Agenda Document Pack - Finance and Corporate Resources Committee - 01/07/2026
South Lanarkshire Council · 1 July 2026
Back to Finance and Corporate Resources Committee — 1 July 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 23 June 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, 01 July 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 Mo Razzaq (Chair), Walter Brogan (Depute Chair), Celine Handibode (Depute Chair), Maureen Devlin (ex officio), Alex Allison, Mathew Buchanan, Andy Carmichael, Maureen Chalmers, Margaret Cooper, Andrea Cowan, Mary Donnelly, Grant Ferguson, Gladys Ferguson-Miller, Graeme Horne, Martin Hose, Gavin Keatt, Ross Lambie, Katy Loudon, Hugh Macdonald, Catherine McClymont, Elaine McDougall, Mark McGeever, John Ross, Graham Scott, Kirsty Williams Substitutes Archie Buchanan, Poppy Corbett, Colin Dewar, Ross Gowland, Susan Kerr, Martin Lennon, Richard Lockhart, Richard Nelson, Carol Nugent, Norman Rae, Helen Toner, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Finance and Corporate Resources Committee held on 6 May 2026 submitted for approval as a correct record. (Copy attached) 5 - 12 3 Minutes of Appeals Panel Minutes of the meetings of the Appeals Panel held on 19 March and 2 April 2026 submitted for approval as a correct record. (Copies attached) 13 - 16 4 Minutes of Recruitment Committee Minutes of the meetings of the Recruitment Committee held on 5 and 19 June 2026 submitted for approval as a correct record. (Copies attached) 17 - 20 Monitoring Item(s) 5 Finance and Corporate Resources - Revenue Budget Monitoring 2025/2026 Report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 21 - 32 6 Finance and Corporate Resources - Revenue Budget Monitoring 2026/2027 Report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 33 - 44 7 Finance and Corporate Resources - Capital Budget Monitoring 2025/2026 Report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 45 - 48 8 Finance and Corporate Resources - Capital Budget Monitoring 2026/2027 Report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 49 - 52 9 Finance and Corporate Resources – Workforce Monitoring – 1 March to 30 April 2026 Report dated 27 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 53 - 60 10 Council-wide Workforce Monitoring – 1 March to 30 April 2026 Report dated 9 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 61 - 80 11 Finance and Corporate Resource Plan - Quarter 4 Progress Report 2025/2026 Report dated 28 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 81 - 100 Item(s) for Decision 12 Finance and Corporate Resource Plan 2026/2027 Report dated 28 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 101 - 120 2
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13 Revenue Collection and Approval for Write-Offs Report dated 5 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 121 - 126 14 Additional Community Can Do Fund Allocations Report dated 10 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 127 - 134 15 2026/2027 Information and Communication Technology ICT Asset Management Plan Report dated 10 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 135 - 158 16 Marmot Place Programme – Marmot Transformation Team and Future Service Alignment Report dated 5 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 159 - 162 Item(s) for Noting 17 Staff Survey Responses 2026 Report dated 11 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 163 - 180 18 Notification of Contracts Awarded - 1 October 2025 to 31 March 2026 Report dated 1 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 181 - 186 Urgent Business 19 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Carol Lyon Clerk Telephone: 07385370065 Clerk Email: carol.lyon@southlanarkshire.gov.uk 3
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FINANCE AND CORPOATE RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 6 May 2026 Chair: Councillor Walter Brogan (Depute) Councillors Present: Councillor Alex Allison, Councillor Mathew Buchanan, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Maureen Devlin, Councillor Colin Dewar (substitute for Councillor Mary Donnelly), Councillor Grant Ferguson, Councillor Gladys Ferguson-Miller, Councillor Ross Gowland (substitute for Councillor Kirsty Williams), Councillor Graeme Horne, Councillor Martin Hose, Councillor Gavin Keatt (substitute for Councillor Celine Handibode), Councillor Ross Lambie, Councillor Katy Loudon, Councillor Hugh Macdonald, Councillor Catherine McClymont, Councillor Mo Razzaq, Councillor John Ross, Councillor Graham Scott, Councillor Helen Toner (substitute for Councillor Elaine McDougall) Councillors' Apologies: Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Mary Donnelly, Councillor Joe Fagan (ex officio), Councillor Celine Handibode (Depute), Councillor Elaine McDougall, Councillor Mark McGeever, Councillor Kirsty Williams Attending: Finance and Corporate Resources J Taylor, Executive Director; C Fegusson, Head of Finance (Transactions); M Husband, Head of IT Services; C Lyon, Administration Officer; K McLeod, Administration Assistant; Michelle Milne, Head of Personnel Services; L O’Hagan, Head of Finance, (Strategy); I Strachan, Head of Administration and Legal Services Housing and Technical Resources G McParland, Property Manager (Assets and Estates) Death of Councillor Lesley McDonald The Chair referred to the death of Councillor Lesley McDonald, an elected member for Council Electoral Ward 20 (Larkhall) and Chair of this Committee. As a mark of respect, all present observed a minute’s silence. 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Finance and Corporate Resources Committee held on 18 February 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of Appeals Panel The minutes of the meetings of the Appeals Panel held on 26 November 2025, 12 and 19 February and 12 March 2026 were submitted for approval as a correct record. 2 5
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The Committee decided: that the minutes be approved as a correct record. 4 Finance and Corporate Resources - Revenue Budget Monitoring 2025/2026 A report dated 2 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted comparing the actual expenditure for the period 1 April 2025 to 20 February 2026 and providing a forecast for the year to 31 March 2026 for Finance and Corporate Resources. The report provided information on the actual spend as at 20 February 2026 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. 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 a contribution to the Insurance Fund to manage the anticipated increase in insurance premiums. Funding had been allocated to Finance and Corporate Resources as part of the approved Local Action Fund for 2025/2026 in relation to grants and contributions approved to various bodies. Budget of £0.324 million was included in the position outlined in Appendix H to the report with expenditure being incurred in line with Elected Members’ proposals approved by the Executive Committee. Virements were proposed to realign budgets and those movements were detailed in the appendices to the report. 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 18 February 2026 (Paragraph 4) and Minutes of the Executive Committee of 4 February 2026 (Paragraph 3)] Councillor Keatt left the meeting during consideration of the above item of business 5 Finance and Corporate Resources - Capital Budget Monitoring 2025/2026 A report dated 2 April 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 20 February 2026. The revised capital programme for 2025/2026 was £0.645 million and remained unchanged from the position reported to Committee on 18 February 2026. The forecast for the financial year was £0.645 million and spend to date was £0.512 million. 6
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The Committee decided: that the Finance and Corporate Resources’ capital programme of £0.645 million, and expenditure to date of £0.512 million, be noted. [Reference: Minutes of 18 February 2026 (Paragraph 5)] 6 Finance and Corporate Resources – Workforce Monitoring – 1 January to 28 February 2026 A report dated 30 March 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 January to 28 February 2026:- 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 December 2025 The Committee decided: that the report be noted. [Reference: Minutes of 18 February 2026 (Paragraph 6)] 7 Council-wide Workforce Monitoring – 1 January to 28 February 2026 A report dated 31 March 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the following Council-wide employee information for the period 1 January to 28 February 2026:- 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 December 2025 The Committee decided: that the report be noted. [Reference: Minutes of 18 February 2026 (Paragraph 7)] 8 Revenue Collection and Approval for Write-Offs A report dated 10 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted on:- collection performance for the financial year 2025/2026 to 31 March 2026 on revenue income which comprised Council Tax, non-domestic rates (NDR), sundry debts and arrears performance in the Non-Domestic Rates Incentivisation Scheme (NDRIS) the write-off of irrecoverable Council Tax, non-domestic rates, Business Improvement District (BID) levy, sundry debt and Housing Rent and associated charges 7
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Details were provided on current collection targets. The Council was ahead of target and behind comparable performance from 2024/2025 in respect of Council Tax and non-domestic rates. In respect of sundry debt, the Council was ahead of target and equal to 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 annual buoyancy target for South Lanarkshire Council in 2025/2026 had been set by the Scottish Government at 1.0%. Buoyancy for 2025/2026 was 0.58%. As this was below the Scottish Government target of 1.0%, the tax base did not meet the required level, therefore, no additional income would be secured under the Scheme in respect of 2025/2026. It was proposed that the following debts be written off:- irrecoverable Council Tax accounts from 1993/1994 to 2025/2026 to the value of £157,881.42 relating primarily to prescribed debt, sequestrations and estates of the deceased irrecoverable non-domestic rates to the value of £3,711,256.57 relating primarily to debtors in liquidation, those who had ceased trading or had been sequestrated BID levies totalling £7,498.93 administered by the Council on behalf of Hamilton, Carluke and Lanark BID companies sundry debts to a value of £501,273.11 former tenant rent arrears totalling £338,568.69 (including bulk write-offs for 2025/2026 Q4 for temporary accommodation) 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 £157,881.42 Non Domestic Rates totalling £3,711,256.57 BID levies totalling £7,498.93 sundry debts to a value of £501,273.11 house rent and associated charges totalling £338,568.69 [Reference: Minutes of 18 February 2026 (Paragraph 9)] 8
