison Officers will provide advice and support to managers and employees on legal obligations and reasonable adjustments. 4.5. Recruitment and Selection – As part of the Disability Confident Scheme the policy provides clarity on inclusive recruitment practices within the Council, including encouraging disabled applicants to apply, first by making reasonable adjustments throughout the recruitment process as required and ensuring fair selection based on essential criteria. The Council will ensure that adverts are designed to attract all candidates, and a Guaranteed Interview Scheme offers interviews to disabled applicants who meet the role’s essential requirements. As well as during recruitment, the policy also provides information on how managers support a new employee and existing employees who disclose a disability. 4.6. Reasonable Adjustment Passport – The Council currently has in place a Tailored Adjustment Agreement form used to record the agreements between an employee and their manager that records workplace adjustments to support employees with disabilities or health conditions that require this. The rebranding of this form to ‘Reasonable Adjustment Passport’ supports refresh of this agreement. This passport will stay with the employee throughout their employment; it is reviewed when roles or needs change and ensures continuity without repeated explanations. 4.7. Support for Employees (New and Existing) - Overall the policy provides applicants, employees and managers with clarity on how the Council can provide support to disabled employees for the lifecycle of being a South Lanarkshire Council employee. 76
Page 77
4.8. Communication and Training – The policy will be communicated to employees and managers. All employees and managers will be asked to complete the relevant disability and related policy training. There will be a blended learning approach of e- learning and live scenario/case study-based training to ensure managers understand the policy in practice. 5. Employee Implications 5.1. The Disability Policy provides clear guidance to employees and managers on how they will be supported should they declare that they have a disability or a health condition which needs reasonable adjustments. Installing confidence not only in employees but also applicants in terms of the policy underlining the Council’s inclusive recruitment practices. 5.2. Having this policy will enable employees to be more open when they need support and reasonable adjustments and in turn, this may also reduce or remove some workplace stress and potentially absences and increased support around return to work. 5.3. The policy provides employees with greater reassurance that disclosures relating to disability or health conditions will be managed sensitively and confidentially - and importantly without risk of stigma, discrimination or disadvantage. 5.4. With this new policy, employees may feel more valued and included, which can lead to improved morale and job satisfaction. 6. Financial Implications 6.1. There are no financial implications, as at present, where reasonable adjustments do incur a cost for the service, this is normally met via Access to Work grants process. 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 Arrangements 9.1. An integrated impact assessment Plans and policies - South Lanarkshire Council has been carried out in relation to this policy, which will enhance existing arrangements and provide clear guidance and support to employees and managers on the Council’s approach to disability. 9.2. The development of the Disability Policy has been encouraged and fully supported by the trade unions. Feedback from trade unions and colleagues within equalities and diversity, have contributed to the creation of this policy. Jackie Taylor Executive Director (Finance and Corporate Resources) 24 March 2026 77
Page 78
Link(s) to Council Values/Priorities/Outcomes Values Focussed on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Fair, open and sustainable Excellent employer Ambitious, self-aware and improving Priorities We will work with people first and reduce inequality Outcomes People live the healthiest lives possible Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Michelle Milne, Head of Personnel Services Tel: 01698 454330 E-mail: michelle.milne@southlanarkshire.gov.uk 78
Page 79
Appendix 1 Disability Policy Version [0.1], 27/01/2026 Document control Title Disability Policy Owner Michelle Milne, Head of Personnel Services, Finance and Corporate Resources Prepared by Suzanne Berkley, Employee Wellbeing Adviser Version Approved Date approved Review Date 1 Finance and Corporate Committee xx 2026 xx.2028 79
Page 80
Introduction South Lanarkshire Council is committed to developing, maintaining and supporting a culture in which equality inclusion and diversity is valued. As part of that disabled employees and applicants are treated fairly as defined in the Equality Act 2010. The Equality Act 2010 provides protection against discrimination, harassment and victimisation on the grounds of disability. The Equality Act 2010 defines a disability as “a physical or mental impairment which has a substantial and long-term adverse effect on your ability to carry out normal day-to-day activities.” The Council is a member of the Disability Confident Scheme and has Disability Confident Leader, Level 3 membership. Information on the scheme can be found here. Membership of the Disability Confident Scheme is administered by the Department for Work and Pensions and recognises the Council’s commitment to successfully retaining and employing disabled people and those with health conditions. The legal definition and further explanation of disability under the Equality Act 2010 is provided at Appendix A. Scope This policy applies to all Council employees and workers and job applicants to the Council. The Equality Act 2010 states that employers must also make reasonable adjustments for contractors and self-employed people hired to personally do the work. Legislation and Associated Policies The Equality Act 2010 is the principal piece of legislation that supports this policy. This Policy and Procedure should also be read and applied in conjunction with other Council policies/frameworks such as: • Maximising Attendance, • Dignity at Work, • Grievance, • Flexible Working, • Special Leave, • Mental Health & Wellbeing, • Equality and Diversity. Aims The purpose of this policy is to ensure that the Council ensures that disabled applicants and employees can fulfil their employment potential and it recruits and retains talent, skills and experience. The Council aims to provide all future and current employees with equality in access to the full range of recruitment, career development, promotion, training and other employment opportunities. 80
Page 81
The Council will ensure that there is no unfair discrimination on grounds of disability and that access to employment and promotion in the Council is based on merit. The Council has adopted the "social model of disability" to inform our workforce to promote equality of opportunity and to tackle discrimination against disabled people. This describes disability not as a medical issue, but one where disabled people face daily barriers in society such as attitudinal, environmental, institutional, information and communication barriers. Supporting disabled employees Supporting managers should do all that they can to support disabled employees and should break down and remove any stigma associated with discussing disability. Talk Inform Support Manage Managers Employees Talk Managers will have confidential discussions with their employees about their needs Employees will have open and honest discussions with their manager about their needs Inform Managers will ensure that employees are aware of all the supports available to them Employees will provide relevant information to their manager to mutually agree the best supports to remove or reduce any difficulties at work Manage Managers will ensure that the correct supports are in place for their employees and will review the effectiveness of adjustments in place Employees will advise their manager of any changes to their condition/circumstances in order to review the effectiveness of adjustments in place Support Managers should help create a culture where disabled employees are valued Employees should be provided with support if needed to help aid discussion about barriers in employment for disabled people 81
Page 82
Roles and responsibilities Our Responsibilities Overall, the Council is responsible for ensuring equality inclusion and diversity practices, and the full implementation and monitoring of this policy. Heads of Service have a specific responsibility for implementing and monitoring equal opportunities within their own service. The Head of Personnel Services will, in addition, have responsibility for: a) ensuring the Disability Policy is implemented and monitored. b) co-ordinating, managing and standardising policies, procedures and practices c) the provision of necessary training and guidance for employees and elected members to achieve equality of opportunity in all areas of employment throughout the Council. South Lanarkshire Council make the following commitments to ensure effectiveness of the policy: a) to consult, where appropriate, with relevant trade unions and other appropriate employee representative groups on the content, implementation and monitoring of the policy b) to ensure the policy is made known to all employees and job applicants and that all employees are made aware of their responsibilities under the policy. c) to provide training and guidance for employees as appropriate. d) to provide training and guidance for managers as appropriate. e) to examine and regularly review employment procedures and practices with a view to promoting equality of opportunity and eliminating discrimination. f) to regularly monitor policy effectiveness and identify possible areas for action. Employee Responsibilities Although the primary responsibility for ensuring equality of opportunity in employment rests with the Council as an employer, the policy can only be truly effective if it has the commitment of all employees. Individual employees at all levels have responsibility under both legislation and the policy for assisting in the promotion of equality and the prevention of discrimination. In particular, individual employees should: a) inform their line manager about their disability in order for the necessary support to be put in place. b) support equality initiatives, value diversity and contribute to an inclusive culture. c) have open conversations with their manager about their disability and fully engage with the process including completing the Reasonable Adjustment Passport in conjunction with their manager, attending appointments with occupational health (as appropriate) and considering other interventions/support measures to help. 82