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9 Disability Policy A report dated 24 March 2026 by the Executive Director (Finance and Corporate Resources) was submitted proposing the introduction of a Disability Policy to enhance and support the Council’s duties under the Equality Act 2010. The Council was a Disability Confident Scheme member, awarded by the Department for Work and Pensions in recognition of the Council’s commitment to successfully retaining and employing disabled people and those with health conditions. Information was provided on:- the Council’s current polices that addressed improving inclusion the improvements that would be introduced through the implementation of the Disability Policy The Head of Personnel Services advised that, in response to feedback received, Step 9 of Sections 1 and 2 in Appendix C of the Policy would be amended as follows:- “If an employee leaves the Council, the manager must ensure that all Council-owned equipment is returned to the Council. All specialist equipment funded through Access to Work, remains the property of the individual employee.” Following consideration by this Committee, the draft Disability Policy, attached as Appendix 1 to the report, would be submitted to the Executive Committee for approval. The Committee decided: that the proposed Disability Policy be endorsed and referred to the Executive Committee for approval, subject to the amendment, as outlined above by the Head of Personnel Services. [Reference: Minutes of the Employee, Equalities, Diversity and Inclusion Forum of 4 March 2026 (Paragraph 7)] 10 Common Good Update Report A report dated 10 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted on:- spend committed against the Common Good repairs and maintenance budgets for Lanark and Hamilton the approved projects for Lanark and Hamilton a consultation and court consent process for an area of land at Lanark Racecourse the outcome of a review of the titles of Biggar assets undertaken in respect of Common Good land The Common Good funds held within South Lanarkshire Council were Lanark, Biggar, Hamilton and Rutherglen. The Common Good accounts in Lanark and Hamilton held a number of properties. On 2 October 2013, this Committee had approved an annual cyclical maintenance plan of £15,000 for both Lanark and Hamilton Common good properties. If inspections highlighted requirements to undertake investment which would be beyond routine maintenance, this would be considered separately for approval and would be the subject of a report to this Committee. Cyclical spend committed against the Common Good repairs and maintenance budgets for Lanark and Hamilton was detailed in Sections 4 and 5 of the report. 9
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A number of requests for funding had been received for Lanark Common Good and Hamilton Common Good that were either not for repairs and maintenance or which could not be approved under delegated authority due to the expected costs, and those were detailed in Sections 6 and 7 of the report respectively. The report also provided an update on the consultation and court consent process for an area of land at Lanark Racecourse, as detailed in section 8 of the report. An update on the transfer of assets to Biggar Common Good Account was detailed in section 9 of the report. Officers responded to a member’s question on the report. The Committee decided: (1) that the spend committed against the Common Good repairs and maintenance budgets for Lanark and Hamilton, as detailed in Sections 4 and 5 of the report, be noted; (2) that the update on approved projects for Lanark and Hamilton, as detailed in Sections 6 and 7 of the report, be noted; (3) that the consultation and court consent process for an area of land at Lanark Racecourse, as detailed in Section 8 of the report, be noted; and (4) that the outcome of a review of the titles in Biggar undertaken in respect of Common Good land, as detailed in Section 9 of the report, be noted. [Reference: Minutes of 25 September 2025 (Paragraph 16)] 11 Audit Scotland - Comhairle nan Eilean Siar Cyber-Attack Affecting Operations and Services A report dated 8 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing an overview of the Audit Scotland report on the 2023 Cyber Attack on Comhairle nan Eilean Siar (CnES) affecting operations and services. The Controller of Audit escalated the 2023/2024 audit of 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. During the attack, all servers were encrypted with only cloud services (notably Microsoft 365) remaining 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. The key report findings were detailed in Section 4 of the report and the implications for this Council were detailed in Section 5 of the report. The Committee decided: (1) that the contents of the report be noted; and (2) that the recommendations detailed in Section 5 of the report be noted. 10
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12 Urgent Business There were no items of urgent business 11
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APPEALS PANEL Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 19 March 2026 Chair: Councillor Maureen Devlin Councillors Present: Councillor Colin Dewar, Councillor Catherine McClymont Attending: Finance and Corporate Resources L Cunningham, Administration Officer; G Robertson, Personnel Adviser Appointment of Chair In terms of Standing Order No 34(b), it was agreed that Councillor Devlin 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 appellant’s trade union representative referred to appeal (Ref 9/25) and advised the Panel that the appellant had requested an adjournment as they had suffered a fall and were in hospital. Following consideration of the request, the Panel agreed that the appeal be rescheduled to 2 April 2026, subject to the following conditions:- medical evidence to be provided to Personnel Services prior to the rescheduled new date should the appellant fail to attend on 2 April 2026, the appeal would be dismissed The Panel decided: that the hearing be rescheduled to 2 April 2026, subject to the above-mentioned conditions. 3 13
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APPEALS PANEL Minutes of meeting held in Committee Room 5, Council Offices, Almada Street, Hamilton on 2 April 2026 Chair: Councillor Maureen Devlin Councillors Present: Councillor Colin Dewar, Councillor Catherine McClymont Attending: Finance and Corporate Resources L Cunningham, Administration Officer; G Robertson, Personnel Adviser Appointment of Chair In terms of Standing Order No 34(b), it was agreed that Councillor Devlin 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 9/25) 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. [Reference: Minutes of 19 March 2026 (Paragraph 4)] 3 15
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RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 5 June 2026 Chair: Councillor Maureen Devlin Councillors Present: Councillor Alex Allison, Councillor Ross Clark, Councillor Gerry Convery (Depute), Councillor Katy Loudon (substitute for Councillor Maureen Chalmers) Councillors’ Apologies: Councillor Robert Brown, Councillor Maureen Chalmers Attending: Community and Enterprise Resources K Carr, Executive Director Finance and Corporate Resources S McLeod, Administration Officer; M Milne, Head of Personnel Services 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meetings The minutes of the meetings of the Recruitment Committee held on 22 April and 15 May 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Urgent Business There were no items of urgent business. 4 Exclusion of Press and Public The Committee decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 5 Post of Head of Facilities, Waste and Grounds Services The Committee proceeded to interview 5 candidates for the post of Head of Facilities, Waste and Grounds Services. 4 17
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The Committee decided: that A Stokes, Service Manager, Fife Council be appointed to the post of Head of Facilities, Waste and Grounds Services. [Reference: Minutes of 15 May 2026 (Paragraph 3)] 18
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RECRUITMENT COMMITTEE Minutes of meeting held in Committee Room 2, Council Offices, Almada Street, Hamilton on 19 June 2026 Chair: Councillor Gerry Convery (Depute) Councillors Present: Councillor Robert Brown, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Eileen Logan (substitute for Councillor Maureen Devlin) Councillors’ Apologies: Councillor Alex Allison, Councillor Maureen Devlin (Chair) Attending: Finance and Corporate Resources S McLeod, Administration Officer; M Milne, Head of Personnel Services Health and Social Care/Social Work Resources S Sengupta, Director 1 Declaration of Interests No interests were declared. 2 Urgent Business There were no items of urgent business. 3 Exclusion of Press and Public The Committee decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the next item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 1 of Part I of Schedule 7A of the Act. 4 Post of Head of Social Care (Adults and Older People) The Committee proceeded to interview 2 candidates for the post of Head of Social Care (Adults and Older People). Two applicants, who had been selected for interview, had since withdrawn their applications. The Committee decided: that L Arthur, Locality Manager, South Lanarkshire Council be appointed to the post of Head of Social Care (Adults and Older People). [Reference: Minutes of 15 May 2026 (Paragraph 4)] 4 19
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 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 31 March 2026 for Finance and Corporate Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the position to 31 March 2026 of an underspend of £0.578 million after approved transfers to reserves as detailed in Appendix A of the report be noted; and (2) that the proposed budget virements be approved. 3. Background 3.1. This is the final revenue budget monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2025/2026. 3.2. The report details the financial position for Finance and Corporate Resources. Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and Appendices B to I provides the detailed financial position with variance explanations by budget category. 3.3. This report reflects the actual spend to 31 March 2026. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. As at 31 March 2026, the Resource are showing an underspend of £0.578 million, after approved Transfers to Reserves. 5.2. This position included Transfers to Reserves of £0.300 million approved at Probable Outturn for the Insurance Fund (4 February 2026), as well as additional Transfers to Reserves approved by the Executive Committee (24 June 2026) for Discretionary Housing Payment (DHP) funding which can be carried forward to spend next year (£0.081 million) and for Place Based funding committed for projects in 2026/2027 (£0.015 million). 5 21
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5.3. The underspend of £0.578 million after approved Transfers to Reserves is in line with the Probable Outturn position. This position has been reported as part of the overall Council final position for 2025/2026 to the Executive Committee (24 June 2026). 5.4. Virements are proposed to realign budgets across budget categories and with other Resources. These movements have been detailed in the appendices to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7. Risk and Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and therefore no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 2 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 24 June 2026 List of Background Papers Financial ledger and budget monitoring results to 31 March 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 22
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 31 March 2026 (No. 14) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) YTD Actual (£000) Variance (£000) % Strategy 2,503 2,549 (46) (1.84%) Transactions 19,172 18,240 932 4.86% Audit 371 354 17 4.58% Information Technology 7,808 7,906 (98) (1.26%) Communications and Strategy 2,604 2,330 274 10.52% Administration, Legal, Licensing and Registration 5,010 4,962 48 0.96% Personnel 6,734 6,887 (153) (2.27%) Net Controllable Exp. 44,202 43,228 974 2.20% Transfer to Reserves - 396 (396) Position after Transfer to Reserves 44,202 43,624 578 1.31% Service Heading Explanation for significant projected outturn variances Strategy The overspend is due to a lower than budgeted level of turnover experienced during the financial year. (Appendix C). Transactions The underspend is mainly due to less than budgeted spend on Empty Property Relief (EPR) and vacant posts within the service, partially offset by higher than budgeted postage costs for Council Tax billing. (Appendix D). It also includes an underspend on additional DHP funding received later in the year, and for which approval has been given to carry this forward into 2026/20027 (£0.081 million). Audit The minor underspend is due to a vacancy within the Service. (Appendix E). Information Technology The overspend is mainly due to a lower than budgeted level of turnover anticipated during the financial year. (Appendix F). Communications and Strategy The underspend is due to vacant posts within the service and an over-recovery of income relating to increased work carried out and recovered from Resources. (Appendix G). This position also includes an underspend on Place Based Funding for which approval has been given to carry this forward into 2026/2027 (£0.015 million) Administration, Legal, Licensing and Registration The underspend is due an over recovery of licensing income offset by an overspend in employee costs due to lower than budgeted level of turnover experienced during the financial year. (Appendix H). Personnel The overspend is due to a lower than budgeted level of turnover experienced during the financial year and higher than budgeted IT equipment leasing costs. (Appendix I). 23
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 31 March 2026 (No. 14) Finance & Corporate Resources Summary Variance Explanations Variance explanations are shown in Appendices C to I as appropriate. Budget Virements Budget Virements are noted in Appendices C to I as appropriate. Approved Transfers to Reserves Detailed in Appendices C to I as appropriate. Budget Category Revised Annual Budget Forecast for Year Forecast Variance YTD Actual YTD Variance Over/ Under % Variance Note £000 £000 £000 £000 £000 Employee Costs 35,883 35,798 85 35,829 54 under 0.15% Property Costs 4,276 3,441 835 3,532 744 under 17.40% Supplies & Services 9,101 9,293 (192) 9,233 (132) over (1.45%) Transport & Plant 38 27 11 20 18 under 47.37% Administration Costs 8,122 8,316 (194) 8,220 (98) over (1.21%) Payments to Other Bodies 3,599 3,648 (49) 3,611 (12) over (0.33%) Payments to Contractors 291 293 (2) 290 1 under 0.34% Transfer Payments 50,063 49,569 494 49,696 367 under 0.73% Financing Charges 1,626 1,763 (137) 1,815 (189) over (11.62%) Total Controllable Exp. 112,999 112,148 851 112,246 753 under 0.67% Total Controllable Inc. (68,797) (68,824) 27 (69,018) 221 under recovered 0.32% Net Controllable Exp. 44,202 43,324 878 43,228 974 under 2.20% Transfer to Reserves 0 300 (300) 396 (396) Position after Transfer to Reserves 44,202 43,624 578 43,624 578 under 1.30% 24
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Appendix C South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 31 March 2026 (No. 14) Finance – Strategy Services Budget Category Revised Annual Budget Forecast for Year Forecast Variance YTD Actual YTD Variance Under/ (Over) % Variance Note £000 £000 £000 £000 £000 Employee Costs 3,135 3,152 (17) 3,186 (51) over (1.63%) 1, a Property Costs 0 0 0 0 0 - 0.00% Supplies & Services 15 21 (6) 13 2 under (13.33%) Transport & Plant 0 0 0 0 0 - 0.00% Administration Costs 132 133 (1) 133 (1) over (0.76%) Payments to Other Bodies 665 669 (4) 667 (2) over (0.30%) Payments to Contractors 40 41 (1) 41 (1) over (2.50%) Transfer Payments 0 0 0 0 0 - 0.00% Financing Charges 20 21 (1) 27 (7) over (35.00%) Total Controllable Exp. 4,007 4,037 (30) 4,067 (60) over (1.50%) Total Controllable Inc. (1,504) (1,528) 24 (1,518) 14 over recovered 0.93% b Net Controllable Exp. 2,503 2,509 (6) 2,549 (46) over (1.84%) Transfer to Reserves 0 0 0 0 0 Position after Transfer to Reserves 2,503 2,509 (6) 2,549 (46) over (1.84%) Variance Explanations 1. The overspend in Employee Costs is due lower than budgeted level of turnover experienced during the financial year. Budget Virements a. Apprenticeship Levy Allocation. Net effect £0.013m. Employee Costs £0.013m. b. Realignment of Central Support Charges to reflect actual income. Net effect £0.254m: Income £0.254m. 25
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Appendix D South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 31 March 2026 (No. 14) Finance – Transactions Services Budget Category Revised Annual Budget Forecast for Year Forecast Variance YTD Actual YTD Variance Under/ (Over) % Variance Note £000 £000 £000 £000 £000 Employee Costs 13,238 13,016 222 13,017 221 under 1.67% 1, a Property Costs 4,129 3,272 857 3,363 766 under 18.55% 2, b Supplies & Services 928 1,099 (171) 1,075 (147) over (15.84%) Transport & Plant 4 2 2 0 4 under 100.00% Administration Costs 1,392 1,588 (196) 1,563 (171) over (12.28%) 3, b Payments to Other Bodies 1,504 1,549 (45) 1,524 (20) over (1.33%) Payments to Contractors 251 251 0 247 4 under 1.59% Transfer Payments 50,063 49,569 494 49,696 367 under 0.73% 4 Financing Charges 105 150 (45) 189 (84) over (80.00%) Total Controllable Exp. 71,614 70,496 1,118 70,674 940 under 1.31% Total Controllable Inc. (52,442) (52,298) (144) (52,434) (8) under recovered (0.02%) c Net Controllable Exp. 19,172 18,198 974 18,240 932 under 4.86% Transfer to Reserves - 300 (300) 381 (381) i, ii Position after Transfer to Reserves 19,172 18,498 674 18,621 551 under 2.87% Variance Explanations 1. The underspend in Employee Costs is due to vacant posts experienced within the Service during the year. 2. The underspend in Property Costs is due less than budgeted spend on the Empty Property Relief (EPR) budget. 3. The overspend in Administration is due to higher than budgeted postage costs for Council Tax billing. 4. The underspend in Transfer Payments reflects the demand-led spend on Rent Allowance and Rent Rebates and is offset by an under-recovery of Income. There is also an underspend on the DHP Funding received later in the year. Budget Virements a. Apprenticeship Levy Allocation. Net effect £0.054m: Employee Costs £0.054m. b. Scottish Welfare Fund drawdown from Reserves. Net effect £0.179m: Property Costs £0.079m, Administration £0.100m. c. Realignment of Central Support Charges to reflect actual income. Net effect £0.124m: Income £0.124m. Transfer to Reserves i. Insurance Fund – A contribution to manage the anticipated increase in insurance premiums paid from the Fund (£0.300m). ii. DHP Funding – Transfer for DHP Funding received later in the year and that will be spent in 2026/2027 (£0.081m). 26
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Appendix E South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 31 March 2026 (No. 14) Audit Services Budget Category Revised Annual Budget Forecast for Year Forecast Variance YTD Actual YTD Variance Under/ (Over) % Variance Note £000 £000 £000 £000 £000 Employee Costs 515 499 16 501 14 under 2.72% 1, a Property Costs 0 0 0 0 0 - 0.00% Supplies & Services 6 4 2 1 5 under 83.33% Transport & Plant 0 0 0 0 0 - 0.00% Administration Costs 7 7 0 8 (1) over (14.29%) Payments to Other Bodies 0 0 0 0 0 - 0.00% Payments to Contractors 0 0 0 0 0 - 0.00% Transfer Payments 0 0 0 0 0 - 0.00% Financing Charges 4 4 0 5 (1) over (25.00%) Total Controllable Exp. 532 514 18 515 17 under 3.20% Total Controllable Inc. (161) (161) 0 (161) 0 - 0.00% b Net Controllable Exp. 371 353 18 354 17 under 4.58% Transfer to Reserves 0 0 0 0 0 Position after Transfer to Reserves 371 353 18 354 17 under 4.58% Variance Explanations 1. The underspend in Employee Costs is due to a vacant post within the Service. Budget Virements a. Apprenticeship Levy Allocation. Net effect £0.002m: Employee Costs £0.002m b. Realignment of Central Support Charges to reflect actual income. Net effect £0.006m: Income £0.006m. 27