Page 83
d) take personal responsibility and appropriate measures to manage their own health and wellbeing, including seeking medical advice, and bring any health or work-related issues to the attention of their manager at the earliest opportunity. e) apply to Access to Work for financial assistance with the costs of equipment or additional support where this is required. Managers Responsibilities All managers have responsibility to assist in the promotion of equality, the prevention of discrimination and ensuring the full implementation of the policy. In particular managers have the following responsibilities: a) handle personal information sensitively and with discretion. b) create opportunities for employees to declare a disability and encourage them to do so. c) receive concerns from employees in the event they feel they are not being treated fairly and discuss with Personnel Services. d) consult with employees and Personnel Services if required to decide what adjustments can reasonably be made, ensuring these are put in place and completed on the Reasonable Adjustment Passport. e) understand their responsibilities in line with this policy. f) treat all employees fairly and do not discriminate against disabled employees. g) be responsible for promoting equality, valuing diversity and contributing to an inclusive culture. h) involve occupational health as appropriate. Diversity Liaison Officers (DLO’s) DLO’s have the following responsibilities: a) facilitate dialogue between the line manager and disabled employees, if required. b) advise the line manager about the legal obligations as an employer. c) advise the line manager about sources of specialist advice and support. d) advise the line manager about the process of agreeing changes to a current or future employee’s role as a reasonable adjustment. Reasonable Adjustment Passport The Reasonable Adjustment Passport, Appendix B, is a document that facilitates discussion between managers and employees to agree reasonable adjustments. Reasonable adjustments are supports that enable individuals to enter, and remain, in employment. New employees to the Council who have a disability may be asked to support the completion of the form prior to commencing employment to ensure that all reasonable adjustments are in place for the start of their employment. 83
Page 84
The Reasonable Adjustment Passport is mutually agreed between the employee and the manager. The Reasonable Adjustment Passport travels with an employee throughout the employment cycle and should be reviewed when there are any changes to their current role or if an employee transfers to another role. When a Reasonable Adjustment Passport is updated, the manager must record the details on the HR System under document of records. Employees are responsible for ensuring that the agreed adjustments remain relevant, given that symptoms of disabilities can change/evolve over time and the effectiveness of adjustments may change. Employees who have existing adjustments in place that have not been formalised using the protocol, should contact their line manager and complete the Reasonable Adjustment Passport. Any changes to a Reasonable Adjustment Passport must be agreed between the employee and line manager. Recruitment and Selection As part of the Disability Confident Scheme membership the Council will continually take action to improve how we recruit, retain and develop disabled employees. The Council encourages applications from disabled candidates and will make reasonable adjustments where possible at all stages of the recruitment process. The Council has policies in place including, the Workforce Strategy, and the Equality and Diversity in Employment Policy which detail the supports available when recruiting disabled people. The Council will continue to review and develop recruitment and promotion procedures in accordance with legislation. All advertisements, job descriptions, person specifications etc. will comply with the terms of this policy and will be worded and displayed in ways designed to encourage applications from all suitable potential applicants. To this end, clear job descriptions and objective person specifications (using only necessary and relevant criteria to do the job) will be used. The Council will ensure that it is as inclusive as possible by ensuring that adverts for posts detail the benefits that are available, including Flexible Working and the Agile Working Guidance. Selection will be based solely on the extent to which candidates possess the essential criteria for the post. We will also ensure that employees and elected members involved in the recruitment process are given adequate and appropriate training. Candidates will only be assessed against relevant, clearly identified requirements for the job. As part of the recruitment process the Council will make reasonable adjustments as necessary for applicants applying for posts within the Council. Guaranteed Interview Scheme The Council operates a guaranteed interview scheme for disabled applicants. This is a commitment to interview disabled applicants when they meet the essential criteria for the post which they have applied. Applicants will identify if they consider themselves to be disabled on their application form to allow managers to identify them. If the applicant does not demonstrate that they meet the essential criteria they will not be guaranteed an interview. 84
Page 85
Discussing Disability with Individuals It is not acceptable to ask any job applicant about their health or any disability, as a matter of course, until the person has been selected as the successful candidate and adjustments require to be discussed. However, applicants are encouraged to provide details if they consider themselves as disabled and if they require any facilities and/or assistance for interview. Recruiting managers can ask questions to understand the applicant’s needs for reasonable adjustments for the recruitment process to ensure disabled applicants are not placed at a disadvantage. Reasonable adjustments may include the following: • having a support worker attend the interview, • extend time given for the interview, or • move to an accessible location. Individual applicants should discuss their requirements with the recruiting manager. New employees All new employees are required to complete a health questionnaire as part of the recruitment process. Where required, depending on the information contained within the questionnaire, a pre-employment appointment may be arranged with Occupational Health, and/or the employee may be required to attend a meeting with the prospective manager along with a member of the DLO Team to discuss the information provided. If the person is required to attend Occupational Health, a report will be sent to the recruiting manager following assessment, this will confirm whether the appointee is fit to undertake the role they have been offered and outline any adjustments that are required to allow them to confidently and safely carry out their duties. The Council will consider all reasonable adjustments to facilitate employment and will discuss this with the successful candidate. Managers should make these adjustments in a timely manner to allow the appointee to start work as soon as possible and should support the new employee whilst waiting for the adjustments to be put in place. The manager should complete the Reasonable Adjustment Passport, and this will be recorded on the HR System. The Reasonable Adjustment Passport should follow the employee throughout their career with the Council and should be reviewed and updated on a regular basis in agreement with the employee and their support needs, but no less than one year. Assistance, such as providing specialised equipment, can be provided from the Access to Work scheme if this is appropriate, further information on Access to Work is detailed later in the policy. More information on the Reasonable Adjustment Passport and the process for implementing reasonable adjustments is available in Appendix B and C. 85
Page 86
Existing members of staff If a current employee becomes disabled or experiences a change to their pre-existing disability the Council will consider and implement reasonable adjustments to enable the employee to continue in their role. This may impact on attendance levels and in these circumstances the relevant sickness absence policies should be followed. When an employee becomes disabled, the first step should be to meet with the employee and discuss how this impacts on their ability to carry out their role and what supports they feel are required. An occupational health referral will be made for assessment and advice on what adjustments are required. Following this, a meeting will take place to discuss the information and complete the Reasonable Adjustment Passport which will formally record what has been agreed and put in place. The Reasonable Adjustment Passport should follow the employee throughout their career with the Council and should be reviewed and updated on a regular basis. In some cases, it may be that an employee is no longer able to carry out their role and a suitable alternative role should be sought. This may be recommended by occupational health, and a manager would discuss this with the employee and consider what options are available. Employees would be supported through the process set out in the Switch2 Policy. The Council operates a Flexible Working Policy and Special Leave Policy which should be utilised when an employee is experiencing symptoms. For example, flexible start and finish times. Further information is available in Appendix D which details the four stages to the process. Retention The Council undertakes, so far as is reasonably practicable, to ensure that employees who are disabled or become disabled are able to remain in their role, before a consideration of other alternatives. For employees that become disabled during the course of their employment, professional advice may be sought from a range of sources and may include the provision of equipment and adaptions. The Council has an Employee, Equality, Diversity and Inclusion (EEDI) Forum. The forum supports the Council’s efforts to recruit, retain, and develop disabled employees. Absence from Work The Council’s maximising attendance policy and procedures should be used to manage all sickness absence. Where an employee’s disability results in absence from work, managers should ensure that they support the employee through the procedure. Further consideration should be given to any reasonable adjustments that would aid the employee in their attendance at work. 86