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Appendix F South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 31 March 2026 (No. 14) Information Technology Services Budget Category Revised Annual Budget Forecast for Year Forecast Variance YTD Actual YTD Variance Under/ (Over) % Variance Note £000 £000 £000 £000 £000 Employee Costs 5,602 5,721 (119) 5,732 (130) over 2.32% 1, a Property Costs 0 0 0 0 0 - 0.00% Supplies & Services 6,929 6,929 0 6,940 (11) over (0.16%) Transport & Plant 4 1 3 1 3 under 75.00% Administration Costs 1,311 1,367 (56) 1,326 (15) over (1.14%) Payments to Other Bodies 0 0 0 0 0 - 0.00% Payments to Contractors 0 0 0 0 0 - 0.00% Transfer Payments 0 0 0 0 0 - 0.00% Financing Charges 1,045 1,053 (8) 1,050 (5) over (0.48%) Total Controllable Exp. 14,891 15,071 (180) 15,049 (158) over (1.06%) Total Controllable Inc. (7,083) (7,125) 42 (7,143) 60 over recovered 0.85% 2, b Net Controllable Exp. 7,808 7,946 (138) 7,906 (98) over (1.26%) Transfer to Reserves 0 0 0 0 0 Position after Transfer to Reserves 7,808 7,946 (138) 7,906 (98) over (1.26%) Variance Explanations 1. The overspend in Employee Costs is due lower than budgeted level of turnover experienced during the financial year. 2. The over recovery of Income reflects greater than budgeted level of IT leased equipment recharged to Resources during the financial year. Budget Virements a. Apprenticeship Levy Allocation. Net effect £0.023m: Employee Costs £0.023m. b. Realignment of Central Support Charges to reflect actual income. Net effect (£0.597m): Income (£0.597m). 28
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Appendix G South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 31 March 2026 (No. 14) Communications and Strategy Services Budget Category Revised Annual Budget Forecast for Year Forecast Variance YTD Actual YTD Variance Under/ (Over) % Variance Note £000 £000 £000 £000 £000 Employee Costs 2,460 2,338 122 2,355 105 under 4.27% 1, a Property Costs 124 124 0 110 14 under 11.29% Supplies & Services 507 461 46 460 47 under 9.27% Transport & Plant 8 8 0 4 4 under 50.00% Administration Costs 1,220 1,220 0 1,220 0 - 0.00% Payments to Other Bodies 654 654 0 635 19 under 2.91% 2 Payments to Contractors 0 0 0 0 0 - 0.00% Transfer Payments 0 0 0 0 0 - 0.00% Financing Charges 351 368 (17) 365 (14) over (3.99%) Total Controllable Exp. 5,324 5,173 151 5,149 175 under 3.29% Total Controllable Inc. (2,720) (2,792) 72 (2,819) 99 over recovered 3.64% 3, b Net Controllable Exp. 2,604 2,381 223 2,330 274 under 10.52% Transfer to Reserves 0 0 0 15 (15) i Position after Transfer to Reserves 2,604 2,381 223 2,345 259 under 9.95% Variance Explanations 1. The underspend in Employee Costs is due to vacant posts within the Service. 2. The underspend relates to Place Based funding committed but not spent in year. 3. The over recovery in Income reflects increased recharges for royal mail postages and outsourced mail relating to increased work carried out and recovered from Resources. Budget Virements a. Apprenticeship Levy Allocation. Net effect £0.010m. Employee Costs £0.010m. b. Realignment of Central Support Charges to reflect actual income. Net effect £0.064m: Income £0.064m. Transfer to Reserves i. Place Based Funding – Transfer for Council Place Based funding committed for projects in 2026/2027 with funding allocated to specific areas (£0.015m). 29
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Appendix H South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 31 March 2026 (No. 14) Administration, Legal, Licensing and Registration Budget Category Revised Annual Budget Forecast for Year Forecast Variance YTD Actual YTD Variance Under/ (Over) % Variance Note £000 £000 £000 £000 £000 Employee Costs 4,036 4,104 (68) 4,104 (68) over (1.68%) 1, a Property Costs 5 6 (1) 6 (1) over (20.00%) Supplies & Services 487 535 (48) 532 (45) over (9.24%) 2, b Transport & Plant 13 13 0 12 1 under 7.69% Administration Costs 2,855 2,826 29 2,822 33 under 1.16% c Payments to Other Bodies 542 542 0 542 0 - 0.00% Payments to Contractors 0 0 0 0 0 - 0.00% Transfer Payments 0 0 0 0 0 - 0.00% Financing Charges 65 94 (29) 99 (34) over (52.31%) Total Controllable Exp. 8,003 8,120 (117) 8,117 (114) over (1.42%) Total Controllable Inc. (2,993) (3,092) 99 (3,155) 162 over recovered 5.41% 3, d Net Controllable Exp. 5,010 5,028 (18) 4,962 48 under 0.96% Transfer to Reserves 0 0 0 0 0 Position after Transfer to Reserves 5,010 5,003 (18) 4,962 48 under 0.96% Variance Explanations 1. The overspend in Employee Costs is due lower than budgeted level of turnover experienced during the financial year. 2. The overspend in Supplies and Services is due to the additional cost of IT equipment which will facilitate hybrid Area Committee meetings. 3. The over recovery in Income relates to increased licensing income from triennial licensing renewals for Private Hire Operators / Drivers and Taxi Operators. Budget Virements a. Apprenticeship Levy Allocation. Net effect £0.054m: Employee Costs £0.054m. b. Transfer from Corporate Items in relation to Local Action Fund (taking the total to £0.333m). Net effect £0.009m: Supplies and Services £0.009m. c. Drawdown of Administration Grants to Voluntary Organisations. Net effect £0.057m: Administration £0.057m d. Realignment of Central Support Charges to reflect actual income. Net effect (£0.095m): Income (£0.095m). 30
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Appendix I South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 31 March 2026 (No. 14) Personnel Budget Category Revised Annual Budget Forecast for Year Forecast Variance YTD Actual YTD Variance Under/ (Over) % Variance Note £000 £000 £000 £000 £000 Employee Costs 6,897 6,968 (71) 6,934 (37) over (0.54%) a Property Costs 18 39 (21) 53 (35) over (194.44%) Supplies & Services 229 244 (15) 212 17 under 7.42% Transport & Plant 9 3 6 3 6 under 66.67% Administration Costs 1,205 1,175 30 1,148 57 under 4.73% 1 Payments to Other Bodies 234 234 0 243 (9) over (3.85%) Payments to Contractors 0 1 (1) 2 (2) over 0.00% Transfer Payments 0 0 0 0 0 - 0.00% Financing Charges 36 73 (37) 80 (44) over (122.22%) 2 Total Controllable Exp. 8,628 8,737 (109) 8,675 (47) over (0.54%) Total Controllable Inc. (1,894) (1,828) (66) (1,788) (106) under recovered (5.60%) 3, b Net Controllable Exp. 6,734 6,909 (175) 6,887 (153) over (2.27%) Transfer to Reserves 0 0 0 0 0 Position after Transfer to Reserves 6,734 6,849 (175) 6,887 (153) over (2.27%) Variance Explanations 1. The underspend in Administration Costs reflects less than budgeted spend on training, medical costs and legal expenses and is offset by an under-recovery of Income (refer 3 below). 2. The overspend is due to higher than budgeted IT equipment leasing costs. 3. The under recovery in Income reflects reduced recharges for medical costs and legal expenses (see 1 above). Budget Virements a. Apprenticeship Levy Allocation. Net effect £0.027m. Employee Costs £0.027m. b. Realignment of Central Support Charges to reflect actual income. Net effect (£0.093m): Income (£0.093m). 31
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources - Revenue Budget Monitoring 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [p provide information on the actual expenditure measured against the revenue budget for the period 1 April to 15 May 2026 for Finance and Corporate Resources provide a forecast for the year to 31 March 2027 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the projected breakeven position on the 2026/2027 revenue budget for Finance and Corporate Resources’, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements be approved. 3. Background 3.1. This is the first revenue budget monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2026/2027. 3.2. The report details the financial position for Finance and Corporate Resources. Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and Appendix B provides the detailed financial position with variance explanations by budget category. Any variance explanations and proposed budget virements are shown, where relevant, in Appendices C to I. 3.3. This report reflects the actual spend to 15 May 2026 for the Resource budget and the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Appendix A is the service analysis statement and will outline the key projected outturn variances by Service for the Resource. 5.2. 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 33
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5.3. Empty Property Relief: As noted in the 2027/2028 to 2028/2029 Revenue Budget Strategy report to Executive Committee (June 2026), there was a year-end underspend of £0.803 million within Finance and Corporate Resources due to reduced costs of Empty Property Relief. The recurring underspend from 2026/2027 is slightly higher at £1.000 million, due to the anticipated reduction in the number of empty properties being supported. £1.000 million has therefore been moved from Finance and Corporate Resources to the budget line called Empty Property Relief – Underspend. This budget will be considered later in the year, as part of the Probable Outturn. 5.4. As noted in section 5.3, this is a recurring underspend, and this results in a permanent benefit to the Council’s Revenue Budget Strategy from 2027/2028. 6. 2026/2027 Investments 6.1. Funding has been allocated to Finance and Corporate Resources as part of the 2026/2027 Investments. The Finance and Corporate budget includes £0.590 million for the following areas: Galas and Festivals (£0.200 million), Third Sector Support (£0.300 million), Citizen Advice funding (£0.040 million) and Community Engagement Team (£0.050 million). 6.2. Total Investment funding of £0.590 million is included in the Finance and Corporate Resources budget as outlined in Appendices C to I. Spend will continue to be progressed throughout the year. 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. Risk and 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 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent 34
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Previous References Executive Committee, 4 February 2026 List of Background Papers Financial Ledger and budget monitoring results to 15 May 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 35