Page 87
Working environment The Council will take reasonable steps to ensure that the working environment enables disabled employees to take up and retain posts for which they are suitably experienced and/or qualified. Wherever possible disabled employees will be consulted over changes to the working environment and employment practices to ensure that, so far as is reasonably practicable, their needs are recognised and met. Where appropriate, advice about such changes will be sought from the line manager and diversity liaison officers, and professional advice from Occupational Health. The Council must seek to establish working conditions which encourage the full participation of disabled employees where it is reasonably practicable to do so. The Council will also do what is reasonably practicable to ensure the retention of existing disabled employees through the adjustment of work and/or working arrangements, training or other appropriate measures, where necessary. The Council, when investing in new or refurbishing buildings will make every practical effort to anticipate for the needs of disabled employees. Access to Work There is a government scheme called Access to Work, Access to Work, which can help individuals get or stay in work if they have a physical or mental health condition or disability. The support individuals get will depend on their needs. Through Access to Work, individuals can apply for: • a grant to help pay for practical support with their work • support with managing their mental health at work • money to pay for communication support at job interviews Access to Work can help with extra costs which would not be reasonable for an employer or prospective employer to pay. For example, Access to Work might pay towards the cost of getting to work if the disabled person cannot use public transport, or for assistance with communication at job interviews. Informing of a Disability All employees are encouraged to make their disability known to their line manager and to request adjustments to the working environment as necessary. Every effort will be made to put reasonable adjustments in place. The Council knows the importance and benefits of having a diverse workforce. Different people bring different skills and experiences to the workplace at the same time enrich our workplaces and the work we do. 87
Page 88
The Council gathers and analyses information about the characteristics of its employees which includes disabled or non-disabled information. This information tells us about how diverse our workforce is. It helps us understand the different needs of our employees and where there are disproportionately low numbers of people with particular characteristics compared to the local population. Most importantly it can highlight where inequalities exist, and we can then take corrective action. All employees are encouraged to complete the Personal Details section on Fusion, where the Council gather the diversity information from. This information is highly confidential and is only ever used anonymously. Support Mechanisms Disability Liaison Officers are available to offer support to disabled employees. Their role will involve: • helping to raise the profile of issues around disability and how to address and prevent them • actively listening and understanding people's experiences • learning about disability discrimination and using what they learn to influence others The Network meeting called Disability Matters is another form of support for disabled employees and their role will be to: • share experiences • support each other • raise issues that need addressing • host and facilitate events for disabled employees A full list of supports available is provided in Appendix E. How to make a complaint The Equality Act says that it would be discrimination “to treat a disabled person in a particular way which, because of his or her disability, amounts to treating him or her badly and the treatment cannot be shown to be justified”. The Council are required to make reasonable adjustments if any ‘provision, criterion or practice’ or ‘any physical feature of premises’ places a disabled person at a substantial disadvantage in comparison with persons who are not disabled. Employers have a duty to take reasonable steps in order to prevent the provision, criterion or practice, or feature, having that effect. If an employee feels they are being discriminated against because of their disability or feels that the Council have failed to make a reasonable adjustment, they can raise a grievance in the first instance to resolve their complaint. 88
Page 89
Governance and Review of policy The Council is committed to ensuring that this policy and all related procedures are effective in supporting disabled employees and implementing reasonable adjustments. Essential to achieving this aim is adequate investment, and continuous review and evaluation which will be undertaken when necessary or as determined by a change in policy, procedure or legislation. The EEDI forum supports the Council’s commitment by monitoring and reviewing feedback on disability related matters which it gathers from across its Resource and service areas and other equality issues. 89
Page 90
Appendix A Disability Definitions The Equality Act 2010 outlines the following definition of disability: “You’re disabled under the Equality Act 2010 if you have a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on your ability to do normal daily activities.” The act covers disabled people and people who have had a disability in the past. Explanations of: 1. Impairment The definition covers physical and mental impairments. These include: • Impairments affecting senses, such as sight and hearing • Mental impairments including learning disabilities and mental illness (if it is recognised by a respected body of medical opinion) The government has issued guidance, under the Act, about whether an impairment has a substantial or long-term effect. This guidance does not in itself impose legal obligations on an employer or service provider, but a tribunal or court must when considering a complaint about discrimination take into account any of the guidance which appears to be relevant. 2. Substantial For an effect to be substantial, it must be more than minor. Examples: The following are examples that are likely to be considered substantial: • Inability to see moving traffic clearly enough to cross a road safely. • Inability to turn taps or knobs • Inability to remember and relay a simple message correctly 3. Long-term These are effects that: • Have lasted at least 12 months; or • Are likely to last at least 12 months, or • Are likely to last for the rest of the life of the person affected Long-term effects include those which are likely to recur. For example, an effect will be considered to be long-term if it is likely to both to recur, and to do so at least once beyond the 12-month period following the first occurrence. 4. Day to day activities The act does not define what is considered to be day-to-day activities, however these are likely to include normal activities carried out by most people on a regular basis, for example: 90
Page 91
• Using everyday objects such as a keyboard • Lifting, moving or carrying everyday objects such as a chair • Having a conversation or using a telephone • Getting washed and dressed • Preparing and eating food • Carrying out household tasks • Walking and travelling by various forms of transport • Taking part in social activities People who have had a disability in the past are also protected against discrimination, harassment and victimisation. This may be particularly relevant for people with fluctuating and/or recurring impairments/health conditions. A number of conditions may be considered to be a disability as outlined below. 1. An individual is treated as disabled without having to show their condition has a substantial and long-term adverse effect on their ability to carry out normal day-today activities in the following situations: a. Where the individual has cancer, HIV infection or multiple sclerosis they are considered to have a disability from the point of diagnosis. b. Where a consultant ophthalmologist has certified someone as blind, severely sight-impaired or partially sighted, the Act regards them as disabled. 2. Where an individual has a “progressive condition”, initially the effect on their ability to carry out normal day-to-day activities may not be sufficiently serious to amount to a substantial adverse effect. However, they are treated as disabled if their condition is likely to have a substantial adverse effect on their day-to-day in the future. This means that an individual with a progressive condition may qualify for protection as a disabled person before the adverse effects of their condition become serious. Progressive conditions increase in severity over time and, for example include: • dementia • muscular dystrophy • motor neurone disease 3. Impairments can include: • sensory impairments, such as those affecting sight or hearing; conditions which can range from the following: o Myalgic encephalomyelitis (ME), o Diabetes o Arthritis o Depression, o Schizophrenia, o Phobias, o Personality disorders, o Autism, o Dyslexia, o Learning disabilities o Injury to the brain • Those impairments affecting body organs such as: o Asthma o Heart disease o Musculoskeletal conditions 91
Page 92
• Impairments caused by injury, damage and disorders which affect bones, muscles, joints ligaments, tendons and nerves; and conditions/effects produced by injury to the body. Employers have a duty to make reasonable adjustments to their practices and premises to accommodate disabled people, where any arrangements or physical features of premises cause a substantial disadvantage. Examples of reasonable adjustments that may be considered include the following: • Giving or arranging training • Providing more flexible working hours or arrangements • Assigning the person to a different workplace • Acquiring or modifying equipment • Making adjustments to premises • Adjustment to work or working practices (where reasonably practicable) The Act also introduced a new public sector equality duty (PSED), which replaces the general duties in the disability equality duty. The PSED requires the Council to show due regard to the need to: • eliminate discrimination, harassment, victimisation and any other conduct that is prohibited by or under the Act • advance equality of opportunity between people who share a relevant protected characteristic and people who do not share it • foster good relations between people who share a relevant protected characteristic and people who do not share it. Time off for treatment, specialist reviews and disability related sickness absence will be taken into consideration in the application of the Councils Maximising Attendance Policy. More detail can be found in the HM Government document Equality Act 2010 Guidance. 92
Page 93
Appendix B Reasonable Adjustment Passport Introduction The Council is committed to supporting all employees with a disability, long or short-term condition and/or impairment. If an employee has a temporary or permanent condition, which could affect their ability to work, their needs should be assessed to identify adjustments which could be implemented to help to support the individual at work. Scope The Reasonable Adjustment Passport provides a record of the reasonable adjustments that have been agreed between an employee and their line manager. The purpose of the form is to provide a framework for discussions between employees and managers to agree adjustments required, record the outcome of these discussions and to provide any new manager with details of agreed adjustments. The Reasonable Adjustment Passport helps to: • Ensure relevant parties are clear about the adjustments that have been agreed, and a record is held. • Reduce the need to reassess and renegotiate adjustments each time an employee changes jobs, is relocated or is assigned a new manager. • Provide the employee and manager with the basis for future conversations about workplace adjustments. What are reasonable adjustments? Reasonable adjustments are changes an employer makes to remove or reduce a disadvantage related to someone's disability. For example: • making changes to the workplace • changing someone's working arrangements. • finding a different way to do something. • providing equipment, services, or support Reasonable adjustments are specific to an individual person. They can cover any area of work. It is not enough for employers to provide disabled people with exactly the same working conditions as non-disabled people. Employers must make reasonable adjustments by law. Some disabled people might not need or want adjustments, although this might change over time. Equality Legislation The law (Equality Act 2010) says that employers must make reasonable adjustments for: • employees and workers • contractors and self-employed people hired to personally do the work. • job applicants. 93
Page 94
Employers must make reasonable adjustments when: • they know, or could reasonably be expected to know, someone is disabled. • a disabled staff member or job applicant asks for adjustments. • someone who's disabled is having difficulty with any part of their job. • someone's absence record, sickness record or delay in returning to work is because of, or linked to, their disability. The employer must also: • make reasonable adjustments for anything linked to someone's disability – for example an organisation might not allow dogs at work but make a reasonable adjustment for someone with an assistance dog. • make sure other people do what's needed for a reasonable adjustment to work – for example if someone needs information presented in a certain format, making sure other people at work do that. An employer could be liable under the law if they do not do these things. For example, if someone does not get the reasonable adjustments, they need at work they could make a disability discrimination claim to an employment tribunal. What is reasonable depends on each situation. The employer must consider carefully if the adjustment: • will remove or reduce the disadvantage – the employer should talk with the person and not make assumptions. • is practical to make. • is affordable; and • could harm the health and safety of others. The employer does not have to change the basic nature of the job. For example, if someone in a call centre asks for a job that does not involve taking calls, this might not be reasonable if there is no other job to give them. An employer does not have to make adjustments that are unreasonable. However, they should still find other ways to support the disabled person. This could include making other adjustments that are reasonable. The majority of adjustments will be simple and inexpensive. The list below provides some examples of adjustments, but this is not exhaustive: • providing specialist equipment such as a keyboard or mouse • adapting building access including modifying doorways and/or installing ramps • adjusting working hours or patterns of work • allowing time off for rehabilitation, assessment, or treatment • consideration of seating arrangements • offering training and development opportunities 94
Page 95
When should the reasonable adjustment passport be used? This should be used when: • an employee requests adjustments because they have a disability that affects them at work or • when a manager recognises there is a need. The request for adjustments may be made following medical advice from a GP and Occupational Health adviser. The arrangements may be short term – e.g., in the case of a phased return to work following absence or can be a longer-term arrangement. If the arrangement is short term, this will be recorded and the arrangement will end on the date specified, unless otherwise reviewed and agreed. Employees may have disclosed their disability previously or this may become known because of a recent absence, as part of a return to work or attendance review discussion. There may be an existing arrangement, not formally recorded, and this reasonable adjustment passport form provides an opportunity to formally record adjustments. Managers should also consider that new employees may require a reasonable adjustment at work, as advised by Occupational Health as part of the Council’s pre-employment health screening process, and should use the reasonable adjustment passport form to record this. Managers should seek advice from Personnel Services as required. The Reasonable Adjustment Passport is used to record what has been agreed, an implementation date and is signed by both parties. An electronic signature will be accepted. If the employee’s line manager changes, they do not have to explain their requirements each time and the Reasonable Adjustment Passport should follow the employee throughout their career with the Council and should be reviewed and updated on a regular basis. Advice and Support Advice and guidance to support the Reasonable Adjustment Passport can be sought from Occupational Health and Diversity Liaison Officers, as appropriate. There should be an initial meeting between the employee and the manager to discuss and agree required adjustments. The attached form is used as a framework for the discussion. Primarily the discussion takes place between the employee and their current line manager. If necessary, Personnel can attend the initial meeting to provide advice and support the process. Meeting to discuss Reasonable Adjustment Passport At the meeting full consideration will be given to the adjustments requested by the employee, considering advice provided by Occupational Health and Diversity and Liaison Officers. This will include exploration of all alternative options and timescales: for adjustments to be put in place; length of time that tailored adjustments will be required; and reviews, etc. If a Personal Emergency Evacuation Plan (PEEP) is required for the employee advice should be sought from the Health and Safety team. Recording the Outcome Once the adjustments have been agreed they should be recorded on the form and signed by the manager and the employee. The manager should upload the form to document of records on Fusion. The employee should retain a copy for their own records and ensure it is made available to any new manager or if they change job. 95
Page 96
What happens if there is a change in circumstances? It is the employee’s responsibility to discuss and agree with their manager any change to their personal circumstances such as a change in their condition. If the employee changes job and/or line manager they should make their new line manager aware of the adjustments in place, as detailed on the form. A formal meeting is only required if there is a need to change the adjustments in place. Any new adjustments should be recorded on a separate form and processed as stated previously. If there is a service need to change the employee’s duties/ tasks, then a review of the adjustments will be necessary before any new duties/ tasks are implemented. A change in line management does not require the existing adjustments to be renegotiated as they have previously been agreed. What happens if you can’t come to an agreement? If an employee and their manager cannot agree the adjustments to be put in place, then either should discuss this with Personnel Services in the first instance. Funding and Procuring Adjustments It is the employers’ responsibility to fund reasonable adjustments and most adjustments for employees cost nothing or very little. However, some disabled employees will require practical support with work, for instance: specialist equipment and assistive software; support workers, like a BSL interpreter, a job coach, or a travel buddy; costs of travelling to work, if they cannot use public transport; adaptations to a vehicle so they can get to work; or physical changes to the workplace. Access to Work can provide grants to disabled employees to help with practical support at work; mental health support; and communication support at interviews. If it has been identified that the employee needs specific assistive technology or telephonic equipment, the manager should contact IT who will undertake an assessment and arrange for the appropriate assistive technology to be put in place. Please see the attached step by step process for dealing with reasonable adjustments. Training for managers on disability equality and reasonable adjustments enquires can made to Personnel Services in the first instance. 96
Page 97