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 15 May 2026 (No. 2) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Strategy 2,684 2,736 (52) (1.94%) 278 Transactions 18,987 18,739 248 1.31% 1,873 Audit 430 430 0 0.00% 51 Information Technology 9,193 9,117 76 0.83% 3,270 Communications and Strategy 3,175 3,137 38 1.20% 532 Administration, Legal, Licensing and Registration 5,549 5,692 (143) (2.58%) 572 Personnel 7,656 7,823 (167) (2.18%) 926 Net Controllable Exp. 47,674 47,674 0 0.00% 7,502 Service Heading Explanation for significant projected outturn variances Strategy The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. (Appendix C). Transactions The projected underspend is due to vacant posts within the service, with recruitment ongoing in line with service requirements, and an over recovery of income reflecting additional commission received from Scottish Water. These are partially offset by higher than budgeted postage costs for Council Tax billing, benefit notifications and blue badge production. (Appendix D). Audit No significant projected outturn variances to report (Appendix E). Information Technology The projected underspend is due to vacant posts within the service, with recruitment ongoing in line with service requirements. (Appendix F). Communications and Strategy The projected underspend is due to vacant posts within the service, with recruitment ongoing in line with service requirements. (Appendix G). Administration, Legal, Licensing and Registration The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. (Appendix H). Personnel The projected overspend is due to a lower than budgeted level of turnover anticipated during the financial year. (Appendix I). 36
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 15 May 2026 (No. 2) 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 40,240 40,295 (55) over (0.14%) 4,131 Property Costs 2,855 2,855 0 - 0.00% 1 Supplies & Services 8,559 8,604 (45) over (0.53%) 2,411 Transport & Plant 33 33 0 - 0.00% 0 Administration Costs 8,189 8,329 (140) over (1.71%) 762 Payments to Other Bodies 3,930 3,930 0 - 0.00% 336 Payments to Contractors 256 256 0 - 0.00% 53 Transfer Payments 66,240 66,240 0 - 0.00% 1,944 Financing Charges 1,421 1,421 0 - 0.00% 655 Total Controllable Exp. 131,723 131,963 (240) over (0.18%) 10,293 Total Controllable Inc. (84,049) (84,289) 240 - 0.29% (2,791) Net Controllable Exp. 47,674 47,674 0 - 0.00% 7,502 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. 37
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Appendix C South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 15 May 2026 (No. 2) Finance – Strategy Services Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual £000 £000 £000 £000 Note Employee Costs 3,491 3,543 (52) over (1.49%) 386 1 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 15 15 0 - 0.00% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 114 114 0 - 0.00% 0 Payments to Other Bodies 665 665 0 - 0.00% 0 Payments to Contractors 23 23 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 20 20 0 - 0.00% 0 Total Controllable Exp. 4,328 4,380 (52) over (1.20%) 386 Total Controllable Inc. (1,644) (1,644) 0 - 0.00% (108) Net Controllable Exp. 2,684 2,736 (52) over (1.94%) 278 Variance Explanations 1. The projected overspend in Employee Costs is due to a lower than budgeted level of turnover anticipated during the financial year. Budget Virements None. 38
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Appendix D South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 15 May 2026 (No. 2) 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 14,650 14,457 193 under 1.32% 1,485 1 Property Costs 2,710 2,710 0 - 0.00% 0 a Supplies & Services 804 849 (45) over (5.60%) 531 2 Transport & Plant 4 4 0 - 0.00% 0 Administration Costs 1,192 1,332 (140) over (11.74%) 201 3 Payments to Other Bodies 1,504 1,504 0 - 0.00% 17 Payments to Contractors 233 233 0 - 0.00% 53 Transfer Payments 66,240 66,240 0 - 0.00% 1,944 Financing Charges 105 105 0 - 0.00% 0 Total Controllable Exp. 87,442 87,434 8 under 0.01% 4,231 Total Controllable Inc. (68,455) (68,695) 240 Over 0.35% (2,358) 4 Net Controllable Exp. 18,987 18,739 248 under 1.31% 1,873 Variance Explanations 1. The projected underspend in Employee Cost is due to vacant posts within the service, with recruitment ongoing in line with service requirements. 2. The anticipated overspend in Supplies and Services relates to higher than budgeted costs of IT systems and licences. 3. The projected overspend in Administration Costs is due to higher than budgeted postage costs for Council Tax billing, benefit notifications, and blue badge production. 4. The projected over recovery of income reflects additional commission received from Scottish Water for the collection of water and sewage income. Budget Virements a. Empty Property Relief to corporate budget line: Net Effect (£1.000m): Property Costs (£1.000 million). 39
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Appendix E South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 15 May 2026 (No. 2) Audit Services Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 580 580 0 - 0.00% 53 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 6 6 0 - 0.00% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 7 7 0 - 0.00% 0 Payments to Other Bodies 0 0 0 - 0.00% 0 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 4 4 0 - 0.00% 0 Total Controllable Exp. 597 597 0 - 0.00% 53 Total Controllable Inc. (167) (167) 0 - 0.00% (2) Net Controllable Exp. 430 430 0 - 0.00% 51 Variance Explanations None Budget Virements None. 40
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Appendix F South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 15 May 2026 (No. 2) 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 6,290 6,214 76 under 1.21% 650 1 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 6,899 6,899 0 - 0.00% 1,804 Transport & Plant 4 4 0 - 0.00% 0 Administration Costs 1,591 1,591 0 - 0.00% 207 Payments to Other Bodies 0 0 0 - 0.00% 0 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 835 835 0 - 0.00% 622 Total Controllable Exp. 15,619 15,543 76 under 0.49% 3,283 Total Controllable Inc. (6,426) (6,426) 0 - 0.00% (13) Net Controllable Exp. 9,193 9,117 76 under 0.83% 3,270 Variance Explanations 1. The projected overspend in Employee Costs is due to vacant posts within the service, with recruitment ongoing in line with service requirements. Budget Virements None. 41
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Appendix G South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 15 May 2026 (No. 2) 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 2,799 2,761 38 under 1.36% 264 1, a Property Costs 140 140 0 - 0.00% 0 Supplies & Services 506 506 0 - 0.00% 19 Transport & Plant 3 3 0 - 0.00% 0 Administration Costs 1,102 1,102 0 - 0.00% 0 Payments to Other Bodies 919 919 0 - 0.00% 289 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 351 351 0 - 0.00% 33 Total Controllable Exp. 5,820 5,782 38 under 0.65% 605 Total Controllable Inc. (2,645) (2,645) 0 - 0.00% (73) Net Controllable Exp. 3,175 3,137 38 under 1.20% 532 Variance Explanations 1. The projected overspend in Employee Costs is due to vacant posts within the service, with recruitment ongoing in line with service requirements. Budget Virements a. 2026/2027 Investments – Community Engagement Team from Corporate Items: Net Effect £0.050m: Employee Costs £0.050m. 42
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Appendix H South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 15 May 2026 (No. 2) 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 4,628 4,771 (143) over (3.09%) 469 1 Property Costs 5 5 0 - 0.00% 1 Supplies & Services 158 158 0 - 0.00% 46 Transport & Plant 13 13 0 - 0.00% 0 Administration Costs 2,978 2,978 0 - 0.00% 263 Payments to Other Bodies 608 608 0 - 0.00% 12 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 70 70 0 - 0.00% 0 Total Controllable Exp. 8,460 8,603 (143) over (1.69%) 791 Total Controllable Inc. (2,911) (2,911) 0 - 0.00% (219) Net Controllable Exp. 5,549 5,692 (143) over (2.58%) 572 Variance Explanations 1. The projected overspend in Employee Costs is due to a lower than budgeted level of turnover anticipated during the financial year. Budget Virements None. . 43
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Appendix I South Lanarkshire Council Revenue Budget Monitoring Report Finance & Corporate Resources Committee: Period Ended 15 May 2026 (No. 2) Personnel Revised Projected Budget Category Annual Projected Outturn Over/ % YTD Budget Outturn Variance Under Variance Actual Note £000 £000 £000 £000 Employee Costs 7,802 7,969 (167) over (2.14%) 824 1 Property Costs 0 0 0 - 0.00% 0 Supplies & Services 171 171 0 - 0.00% 11 Transport & Plant 9 9 0 - 0.00% 0 Administration Costs 1,205 1,205 0 - 0.00% 91 Payments to Other Bodies 234 234 0 - 0.00% 18 Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 36 36 0 - 0.00% 0 Total Controllable Exp. 9,457 9,624 (167) over (1.77%) 944 Total Controllable Inc. (1,801) (1,801) 0 - 0.00% (18) Net Controllable Exp. 7,656 7,823 (167) over (2.18%) 926 Variance Explanations 1. The projected overspend in Employee Costs is due to a lower than budgeted level of turnover anticipated during the financial year. Budget Virements None. 44
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources - Capital Budget Monitoring 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Finance and Corporate Resources for the period 1 April 2025 to 31 March 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 expenditure for the year of £0.597 million, be noted. [1recs] 3. Background 3.1. This is the final capital monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2025/2026. 3.2. As noted in the last report to this Committee (6 May 2026), the budget for Finance and Corporate Resources for financial year 2025/2026 was £0.645 million. This was the final budget for the year 2025/2026. 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 Capital Programme – Final Position As detailed in Section 3.2, the total capital programme for Finance and Corporate Resources for 2025/2026 was £0.645 million. Total expenditure to the 31 March 2026 was £0.597 million, a difference of £0.048 million in comparison to the programme of £0.645 million. 5.2. This minor underspend reflects the timing of spend across the year end. This underspend, along with the funding, will carry forward into next financial year as required. An update on the 2026/2027 programme is detailed in a separate report to this Committee. 7 45
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7. Risk and 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 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Finance and Corporate Resources Committee, 6 May 2026 Executive Committee, 24 June 2026 List of Background Papers Financial ledger to 31 March 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 46
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Appendix A South Lanarkshire Council Capital Expenditure 2025/2026 Finance and Corporate Resources Programme For Period 1 April 2025 – 31 March 2026 Finance and Corporate Resources Total Original Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Actual Expenditure £000 Information Technology Services 545 150 (50) 645 597 TOTAL 545 150 (5) 645 597 47
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources - Capital Budget Monitoring 2026/2027 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 2026 to 15 May 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 £0.498 million, and forecast expenditure of £0.498 million, be noted. [1recs] 3. Background 3.1. This is the first capital monitoring report presented to the Finance and Corporate Resources Committee for the financial year 2026/2027. Further reports will follow throughout the year. 3.2. The budget of £0.498 million for Finance and Corporate Resources reflects the budget approved by the Executive Committee in June 2026. Details are provided in Section 5. 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. 2026/2027 Budget As detailed in Section 3.2, the revised capital programme for Finance and Corporate Resources for 2025/2026 is £0.498 million. This budget is based on the original programme of projects approved by the Council in February 2026 (£0.400 million), updated to include budget carried forward from financial year 2025/2026 (£0.098 million) agreed at the Executive Committee in June 2026. 5.2. The budget of £0.498 million reflects the level of spend which can be achieved in 2026/2027, based on current estimates. 8 49
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5.3. 2026/2027 Forecast Appendix A shows a forecast for the financial year of £0.498 million. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Risk and 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) 4 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 25 February 2026 Executive Committee, 24 June 2026 List of Background Papers Financial ledger to 15 May 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 50
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Appendix A South Lanarkshire Council Capital Expenditure 2026/2027 Finance and Corporate Resources Programme For Period 1 April 2026 – 15 May 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 498 - - 498 498 - - TOTAL 498 - - 498 498 - - 51
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources – Workforce Monitoring – 1 March to 30 April 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 March to 30 April 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 March to 30 April 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 14 March 2026 [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 March to 30 April 2026. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of April 2026 for Finance and Corporate Resources. The Resource absence figure for April 2026 was 3.6%, this figure has decreased by 0.3% when compared to the previous month and is 2% lower than the Council-wide figure. Compared to April 2025, the Resource absence figure has increased by 0.6%. Based on the absence figure at April 2026, the annual average absence for the Resource for 2026/2027 is 3.6% compared to a Council-wide average figure of 5.6%. 9 53
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health overall, 52 referrals were made this period. This represents an increase of 11 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, 1 disciplinary hearing was heard by the Resource, which is an increase of 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; which 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 2 leavers this period that were eligible for an exit questionnaire. This figure has increased by 1 when compared with the same period last year. One exit questionnaire was completed in this period. 5. Staffing Watch (Appendix 3) 5.1. There has been no change in the number of employees in post from 13 December 2025 to 14 March 2026. 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. Risk and 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. 54
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10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. 27 May 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 – 6 May 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 55
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 2.8 3.0 3.6 April 0.0 0.0 0.0 April 2.8 3.0 3.6 April 5.2 5.7 5.6 May 3.2 2.7 May 0.0 0.0 May 3.2 2.7 May 5.3 5.6 June 3.2 2.9 June 0.0 0.0 June 3.2 2.9 June 5.2 5.4 July 3.5 3.0 July 0.0 0.0 July 3.5 3.0 July 4.1 4.3 August 2.6 4.0 August 0.0 0.0 August 2.6 4.0 August 4.7 4.7 September 3.2 4.0 September 0.0 0.0 September 3.2 4.0 September 6.1 6.1 October 3.2 3.9 October 0.0 0.0 October 3.2 3.9 October 6.0 6.2 November 4.6 4.5 November 0.0 0.0 November 4.6 4.5 November 6.9 7.0 December 4.4 4.7 December 0.0 0.0 December 4.4 4.7 December 7.0 7.5 January 3.7 3.5 January 0.0 0.0 January 3.7 3.5 January 6.7 6.5 February 3.5 4.1 February 0.0 0.0 February 3.5 4.1 February 7.0 6.8 March 3.7 3.9 March 0.0 0.0 March 3.7 3.9 March 6.8 6.7 Annual Average 3.5 3.7 3.6 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.7 3.6 Annual Average 5.9 6.0 5.6 Average Apr - Mar 3.5 3.7 3.6 Average Apr - Mar 0.0 0.0 0.0 Average Apr - Mar 3.5 3.7 3.6 Average Apr - Mar 5.9 6.0 5.6 831 0 831 15824 APT&C Council WideManual Workers No of Employees at 30 April 2026 Resource Total No of Employees at 30 April 2026 Appendix 1 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Finance and Corporate Resources No of Employees at 30 April 2026 No of Employees at 30 April 2026 56
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Mar - Apr Mar - Apr 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 14 17 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 2 TOTAL 41 52 Mar - Apr Mar - Apr 2025 2026 Minor 2 1 Near Miss *** 0 1 Total Accidents/Incidents 2 2 Mar - Apr Mar - Apr 2025 2026 Total Number of Hearings 0 1 Total Number of Appeals 0 0 Appeals Pending 0 0 Time Taken to Convene Hearing - 1 March 2026 to 30 April 2026 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 1 0 Mar - Apr Mar - Apr 2025 2026 Number of Grievances 0 0 Mar - Apr Mar - Apr 2025 2026 Number of Incidents 0 1 Still in Process 0 1 RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 FINANCE AND CORPORATE RESOURCES 8 18 1 6 18 9 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. 57
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Mar - Apr Mar - Apr 2025 2026 Career Advancement 0 2 Other 1 0 Total Number of Leavers Eligible for Exit Questionnaire 1 2 Number of Exit Questionnaires completed 1 1 Percentage of Questionnaires completed 100% 50% ANALYSIS OF REASONS FOR LEAVING Appendix 2a FINANCE AND CORPORATE RESOURCES 58
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As at 14 March 2026 Total Number of Employees F/T P/T F/T P/T 187 19 370 239 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 79.92 341.57 222.38 56.06 23.00 0.00 0.00 0.00 730.93 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 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 815 Appendix 3 JOINT STAFFING WATCH RETURN FINANCE AND CORPORATE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 815 MALE FEMALE TOTAL 59
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Council-wide Workforce Monitoring – 1 March to 30 April 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 March to 30 April 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 March to 30 April 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 14 March 2026 [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 March to 30 April 2026. 4. Attendance Statistics 4.1. Information on absence statistics for the Council and each Resource, as analysed for April 2026, is provided in Appendices 1 to 8. Points to note are:- The Council’s absence rate for April 2026, shown in Appendix 1, is 5.6% which represents an a decrease of 1.1% when compared to the previous month and an decrease of 0.1% when compared to April 2025. When compared to April 2025, the APT&C absence rate has decreased by 0.5%, the teachers’ figure has decreased by 0.3% and the manual workers’ figure has increased by 0.5%. Based on the absence rate at April 2026, the annual average absence rate for the Council for 2026/2027 is 5.6%. 10 61
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In comparison to April 2025 (Appendix 8):- psychological and musculoskeletal conditions are the top 2 reasons for absence total days lost due to psychological conditions have decreased by 102 days total days lost due to musculoskeletal conditions have decreased by 73 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 March to 30 April 2026 is provided in Appendix 9. there were 333 employees referred for a medical examination, which is an increase of 4 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 344 employees attended physiotherapy treatment, showing an increase of 40 when compared to the same period last year. Of the 344 employees referred, 67% remained at work whilst undertaking treatment A total of 357 employees were referred to the Employee Support Officer, an increase of 32 when compared with the same period last year. Of the referrals made this period, 89% related to personal reasons 68 employees were referred to the PAM Assist counselling service, a decrease of 26 when compared with the same period last year. All the referrals made this period were made directly by employees. Personal reasons accounted for 23% of the referrals made, 13% were for work related reasons and 64% was for other reasons 17 employees were referred for Cognitive Behavioural Therapy, a decrease of 53 when compared to the same period last year 6. Accidents/Incidents 6.1. The accident/incident report for 1 March to 30 April 2026 is contained in Appendix 10. the number of accidents/incidents recorded was 327, all 327 have been investigated 1 specified injury was recorded 42 were minor accidents/incidents no accidents resulted in an absence lasting over 3 days 2 accidents resulted in absences 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 March to 30 April 2026 is contained in Appendices 11, 12a and 12b. 62