Reasonable Adjustment Passport Employee Name Employee Number Manager Name / Position Date of Request Date Agreed Date adjustment implemented Date of first Review With the aim of supporting you, this reasonable adjustment passport may be reviewed and amended as necessary, but at the very least once a year or as follows: • At any regular one-to-one meeting / supervision. • At a return to work or attendance review meeting, following a period of sickness absence. • At six monthly and/or annual appraisal conversations. • Before a change of job or duties or introduction of new technology or ways of working. • Before or after any change in circumstances for either party. • On request The agreed adjustments may be put in place before an employee commences employment with the Council. Q1 Please tell us about your disability or condition that affects your daily life. Q2 Do you need support to get to work? This could include help when using public transport, a taxi, adaptations to a vehicle or a travel buddy. ☐ No ☐ Yes If ‘Yes’ please provide details? Q3 Do you need support to access work premises? This could include lifts, ramps for a wheelchair, widened doors, reserved parking or clear signage. ☐ No ☐ Yes If ‘Yes’ please provide details? Q4 Does your condition vary depending on the day, time of day or the environment or situation you are in? ☐ No ☐ Yes If ‘Yes’ please provide information on how often this happens and what extra help would you need when things are most difficult 97
Page 98
Q5 Do you need support communicating and interacting with other people? This could include: • adjusted interview process to take into account differences in communication styles, for example additional processing time, prompting to give more or less information • a British Sign Language interpreter or video relay support service support or lip speakers • a notetaker. ☐ No ☐ Yes If ‘Yes’ please provide details? Q6 Do you require any specialist IT programmes? This could include programmes like: • Jaws • Dragon • ZoomText • Read and Write Gold • document reading equipment ☐ No ☐ Yes If ‘Yes’ what have you used? Supplementary Questions Would you need training to use any specialist IT programmes? ☐ No ☐ Yes If ‘Yes’ which ones? Q7 Do you require any specialist equipment? This could include: office equipment like a mouse, keyboards, chairs and desk including a fixed desk • a braille reader • a handheld magnifier • hearing aids • a wheelchair • noise cancelling headphones. ☐ No ☐ Yes If ‘Yes’ please provide details? Q8 Do you need any changes to the location that you would work in? This could include adjustable lighting or quiet spaces ☐ No ☐ Yes If ‘Yes’ please provide details? Q9 Do you need someone with you at work to support you? This could include a support worker or job coach to support you with workplace coping strategies, such as understanding expectations, following instructions, extra processing time, explaining unwritten rules or supporting your relationship with your manager. ☐ No ☐ Yes If ‘Yes’ please provide details? 98
Page 99
Other Relevant Information Please provide any other information that is relevant to your disability or condition and your employment with the Council. In order to support me, my colleagues should be made aware of the following details about my disability/my condition. Is a personal emergency evacuation plan (PEEP) required? ☐ No ☐ Yes If ‘yes’ the line manager must carry this out – guidance can be sought from the Health and Safety Team What adjustments have been agreed? The following reasonable adjustments have been agreed Date implemented Date ended (if appropriate) 99
Page 100
I will let my line manager know if there are changes to my condition which have an effect on my work and/or if the agreed adjustments are not working. We will then meet to discuss any further reasonable adjustments or changes that could be made. Employee Signature Date Manager Signature Date A copy of the Reasonable Adjustment Passport will be recorded on the HR System and will follow the employee through their employment cycle. 100
Page 101
Appendix C Reasonable Adjustments Process (including Assisted Technology) What are Reasonable Adjustments? Reasonable Adjustments at work apply to all workers, including trainees, apprentices and contract workers. Under the Equality Act 2010, there is a legal duty on employers to make reasonable adjustments for disabled employees. As part of the act, employers are required to ensure that employees with disabilities, physical or mental health conditions are not substantially disadvantaged when applying for or doing their jobs. Disabled workers, as far as reasonable, must have the same access to everything involved from applying for a job to doing their job as a non-disabled person. The act advises that any proposed adjustment must be effective, practical and significant, however, it is important to recognise that one size does not fit all, and individual circumstances must be considered when looking at adjustments. Examples of Reasonable Adjustments: • Acquiring or modifying equipment • Modifying instructions or reference manuals • Modifying the technology an employee uses to undertake their duties. • Providing a reader or interpreter • Adjusting working area • Altering working hours and pattern • Adjusting premises in which the person works It is recognised that some adjustments can be expensive, however this is not a reason not to make adjustments for individual employees. If you are concerned about proposed/required adjustments, please talk to a member of the Personnel Services for further advice and support. Who pays for Reasonable Adjustments? The employer is responsible for paying for any reasonable adjustments and therefore the cost of equipment will come out of service budgets. Access to Work can provide grants to disabled employees to help with practical support at work; mental health support; and communication support at interviews. Who decides what is Reasonable? Legal precedence does exist to provide an indication of what is considered reasonable, but it varies from person to person and organisation to organisation, however most reasonable adjustments can be agreed through communication and discussion with the employee. If you are unsure of what is a reasonable adjustment contact Personnel Services for support. 101
Page 102
1. Process of Reasonable Adjustments for New Employees to the Council Step 1: When a candidate for a post has been advised that they have been successful for the job, the manager should review the Pre-employment Health Questionnaire that has been completed by the candidate. If the employee has detailed any disabilities, physical or mental health conditions, they should contact the employee to ask if any adjustments are required to allow them to undertake the duties and responsibilities of the post and/or access their work location. (If the conditions listed are of concern, the manager should arrange for a pre- employment medical assessment to take place after discussing the matter with their Resource Personnel contact). Step 2: If the new employee advises that they need any form of adjustment to their working environment, equipment or duties, the manager must complete a Reasonable Adjustment Passport form either over the phone, teams or in person. Step 3: If you can, arrange a DSE Assessment and Workstation Assessment before the employee commences but it must be completed before or after they start. The employee should be able to complete this themselves. However, where the employee’s medical condition or disabilities are complex, the manager should enlist the support of the Occupational Health to undertake the assessments. Step 4: If it is identified that the employee requires specific equipment such as a specific mouse, laptop riser or anything small for their workstation, the manager should arrange for these to be ordered as part of the normal stationary/office equipment ordering process. This should, where possible, be done in advance of the employee commencing employment with the Council. Step 5: Where it has been identified that the employee requires a specific desk or chair or other piece of large office equipment, specialist support should be sought by the manager from the Diversity Liaison Officer to ascertain if the Council already has the relevant equipment available, if this requires to be purchased or the employee needs to contact Access to Work. The manager should contact the company who will arrange an individual assessment of the employee’s needs and advise of the equipment required. It should be noted that these organisations tend to offer the most expensive option first and therefore managers are encouraged to question if cheaper alternatives are available. Equipment should be ordered from the organisation as necessary, where possible, in time for the employee commencing in their post. Step 6: If it has been identified that the employee needs specific assistive technology or telephonic equipment, the manager should contact IT who will undertake an assessment and arrange for the appropriate assistive technology to be put in place. Step 7: Where it is identified that the employee requires support to travel to and from work, and/or a significant number of adjustments are required, the manager should ask the employee to contact Access to Work. An Access to Work grant is money for practical support to help someone do their job. It is for people with a disability, health or mental health condition. The money provided can support things such as: 102
Page 103
• an expert assessment • specialist equipment • travel when public transport cannot be used. • a support worker (only if assessed by Access to Work as being required) How much an individual gets will depend on their circumstances, their allowances and the size of the employer. Step 8: The Reasonable Adjustment Passport should be fully completed by the manager and uploaded to document of records on Fusion. The Reasonable Adjustment Passport should follow the employee throughout their career with the Council and should be reviewed and updated on a regular basis. Step 9: If the employee leaves the employment of the Council, the manager must ensure that all equipment is returned to the Council. 2. Process of Reasonable Adjustments for Existing Employees of the Council Step 1: Where an existing employee of the Council advises their manager that they need reasonable adjustments applied to their work or working environment, they should be referred to Occupational Health for assessment and advice on what adjustments are required. (An occupational health assessment may not be necessary for cases of short-term injury/incapacity such as a broken wrist or leg as adjustments will be easily identified and put in place without the requirement for occupational health advice.) Step 2: If occupational health/employee advises that they need any form of adjustment to their working environment, equipment or duties, the manager must complete the Reasonable Adjustment Passport form either over the phone, on teams or in person with the employee. Step 3: It is advisable to request that a further DSE Assessment and Workstation Assessment is undertaken with the support of the Health and Safety Team to ensure that any existing equipment remains suitable or to identify alternatives. Step 4: If it is identified that the employee requires specific equipment such as a specific mouse, laptop riser or anything small for their workstation, the manager should arrange for these to be ordered as part of the normal stationary/office equipment ordering process. Step 5: Where it has been identified that the employee requires a specific desk or chair or other piece of large office equipment, specialist support should be sought by the manager from the Diversity Liaison Officer to ascertain if the Council already has the relevant equipment available, if this requires to be purchased or the employee needs to contact Access to Work The manager should contact the company who will arrange an individual assessment of the employee’s needs and advise of the equipment required. It should be noted that these organisations tend to offer the most expensive option first and therefore managers are encouraged to question if cheaper alternatives are available. Equipment should be ordered from the organisation as necessary. 103
Page 104
Step 6: If it has been identified that the employee needs specific assistive technology or telephonic equipment, the manager should contact IT who will undertake an assessment and arrange for the appropriate assistive technology to be put in place. Step 7: Where it is identified that the employee requires support to travel to and from work, and/or a significant number of adjustments are required, the manager should ask the employee to contact Access to Work. An Access to Work grant is money for practical support to help someone do their job. It is for people with a disability, health or mental health condition. The money provided can support things such as: • an expert assessment • specialist equipment • travel when public transport cannot be used. • a support worker (only if assessed by Access to Work as being required) How much an individual gets will depend on their circumstances, their allowances and the size of the employer. Step 8: The Reasonable Adjustment Passport should be fully completed by the manager and recorded on Fusion. The Reasonable Adjustment Passport should follow the employee throughout their career with the Council and should be reviewed and updated on a regular basis. Step 9: If the employee leaves the employment of the Council, the manager must ensure that all equipment is returned to the Council. 104
Page 105
Appendix D Four stages of the process of Discussing a Disability with Disabled Employees Stage 1 – initial dialogue The initial step is for the employee to talk to their line manager about their disability and to record the nature of their disability on Fusion. (Employees should note that changing their disability status on Fusion is confidential and will not alert your manager that this has been changed). If the line manager is aware of the disability and/or is seeing signs that a disability has an impact upon the employee’s ability to carry out their duties, they should initiate discussion with them. Direct communication is required with the line manager to start the process of identifying support needs. The line manager should consult with a Diversity Liaison Officer if they require assistance during this process. If for any reason the employee does not feel able to have the initial conversation with their line manager they should speak to a Diversity Liaison Officer who will seek to facilitate a three-way dialogue involving themselves, the employee and line manager. Following this it may be necessary to make a referral to occupational health for advice on the reasonable adjustments. If any potential or actual health and safety issues, for example, fire safety and the need for a Personal Emergency Evacuation Plan (PEEP) are identified these need to be brought to attention of the Health and Safety Team. Stage 2 – assessment of disability It is important that the aspects of the disability are assessed before seeking to identify the most appropriate course of action: • The nature and current level of severity of the disability • The impact of the disability upon the employee’s work • The impact of work upon the health of the employee In order to obtain an assessment, in most cases a referral should be made to occupational health who will make the assessment. They may obtain information from those providing medical care to the employee. Stage 3 – assessment of impact and needs Once the nature and an understanding of the current impact on work of the disability is established in discussion with the employee, reasonable adjustments may then be considered to enable the employee to undertake their role. Employees should also be made aware of the Access to Work scheme who can assist in supporting the reasonable adjustments. It is the responsibility of the line manager to decide what adjustments can reasonably be made in the specific context in which the employee is working. Stage 4 – action Following assessment one or more of a number of courses of action may be required. • Changes to the job role to role • Provision of equipment and auxiliary aids • Making changes to the workplace 105
Page 106
• Redeployment options • Ill health retirement only where appropriate and necessary to consider Reasonable Adjustments To Role In some cases, it may be that the employee is unable to undertake a limited number of duties associated with their role. Where the changes are minor and do not substantially affect the role, it may be possible to redistribute work within the section so that they can continue in their role. However, where adjustments to the role are significant, discussion regarding the impact of these adjustments needs to take place. Personnel Services should be involved in discussions with the line manager prior to any role adjustment(s) being agreed. This is to ensure that what is agreed is appropriate for the employee and any colleagues whose duties may be affected by any proposed changes. The employee and their line manager should discuss on an on-going basis that the adjustments continue to be effective. Provision Of Equipment and Auxiliary Aids Identified Through Assessment This might range from a specialist chair for someone experiencing back, neck or shoulder pain, to voice activated software for someone diagnosed as dyslexic through to a suite of equipment for someone with a serious visual impairment. Provision Of Physical Adjustments To Council buildings In consultation with the Health and Safety team physical adjustments to Council buildings as a reasonable adjustment will be given due consideration. Switch 2 Options Where it is concluded that the nature and impact of the disability mean it is not possible to make adjustments for the employee to safely continue in their current role the Council has an obligation to explore whether there are vacancies in roles that the employee could undertake. The Switch 2 procedure should be followed. 106
Page 107
Appendix E Supports Employee Network – Disability Matters Details on when the Employee Network meet are available on the intranet or by contacting equalities@southlanarkshire.gov.uk. Employees are entitled to paid time off to attend meetings, though they must request attendance through their manager, and this will be granted on a service needs basis. The meetings offer a safe environment for employees to share their experiences and to seek advice and guidance. They are also an effective means of sharing good practice and passing on information to shared interest groups. The meetings should be highlighted to employees who may feel isolated or who wish to speak with individuals in a similar circumstance. Employee Assistance Programme (EAP) EAP provider Pam Wellbeing is available to help 24 hours a day, 7 days per week. The service is free for employees and is confidential. Employees can choose to contact the EAP for advice and support, or to arrange an appointment for a structured counselling session. To access this service employees can self-refer, confidentially by calling 0800 882 4102. Other ways to access counselling is via their wellbeing app and portal called Champion Health where a live chat function can be used to make contact a PAM counsellor. Where helpful and in agreement with the employee, managers can make ‘soft referral’ to PAM Wellbeing on behalf of the employee. The form is sent directly to PAM Wellbeing and requests that they make contact with the names employee. This form is available on the intranet. The Champion Health App/Portal also has a variety of wellbeing information on different wellbeing topics. Once registered to the website, employees can choose to download the Champion Health App and have quick access to wellbeing information on the go. Access to Work: www.gov.uk/access-to-work 107
Page 108
108
Page 109
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 6 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Common Good Update Report 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the spend currently committed against the Common Good Repairs and Maintenance budgets for both Lanark and Hamilton provide members with an update on approved projects for Lanark and Hamilton advise members of a consultation and court consent process for an area of land at Lanark Racecourse advise members of the outcome of a review of the titles of Biggar assets undertaken in respect of Common Good land [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the spend committed against the Common Good Repairs and Maintenance budgets for Lanark and Hamilton (sections 4 and 5 respectively), be noted; (2) that the update on approved projects for Lanark and Hamilton (Sections 6 and 7 respectively), be noted; (3) that the consultation and court consent process for an area of land at Lanark Racecourse (Section 8), be noted; and (4) that the outcome of a review of the titles in Biggar undertaken in respect of Common Good land (Section 9), be noted. 3. Background 3.1. The Common Good is a fund of money/assets and is administered by a Scottish local authority in respect of each former burgh within the area of the local authority. 3.2. Common Good property is administered separately from other local authority assets for accounting purposes. What the authority can do with the assets is subject to a system of statutory control. This control has the potential to limit the extent to which the authority can dispose of or deal with the asset and on what terms. 3.3. The Common Good funds held within South Lanarkshire Council are Lanark, Biggar, Hamilton and Rutherglen. Accounts are prepared on an annual basis, as part of the Council’s year end process. 3.4. The Common Good Accounts in Lanark and Hamilton hold a number of properties. A proactive approach to maintenance supports the viability of these assets and reduces the risk to greater liability in the future. 10 109