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During the period:- a total of 23 disciplinary hearings were held across Resources within the Council, this figure has decreased by 23 when compared to the same period last year action was taken in all 23 cases. Three appeals were raised to be heard by the appeals panel, 2 were not upheld and 1 is pending, as at 30 April 2026 our target is to convene disciplinary hearings within 6 weeks, 35% of hearings met this target 8 grievances were submitted, all of which are currently being investigated 10 Dignity at Work complaints were raised, all of which are currently being investigated 2 referrals for mediation were submitted, both were unsuitable for mediation 8. Analysis of Leavers and Exit Questionnaires 8.1. Information on the number of leavers and exit questionnaires for the period 1 March to 30 April 2026 is contained in Appendix 13. Exit questionnaires are sent to employees who leave voluntarily. This does not include planned retirements. Labour Turnover Using figures for 1 March to 30 April 2026 the Council’s turnover figure is 0.5%. Based on the figure at April 2026, the annual labour turnover figure for the financial year 2026/2027 for the Council is 2.9%. 8.2. Analysis of Leavers and Exit Questionnaires:- there were 71 leavers eligible to complete an exit questionnaire, this represents a decrease of 2 when compared with the same period last year a total of 21 exit questionnaires were completed which is an increase of 9 when compared with same period last year 9. Recruitment Monitoring 9.1. Information on Recruitment Monitoring for 1 March to 30 April 2026 is contained within Appendix 14. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:- overall, 6,149 applications were received and all candidates completed the Equal Opportunities Monitoring Form of those applicants who declared themselves as disabled (360), 211 were shortleeted for interview and 18 were appointed of those applicants of a black/ethnic minority background (804), 233 were shortleeted for interview and 19 were appointed Of those applicants who are ex-armed forces (66), 52 were shortleeted for interview and 7 were appointed A progress update on the 5 actions in the Employee, equalities, Diversity and Inclusion (EEDI) Action plan was provided to the EEDI Forum at its meeting on 17 June 2026. 10. Staffing Watch 10.1 There has been an increase of 14 in the number of employees in post from 13 December 2025 to 14 March 2026. Details of the staffing watch are contained in Appendix 15. 63
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11. Employee Implications 11.1. There are no implications for employees arising from the information presented in this report. 12. Financial Implications 12.1. All financial implications are accommodated within existing budgets. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no climate change, sustainability or environmental implications arising from the information presented in this report. 14. Risk and 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) 9 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Finance and Corporate Resources Committee – 6 May 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 64
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2024 / 2025 2025 / 2026 2026 / 2027 2024/ 2025 2025 / 2026 2026 / 2027 2024/ 2025 2025 / 2026 2026 / 2027 2024/ 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 5.2 6.0 5.5 April 2.9 3.5 3.2 April 7.3 7.3 7.8 April 5.2 5.7 5.6 May 5.4 5.6 May 3.0 3.8 May 7.1 7.4 May 5.3 5.6 June 5.3 5.6 June 2.8 2.9 June 7.2 7.5 June 5.2 5.4 July 4.3 4.6 July 1.0 1.4 July 6.3 6.5 July 4.1 4.3 August 4.6 5.0 August 1.9 1.7 August 7.5 7.0 August 4.7 4.7 September 6.2 5.9 September 3.5 4.1 September 8.3 8.3 September 6.1 6.1 October 6.3 6.0 October 3.8 4.2 October 7.7 8.4 October 6.0 6.2 November 7.0 6.8 November 5.0 5.3 November 8.4 8.8 November 6.9 7.0 December 7.1 7.3 December 5.4 5.6 December 8.5 9.5 December 7.0 7.5 January 6.8 6.2 January 4.9 5.0 January 8.3 8.4 January 6.7 6.5 February 7.0 6.4 February 4.9 5.1 February 9.0 9.1 February 7.0 6.8 March 7.0 6.6 March 4.5 4.8 March 8.4 8.7 March 6.8 6.7 Annual Average 6.0 6.0 5.5 Annual Average 3.6 4.0 Annual Average 7.8 8.1 7.8 Annual Average 5.9 6.0 5.6 Average Apr - Mar 6.0 6.0 5.5 Average Apr - Mar 3.6 4.0 3.2 Average Apr - Mar 7.8 8.1 7.8 Average Apr - Mar 5.9 6.0 5.6 7350 4000 4474 15824 Council Wide No of Employees at 30 April 2026 No of Employees at 30 April 2026 Appendix 1 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Council Wide APT&C Teachers No of Employees at 30 April 2026 No of Employees at 30 April 2026 Manual Workers 65
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2024 / 2025 2025 / 2026 2026/ 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 3.5 3.5 5.0 April 6.8 7.2 7.8 April 6.3 6.6 7.3 April 5.2 5.7 5.6 May 2.6 2.6 May 6.3 7.4 May 5.9 6.6 May 5.3 5.6 June 3.6 3.6 June 6.4 7.4 June 6.0 6.8 June 5.2 5.4 July 3.6 3.6 July 4.5 5.9 July 4.4 5.5 July 4.1 4.3 August 2.5 2.5 August 6.2 6.7 August 5.7 6.1 August 4.7 4.7 September 3.5 3.5 September 7.5 8.2 September 6.9 7.4 September 6.1 6.1 October 3.3 3.3 October 7.2 8.2 October 6.7 7.4 October 6.0 6.2 November 3.3 3.3 November 8.3 8.6 November 7.6 7.7 November 6.9 7.0 December 4.6 4.6 December 8.1 9.1 December 7.4 8.4 December 7.0 7.5 January 4.1 4.1 January 7.8 8.0 January 7.2 7.4 January 6.7 6.5 February 3.6 3.6 February 8.7 9.0 February 7.9 8.1 February 7.0 6.8 March 4.8 4.8 March 8.2 8.6 March 7.4 8.0 March 6.8 6.7 Annual Average 3.6 3.6 5.0 Annual Average 7.2 7.9 7.8 Annual Average 6.6 7.2 7.3 Annual Average 5.9 6.0 5.6 Average Apr - Mar 3.6 3.6 5.0 Average Apr - Mar 7.2 7.9 7.8 Average Apr - Mar 6.6 7.2 7.3 Average Apr - Mar 5.9 6.0 5.6 590 2901 3491 15824 Manual Workers Resource Total No of Employees at 30 April 2026 No of Employees at 30 April 2026 No of Employees at 30 April 2026 No of Employees at 30 April 2026 Appendix 2 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Community and Enterprise Resources APT&C Council Wide 66
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 5.4 6.8 5.7 April 2.9 3.5 3.2 April 4.0 4.9 4.3 April 5.2 5.7 5.6 May 6.0 6.6 May 3.0 3.8 May 4.4 5.0 May 5.3 5.6 June 5.5 6.3 June 2.8 2.9 June 4.1 4.4 June 5.2 5.4 July 3.2 3.8 July 1.0 1.4 July 2.0 2.4 July 4.1 4.3 August 3.9 4.4 August 1.9 1.7 August 2.8 2.8 August 4.7 4.7 September 6.6 5.8 September 3.5 4.1 September 4.9 4.8 September 6.1 6.1 October 6.5 6.6 October 3.8 4.2 October 5.0 5.2 October 6.0 6.2 November 7.8 8.2 November 5.0 5.3 November 6.2 6.6 November 6.9 7.0 December 8.6 8.5 December 5.4 5.6 December 6.8 6.9 December 7.0 7.5 January 8.0 7.2 January 4.9 5.0 January 6.3 5.9 January 6.7 6.5 February 8.4 7.5 February 4.9 5.1 February 6.5 6.1 February 7.0 6.8 March 8.3 7.8 March 4.5 4.8 March 6.2 6.1 March 6.8 6.7 Annual Average 6.5 6.6 5.7 Annual Average 3.6 4.0 3.2 Annual Average 4.9 5.1 4.3 Annual Average 5.9 6.0 5.6 Average Apr - Mar 6.5 6.6 5.7 Average Apr - Mar 3.6 4.0 3.2 Average Apr - Mar 4.9 5.1 4.3 5.9 6.0 5.6 3261 4000 7261 15824 Appendix 3 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Education Resources Council WideAPT&C Teachers Resource Total No of Employees at 30 April 2026 No of Employees at 30 April 2026 No of Employees at 30 April 2026 No of Employees at 30 April 2026 67
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 2.8 3.0 3.6 April 0.0 0.0 0.0 April 2.8 3.0 3.6 April 5.2 5.7 5.6 May 3.2 2.7 May 0.0 0.0 May 3.2 2.7 May 5.3 5.6 June 3.2 2.9 June 0.0 0.0 June 3.2 2.9 June 5.2 5.4 July 3.5 3.0 July 0.0 0.0 July 3.5 3.0 July 4.1 4.3 August 2.6 4.0 August 0.0 0.0 August 2.6 4.0 August 4.7 4.7 September 3.2 4.0 September 0.0 0.0 September 3.2 4.0 September 6.1 6.1 October 3.2 3.9 October 0.0 0.0 October 3.2 3.9 October 6.0 6.2 November 4.6 4.5 November 0.0 0.0 November 4.6 4.5 November 6.9 7.0 December 4.4 4.7 December 0.0 0.0 December 4.4 4.7 December 7.0 7.5 January 3.7 3.5 January 0.0 0.0 January 3.7 3.5 January 6.7 6.5 February 3.5 4.1 February 0.0 0.0 February 3.5 4.1 February 7.0 6.8 March 3.7 3.9 March 0.0 0.0 March 3.7 3.9 March 6.8 6.7 Annual Average 3.5 3.7 3.6 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.7 3.6 Annual Average 5.9 6.0 5.6 Average Apr - Mar 3.5 3.7 3.6 Average Apr - Mar 0.0 0.0 0.0 Average Apr - Mar 3.5 3.7 3.6 Average Apr - Mar 5.9 6.0 5.6 831 0 831 15824 APT&C Council WideManual Workers No of Employees at 30 April 2026 Resource Total No of Employees at 30 April 2026 Appendix 4 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Finance and Corporate Resources No of Employees at 30 April 2026 No of Employees at 30 April 2026 68
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 5.3 5.6 5.7 April 7.2 4.8 5.5 April 6.1 5.3 5.7 April 5.2 5.7 5.6 May 5.2 4.5 May 8.1 5.7 May 6.4 5.0 May 5.3 5.6 June 5.7 5.1 June 8.4 6.0 June 6.8 5.5 June 5.2 5.4 July 5.3 5.2 July 8.6 6.4 July 6.7 5.7 July 4.1 4.3 August 5.5 5.4 August 8.8 6.0 August 6.9 5.7 August 4.7 4.7 September 7.5 5.9 September 7.4 6.7 September 7.5 6.2 September 6.1 6.1 October 7.3 5.7 October 6.0 7.1 October 6.8 6.3 October 6.0 6.2 November 6.8 6.9 November 6.2 7.8 November 6.5 7.2 November 6.9 7.0 December 6.4 6.6 December 5.8 8.9 December 6.2 7.5 December 7.0 7.5 January 7.0 5.2 January 6.2 5.9 January 6.7 5.5 January 6.7 6.5 February 7.0 6.1 February 7.1 5.8 February 7.0 6.0 February 7.0 6.8 March 6.8 5.6 March 5.9 5.5 March 6.4 5.6 March 6.8 6.7 Annual Average 6.3 5.7 5.7 Annual Average 7.1 6.4 5.5 Annual Average 6.7 6.0 5.7 Annual Average 5.9 6.0 5.6 Average Apr - Mar 6.3 5.7 5.7 Average Apr - Mar 7.1 6.4 5.5 Average Apr - Mar 6.7 6.0 5.7 Average Apr - Mar 5.9 6.0 5.6 878 565 1443 15824 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 APT&C Manual Workers Council Wide No of Employees at 30 April 2026No of Employees at 30 April 2026 No of Employees at 30 April 2026 No of Employees at 30 April 2026 69