Page 110
3.5. The Finance and Corporate Resources Committee, at its meeting on 2 October 2013, approved an annual cyclical maintenance plan of £15,000 for both Lanark and Hamilton Common Good properties. The Executive Director (Finance and Corporate Resources) has delegated authority to approve maintenance work up to the value of £15,000 per annum for each fund. If inspections highlight requirements to undertake investment which would be beyond routine maintenance, this will be considered separately for approval and will be the subject of a report to this Committee. 3.6. On 19 February 2008, Finance and Information Technology Committee approved an annual contribution of up to £2,500 will be made towards the cost of maintaining St Nicholas Church Tower. 3.7. This report will provide an up-to-date position on the planned maintenance and spend from the Lanark and Hamilton Common Good Funds (Sections 4 and 5), additional funding requests from Lanark Common Good (Section 6) and Hamilton Common Good (Section 7). This report also includes an update on consultation and court consent process for an area of land at Lanark Racecourse (Section 8) and on the transfer of assets within Biggar area to Biggar Common Good Account (Section 9). 4. Lanark Repairs and Maintenance Budget – Planned Maintenance 2025/2026 4.1. As noted in 3.5. an annual budget of £15,000 is available for the maintenance of Common Good properties in Lanark. There were four separate commitments against this budget for 2025/2026, which total £10,025. These are taken in turn. 4.2. Lanark Racecourse Equestrian Centre: The previous tenant vacated the property at the end of their lease in July 2025. Prior to marketing the site, the existing buildings need to be assessed to determine whether they are structurally sound. This assessment is expected to complete by the end of April 2026 with the property being marketed by the end of May 2026. 4.3. In the meantime, the site has been secured for health and safety purposes. A total of £6,486 was approved from the maintenance budget in 2025/2026 for fencing, securing the buildings and an asbestos survey. A further £1,475 will be met from the 2026/2027 budget for storm damage and vandalism. 4.4. Lanark Loch Car Park Repair: Up to £5,000 was approved to carry out temporary repairs at Lanark Loch Car Park and access road to make the area safe until drainage details are finalised and full works can be planned and programmed. The temporary repairs have now been completed at a cost of £3,539. Further details on this project are provided in sections 6.7. to 6.9. 5. Hamilton Repairs and Maintenance Budget – Planned Maintenance 2025/2026 5.1. Similarly, as noted in 3.5. an annual budget of £15,000 is also available for the maintenance of Common Good properties in Hamilton. 5.2. There are three separate commitments against this planned maintenance budget for 2025/2026, totalling a maximum of £9,430. These are taken in turn. 5.3. Cadzow Glen: Funding of £4,680 was approved to cover the costs incurred for repairs to the footpath and bridge at Cadzow Glen which are now complete. Removal of the old boardwalk will cost a maximum of £3,000 and has been approved through delegated authority. 110
Page 111
5.4. Gatehouse, 65 Bothwell Road Investigate flooding on main entrance pathway: A cost of £1,750 has been approved to carry out investigative work to identify the cause of flooding on the main entrance pathway to the property. The property is currently leased out. An update will be provided if the investigation highlights a need for further works. 6. Lanark Common Good – Approved Projects 6.1. Several requests for funding have been received that are either not for repairs and maintenance or which cannot be approved under delegated authority due to level of the expected costs. 6.2. St Nicholas Church Tower: As reported to this Committee in August 2024, the Heritage Architect’s report had been received and officers from Housing and Technical Resources were reviewing the document to determine what work was required and how the works could be progressed jointly with the Church. 6.3. The recommendations from the architect’s report remained the same as before, which was to apply paint every 5 years with an annual washdown in between. 6.4. A proposal for the costs relating to the church tower of £70,000 to be met from the Lanark Common Good Fund was approved at the August 2024 meeting of this Committee. This would involve cleaning lichen from the tower, re-painting of the tower walls, works to leadworks, replacement of rotten timbers, additional surveys, preliminaries, and scaffold. 6.5. Housing and Technical Resources have recently met with the Church for an update on how the joint project could move forward. The Church has identified funding and are considering how the joint project can be taken forward. Property Services are also looking at how to progress works and an update will be provided to the next meeting of this Committee in July 2026. 6.6. Lanark Loch Car Park repair: Works required to repair the bottom car park at Lanark Loch car park at an estimated cost of £60,000 were approved by this Committee in August 2024. 6.7. Drainage investigations carried out by the Council’s flood management section were completed at a cost of £15,983. This has identified that the historical drainage outfall has been impacted, resulting in an entirely non-functional drainage system, and attempts to locate alternative outlets have raised further concerns about untreated water entering the loch. 6.8. Moving forward, consideration for a sustainable drainage system should be undertaken, to help ensure any solution is effective. Community and Enterprise Resources are currently working to establish a programme of works and costs for this work. Details of this work will be reported to this Committee in July 2026. 6.9. Lanark Common Good Fund had a cash balance of £318,000 held by the Council as at 31 March 2025, which was readily available to meet expenditure. Excluding the £10,025 incurred for planned maintenance during 2025/2026 (Sections 4.2 – 4.4), £308,000 is available to meet the proposed costs of £70,000 for St Nicholas Church Tower (sections 6.2 to 6.5), and the approved costs of £60,000 for the Lanark Loch Car Park (section 6.7). This would leave an estimated balance of £178,000, however the actual year end position for 2025/2026 will be presented to this Committee in September 2026. 111
Page 112
7. Hamilton Common Good – Approved Projects 7.1. Requests for funding have been received that are either not for repairs and maintenance or which cannot be approved under delegated authority due to the level of the expected costs. 7.2. Former Vogue Bingo Site: As noted in the previous report in November 2025, demolition works up to the value of £150,000 were approved from the Hamilton Common Good fund. The demolition process began in January 2026 and is now complete. Total costs of the project incurred are £154,659 which include consultant fees, demolition costs and traffic management while the works were being undertaken. The minor overspend will be managed from the remaining balance on the 2025/2026 Repairs and Maintenance budget for Hamilton. 7.3. Hamilton Town Square: A contribution from Hamilton Common Good fund of £100,000 million was approved in May 2024. The project has commenced and a design team has been developing proposals for Hamilton Town Square. This work has currently been taken to a Concept Design Stage and is considering opportunities to provide a strong physical and visual connection between the adjacent retail offering and the traditional Town Centre area. Proposals and next steps are currently being considered 7.4. Land at Back Row/Cadzow Park, Hamilton As reported to this Committee in February 2026, approval was given to proceed with the consultation on the proposed disposal of a small area of land at Back Row/Cadzow Park, Hamilton. The consultation ends on 1 May 2026. At the time of writing, this date is still to pass, however, if there are no objections then Property Services will proceed with the disposal of the small area of land. 7.5. Hamilton Common Good Fund had a cash balance of £775,000 held by the Council as at 31 March 2025, which was readily available to meet expenditure. Excluding the £14,089 incurred for planned maintenance during 2025/2026, £761,000 is available to meet proposed costs which may arise, and the approved costs of £100,000 for Hamilton Town Square (section 7.3). This will leave an estimated balance of £661,000, however the actual year end position for 2025/2026 will be presented to this Committee in September 2026. 8. Lanark Racecourse Lease 8.1. Lanark Rugby Club currently have an annual lease for a clubhouse at land at Lanark Racecourse, Hyndford Road, for a peppercorn rent of £1 per annum. 8.2. It is proposed that the area of land (Appendix 1 with the area shown in green) forming both the clubhouse and playing pitches will be leased to the trustees and office bearers of Lanark Rugby Club. The lease is proposed to be for 20 years on a full repairing and insuring basis and would generate rental income for the Common Good fund of £200 per annum which is at market value. There will remain a public access across the area of the lease as is currently in place. 112
Page 113
8.3. As the land is held as part of the Common Good, there is a requirement for the Council to publish details of the proposed long lease and to invite representations from community councils, community bodies and any other persons. The consultation period ran from 18 February 2026 to 15 April 2026. There were 89 supporting comments during the public consultation. 8.4. The Council also has a statutory obligation to seek court consent before agreeing a long lease of Common Good land which may be ‘inalienable’. In this case, the use of the area of land in question has been for public use for many years and the area of ground is considered as inalienable Common Good property. The Council will now make a submission for court consent to finalise the lease agreement. 8.5. Following the consultation and court consent process, the full lease arrangements will be reviewed by Property Services. Approval of the 20 year lease of the land to Lanark Rugby Club will be dealt with, in terms of the Council’s Scheme of Delegation, by the Executive Director (Housing and Technical Resources). 9. Transfer of Assets to Biggar Common Good Account 9.1. The outcome of a review of the status of Biggar Public Park and Golf Club was presented to this Committee in August 2024 for noting. The land is now assessed as being part of the Common Good, and the assets have been reclassified to Biggar Common Good Account on the Asset Register as at 31 March 2026. 9.2. Legal Services have reviewed the title packs of the former Rowhead Landfill site with the outcome being that this should also be reclassified into the Biggar Common Good Fund. The asset has been reclassified to Biggar Common Good Account on the Asset Register as at 31 March 2026 at a value of £20,000. 9.3. As the asset is now considered to be Common Good, the rules set out in the Framework for the Use and Management of Common Good Assets will be applied. Revenue and capital costs will continue to be the responsibility of the General Fund. The General Fund will be responsible for all costs associated with the operation of the assets with a peppercorn ground rent being paid to the Common Good Fund. Any income from the operational use of the assets arising from either service delivery or subletting remains to the benefit of the General Fund recognising its investment in the assets and the costs incurred in operating the asset. 10. Employee Implications 10.1. None. 11. Financial Implications 11.1. All costs identified will be met from the Common Good funds held for Lanark and Hamilton. 12. Climate Change, Sustainability and Environmental Implications 12.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 13. Other Implications 13.1. The ongoing repairs and maintenance support the viability of Common Good assets and reduces the Council’s risk to increased liabilities in the future. 113
Page 114
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 also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 10 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Common Good Update Report, 22 May 2024 Common Good Update Report, 21 August 2024 Common Good Update Report, 10 September 2025 Common Good Update Report – Former Vogue Building, 19 November 2025 Common Good – Disposal of Land at Back Row Cadzow Park, Hamilton 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 114
Page 115
Appendix 1 115
Page 116
116
Page 117
Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 6 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Audit Scotland - Comhairle nan Eilean Siar Cyber- Attack Affecting Operations and Services 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with an overview of the Audit Scotland report on the 2023 Cyber Attack on Comhairle nan Eilean Siar affecting operations and services [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted; and (2) that the recommendations made in Section 5 be noted. [1recs] 3. Background 3.1. The Controller of Audit escalated the 2023/2024 audit of Comhairle nan Eilean Siar (CnES) also referred to as Western Isles Council, under Section 102 after a November 2023 ransomware attack encrypted on‑premises systems and backups, leading to severe data loss and operational disruption. 3.2. During the attack all servers were encrypted; only cloud services (notably Microsoft 365) remained usable once independently confirmed uncompromised. Finance was hit hardest (general ledger, revenues and benefits, payroll), forcing manual workarounds to pay staff/suppliers and reconstruct records from fragments of emails and spreadsheets. Service performance held up better where platforms were cloud‑based or segregated, such as the education network. 3.3. CnES convened emergency Corporate Management Team meetings, stood up an Incident Management Team (IMT) within two weeks, and engaged National Cyber Security Centre (NCSC), the Cyber and Fraud Centre, Scottish Government, and forensic specialists (NCC Group). Plans and Communication evolved quickly, but business continuity was inconsistently applied across departments given the unprecedented scale. 3.4. Reported financial consequences of direct costs are ~£0.95 million (with ~£0.3 million recurring to “build back better”); £0.25 million was secured from Scottish Government and insurance recovery is being pursued. Indirect costs—especially sustained staff time diverted to rebuild and backlog clearance—are material and ongoing. 11 117
Page 118
3.5. Internal audit identified overlapping themes dating back to 2021/2022 in areas such as infrastructure resilience (local hosting and backups), preparedness/testing gaps, staff training coverage, and capacity constraints. Some improvements were in train (immutable/cloud backups, plans drafted) but formal testing, training completion monitoring, and air‑gapped backups remained incomplete. 4. Key Report Findings 4.1. The report found that the nature and scale of the attack was a sophisticated ransomware event on 7 Nov 2023 encrypted CnES servers and backups, wiping activity logs and taking down critical finance systems. Only cloud platforms stayed available after security confirmation—vital for early internal/external comms and limited continuity. 4.2. Regarding accounting and audit effects, with ledgers down from November and manual reconstruction thereafter, internal controls (authorisation, matching) were weakened. A complete picture for 2023/2024 emerged only after year‑end; the auditor issued a disclaimer of opinion for 2023/2024 and flagged 2022/2023 with an emphasis of matter for the post‑balance sheet event. 4.3. Gaps in preparedness were illustrated with prior audit findings (2021/2022 to 2022/2023) noting weaknesses with locally hosted systems and Disaster Recovery (DR) posture coupled with ad‑hoc penetration and vulnerability testing. Overdue IT Health checks and lapsed PSN status were found along with incomplete incident response and DR plans. Further there were incomplete and unmonitored staff security training along with unclear risk ownership/timeframes. It was noted these themes recurred post‑incident. 4.4. In terms of response effectiveness and limitations, leadership acted swiftly prioritising front‑line services, pay, and supplier continuity. However, the corporate Business Continuity Plan (BCP) was applied unevenly, there was no pre‑agreed disaster communications strategy, and revenues and benefits and planning systems faced extended backlogs due to data reconstruction. 4.5. The strain on costs and workforce showed direct spend approached £0.95 million, with recurring uplift, and indirect staff costs being significant given prolonged manual workarounds and data repopulation. Internal audit flagged continuing morale/pressure issues and the need to better assess and support staff during major incidents. 4.6. The report identified that progress and remaining actions had resulted in newer controls including immutable/cloud backup solutions and drafted Cyber Incident Response and DR Plans but formal testing schedules, air‑gapped backups, vulnerability management cadence, and training completion/refresh cycles require completion with realistic, monitored timelines. 5. What it Means for South Lanarkshire Council 5.1. South Lanarkshire Council must recognise the critical importance of preparedness for incidents of this nature given the significant impact they can have on operations and services. Of the points noted by Audit Scotland in their report, the Council had an overall positive position with only two points noted, both of which already being worked on. 118
Page 119
It should be noted that these risks are already known and identified with operational plans in place to remediate. These plans include increased testing and exercising of IT Disaster Recovery and Business Continuity plans. 5.2. The Council has a current Cyber Incident Management Protocol (November 2025) with roles, severity scoring and Corporate Incident Management Team (CIMT) workflow. The CnES experience underscores the need for live‑play, cross‑service exercises that assume loss of logs, ledgers, HR/Payroll, and telephony, run at least annually with remedial actions tracked to closure by the Corporate Management Team (CMT) and Internal Audit. 5.3. The Council validates its readiness against modern methods of cyber-attack. CnES lost its servers and off-site backups. We have validated our backup estate, focussing on finance, payroll, revenues and benefits and telephony. This is aligned to the Councils Business Continuity plans and ensures documented evidence of readiness. 5.4. The Council also considers any legacy system dependencies with defined deadlines for mitigation or resolution. 5.5. The Council continues to ensure training coverage. CnES found lapsed, unmonitored training. We will be evidencing 100% completion and periodic refresh for information security training, run targeted phishing simulations, and formally follow up on failures through coaching and repeat training. 5.6. CnES capacity gaps slowed resilience improvements. Our BCP supplements and internal audit follow‑ups show we operate critical services at high priority. We have confirmed sustained resourcing for cyber vulnerability management, patching for critical vulnerabilities and 24/7 monitoring coverage, clearly documenting responsibility, frequency and SLAs in the protocol. 5.7. All of the areas in section 5 have been captured in an action plan. 6. Employee Implications 6.1. There are no direct employee implications of this report. 7. Financial Implications 7.1. To deliver on the agreed actions there may be a requirement to provide funding to address resourcing and technology gaps. 7.2. To deliver the action on vulnerability and patch cadence there is currently no way within the existing toolsets to manage third party software patching at the required cadence. The cost to implement and run this solution is £0.020 million. 8. Climate Change, Sustainability and Environmental Implications 8.1. Any disposal of equipment must meet sustainability and disposal duties. 9. Other Implications 9.1. Cyber security remains a recognised corporate risk for the Council, reflecting the ongoing threat of cyber-attack faced across the public sector, including risks to service availability, data security and reputational impact. 119
Page 120
9.2. The Council maintains this risk on its corporate risk register and has a comprehensive set of mitigating controls in place. While the likelihood of a cyber incident cannot be eliminated, these controls significantly reduce the impact and support effective response and recovery should an incident occur. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 8 April 2026 Link(s) to Council Values/Priorities/Outcomes All Visions, Values and Outcomes in the Council Plan Connect 2022 to 2027 Previous References None List of Background Papers The 2023/24 audit of Comhairle nan Eilean Siar: Cyber-attack affecting operations and services Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Murray Husband, Head of IT Services Ext: 5648 (Tel: 01698 455648) E-mail: murray.husband@southlanarkshire.gov.uk 120