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2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 2024 / 2025 2025 / 2026 2026 / 2027 % % % % % % % % % % % % April 6.5 7.0 6.1 April 8.8 9.4 9.4 April 7.3 7.8 7.1 April 5.2 5.7 5.6 May 5.8 6.6 May 9.5 8.6 May 7.0 7.2 May 5.3 5.6 June 6.0 6.6 June 9.2 8.7 June 7.0 7.3 June 5.2 5.4 July 6.5 6.8 July 11.2 9.0 July 8.0 7.5 July 4.1 4.3 August 6.9 7.1 August 11.4 8.7 August 8.4 7.7 August 4.7 4.7 September 7.2 7.7 September 12.0 10.0 September 8.8 8.5 September 6.1 6.1 October 7.5 7.0 October 11.0 10.1 October 8.6 8.0 October 6.0 6.2 November 8.1 6.6 November 10.0 10.1 November 8.7 7.8 November 6.9 7.0 December 7.0 7.6 December 11.6 11.2 December 8.5 8.8 December 7.0 7.5 January 6.7 7.0 January 11.3 11.4 January 8.2 8.4 January 6.7 6.5 February 7.0 6.6 February 11.6 11.9 February 8.5 8.3 February 7.0 6.8 March 7.5 6.9 March 10.7 11.1 March 8.6 8.3 March 6.8 6.7 Annual Average 6.9 7.0 6.1 Annual Average 10.7 10.0 9.4 Annual Average 8.1 8.0 7.1 Annual Average 5.9 6.0 5.6 Average Apr - Mar 6.9 7.0 6.1 Average Apr - Mar 10.7 10.0 9.4 Average Apr - Mar 8.1 8.0 7.1 Average Apr - Mar 5.9 6.0 5.6 1790 1008 2798 15824 Appendix 6 Absence Trends - 2024/2025, 2025/2026 & 2026/ 2027 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 30 April 2026 No of Employees at 30 April 2026 No of Employees at 30 April 2026 No of Employees at 30 April 2026 70
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Appendix 7 Absence by long and short term From: 1 March 2026 to 30 April 2026 Community and Enterprise 3491 2.3 5.7 8.0 1.5 5.8 7.3 Education 7261 2.2 3.9 6.1 0.9 3.4 4.3 Finance and Corporate 831 1.2 2.7 3.9 1.3 2.3 3.6 Housing & Technical 1443 2.3 3.3 5.6 2.0 3.7 5.7 Social Work 2798 2.6 5.7 8.3 Council Overall for March and April 2026 15824 2.2 4.5 6.7 1.3 4.3 5.6 March 2026 Total Short Term % Total Long Term % Resource Total Absence % April 2026 Total Short Term % Total Long Term % Resource Total Absence % Resource No of employees 71
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From : 1 April 2026 to 30 April 2026 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1689 32 1179 19 45 8 357 23 686 21 3956 24 Psychological 1710 32 2590 43 358 65 492 31 1328 40 6478 38 Stomach, Bowel, Blood, Metabolic Disorders 318 6 422 7 13 2 209 13 254 7 1216 7 Respiratory 356 7 398 7 25 4 207 13 398 12 1384 8 Other Classification 1259 23 1450 24 115 21 305 20 680 20 3809 23 Total Days Lost By Resource 5332 100 6039 100 556 100 1570 100 3346 100 16843 100 Total Work Days Available From : 1 April 2025 to 30 April 2025 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1485 32 1197 17 84 18 448 31 815 22 4029 24 Psychological 1497 32 2983 44 195 43 510 36 1395 38 6580 38 Stomach, Bowel, Blood, Metabolic Disorders 527 11 734 11 26 6 132 9 467 12 1886 11 Respiratory 378 8 560 8 58 13 87 6 339 9 1422 8 Other Classification 774 17 1367 20 93 20 256 18 693 19 3183 19 Total Days Lost By Resource 4661 100 6841 100 456 100 1433 100 3709 100 17100 100 Total Work Days Available Total WDL By Reason Percentage 70345 139815 15345 27107 47484 Reasons Community and Enterprise Resources Education Resources Finance and Corporate Housing and Technical Resources Social Work Resources Percentage 72579 139858 15645 27785 46931 Appendix 8 Attendance Monitoring Absence Classification Reasons Community and Enterprise Resources Education Resources Finance and Corporate Housing and Technical Resources Social Work Resources Total WDL By Reason 72
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Appendix 9 Teachers Others 72 36 59 18 45 103 68 34 52 8 61 106 Apr-25 Apr-26 Apr-25 Apr-26 42 90 79 83 46 48 129 140 82 73 14 17 18 9 23 32 38 40 80 85 78 84 325 357 304 344 Reason Apr-25 Apr-26 Work Stress 56 9 Addicition 0 1 Apr-25 Apr-26 Personal 19 16 5 0 Anxiety/Depression 15 38 14 2 Bereavement 4 4 0 2 Total 94 68 3 2 31 2 17 9 70 17 Occupational Health Reports From: 1 April - 30 April 2026 comparison with 1 April - 30 April 2025 Medical Referrals Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Totals Total (April 2026) 333 Total (April 2025) 329 No of Employees Referred For Physiotherapy Resource Community and Enterprise Finance and Corporate Housing and Technical Education (Teachers) Education (Others) Resource Community and Enterprise No of Employees Referred To Employee Support Officer Education Community and Enterprise Finance and Corporate Education Housing and Technical Social Work Total Analysis of Counselling Referrals by Cause No of Employees Referred For Cognitive Behavioural Therapy Finance and Corporate Social Work Housing and Technical Total Social Work Not Disclosed Resource Total 73
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2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 2025 2026 Specified Injury 2 1 0 0 0 0 0 0 0 0 0 1 Specified Injury (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Specified Injury* 2 1 0 0 0 0 0 0 0 0 2 1 Over 7 Day 0 2 0 0 0 0 1 0 2 0 3 2 Over 7 Day (Violence) 0 0 0 0 0 0 0 0 1 0 1 0 Total Over 7 Day** 0 2 0 0 0 0 1 0 0 0 1 2 Over 3 Day 0 0 4 0 0 0 0 0 0 0 4 0 Over 3 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3 Day** 0 0 4 0 0 0 0 0 0 0 4 0 Minor Injury 16 10 13 13 2 1 2 7 9 11 42 42 Near Miss 0 5 6 6 0 1 1 1 0 1 7 14 Violence (Physical) 6 2 126 215 0 0 0 0 8 20 140 237 Violence (Verbal) 5 3 20 19 0 0 4 3 7 6 36 31 Total Minor*** 27 20 165 253 2 2 7 11 24 38 225 324 Total Finalised 29 23 169 253 2 2 8 11 24 38 232 327 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 29 23 169 253 2 2 8 11 24 38 232 327 Finance and Corporate Housing & Tech Social Work TOTAL **Over 3 Day /Over 7 Day absence relates to events outwith the specified injury category that resulted in an absence or inability to do normal work for more than 3/7 days (not including day of injury) ***A minor injury is an injury not covered by Over 7 day, Over 3 day or Specified ****In process relates to records not yet investigated/defined by managers *Specified Injury is any fracture (other than fingers/toes), amputation, loss or sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE Appendix 10 Analysis of Accidents / Incidents From: 1 March - 30 April 2026 comparison with 1 March- 30 April 2025 Accidents by Month of Occurrence Community and Enterprise Education 74
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APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 0 11 N/A 11 0 0 N/A 0 0 11 N/A 11 2 2 7 36% 11.36 Education 0 0 N/A 0 0 0 N/A 0 0 0 N/A 0 0 0 0 0% 0 Finance and Corporate 1 0 N/A 1 0 0 N/A 0 1 0 N/A 1 0 1 0 100% 0 Housing and Technical 0 4 N/A 4 0 0 N/A 0 0 4 N/A 4 1 1 2 50% 4 Social Work 4 3 N/A 7 0 0 N/A 0 4 3 N/A 7 0 1 6 14% 7.14 Total (Apr 2026) 5 18 0 23 0 0 0 0 5 18 0 23 3 5 15 35% 23 Total (Apr 2025) 8 34 4 46 0 1 1 2 8 33 3 44 12 23 11 76% APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (Apr 2026) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total (Apr 2025) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 *Resources nil responses are not included in figures Appeal's Panel From: 1 March - 30 April 2026 Appeal's Panel Total Appendix 11 Record of Disciplinary Hearings From: 1 March - 30 April 2026 comparison with 1 March - 30 April 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 Teachers Total No Action Action Taken 3 4-6 6+ Resource No of Appeals Outcome of Appeals Appeals Pending APT&C Manual/ Craft Teachers Total Upheld Upheld in Part Not Upheld Upheld Upheld in Part Not Upheld Total Withdrawn Appeals pending to date 0 0 2 0 1 1 75
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Appendix 12a Record of Grievances From: 1 March - 30 April 2026 comparison with 1 March - 30 April 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 5 0 0 0 5 Finance and Corporate 0 0 0 0 0 Housing and Technical 1 0 0 1 1 Social Work 0 0 0 0 0 Total (April 2026) 8 0 0 1 8 Total (April 2025) 6 0 5 1 0 Dignity at Work From: 1 March - 30 April 2026 comparison with 1 March - 30 April 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 Education 1 0 0 0 0 1 Finance and Corporate 1 0 0 0 0 1 Housing and Technical 5 0 0 0 0 5 Social Work 0 0 0 0 0 0 Total (April 2026) 10 0 0 0 0 10 Total (April 2025) 7 0 6 1 0 0 76
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Appendix 12b Referrals for Workplace Mediation Workplace Mediation Mar-26 Apr-26 No of Referrals 0 0 *No of Successful Cases 0 0 *No of Unsuccessful Cases 0 0 No of cases unsuitable for mediation 2 0 Workplace Mediation Mar-25 Apr-25 No of Referrals 0 0 *No of Successful Cases 0 0 *No of Unsuccessful Cases 0 0 No of cases unsuitable for mediation 0 0 *successful/unsuccessful case outcomes may be shown outwith the month they were referred. As at April 2026 77
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Appendix 13 From 1 March - 30 April 2026 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 2 12 2 5 1 22 31% Child Caring / Caring Responsibilities 3 2 0 0 0 5 7% Disatisfaction with terms and conditions 0 0 0 0 0 0 0% Further Education 0 1 0 0 0 1 1% Moving outwith area 0 1 0 0 2 3 4% Personal Reasons 6 10 0 2 2 20 28% Poor relationship with managers / colleagues 0 1 0 0 2 3 4% Travelling difficulties 0 0 0 1 0 1 1% Other 8 6 0 0 2 16 23% Total no. of leavers per Resource eligible for an exit questionnaire 19 33 2 8 9 71 Number of exit questionnaires completed 6 12 1 0 2 21 % of leavers 32% 36% 50% 0% 22% 30% From 1 March - 30 April 2025 Total no. of leavers per Resource eligible for an exit questionnaire 21 28 1 8 15 73 Number of exit questionnaires completed 3 5 1 2 1 12 % of leavers 14% 18% 100% 25% 7% 16% * Note these totals include temporary employees Analysis of leavers and exit questionnaires 78
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Applied Interviewed Appointed % breakdown of applications received % breakdown of candidates interviewed % breakdown of applicants interviewed (based on total applications received) % breakdown of appointments (based on total appointments made) *Working age population in South Lanarkshire % **South Lanarkshire Council workforce % 6149 2618 325 Male 48.3 25.74 2029 819 97 33% 31% 13% 30% Female 51.7 74.26 4120 1799 228 67% 69% 29% 70% Disabled 17 1.35 360 211 18 6% 8% 3% 6% Not disabled 83 95.63 5789 2407 307 94% 92% 39% 94% Disability not disclosed NA 3.02 0 0 0 0% 0% 0% 0% Under 50 57.1 57.12 4969 2063 249 81% 79% 34% 77% Over 50 42.9 42.88 836 430 76 14% 16% 7% 23% Minority Ethnic 4 2.48 344 125 0 6% 5% 2% 0% BME (subset of ME) 4 1.25 1069 349 33 17% 13% 6% 10% White Scottish and White Other British 92 67.14 804 233 19 13% 9% 4% 6% ***Ethnicity not disclosed/provided NA 30.38 4933 2213 286 80% 85% 36% 88% 147 56 6 2% 2% 1% 2% 66 52 7 1% 2% 1% 2% ***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) 2442 1093 145 809 393 46 33% 36% 16% 32% 1626 695 99 67% 64% 28% 68% 177 105 9 7% 10% 4% 6% 1982 852 104 81% 78% 35% 72% 334 174 37 14% 16% 7% 26% 1907 897 130 78% 82% 37% 90% 672 181 13 28% 17% 7% 9% 33 5 0 1% 0.5% 0.2% 0% Appendix 14 Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age From : 1 March - 30 April 2026 Total Number of applications received: 6149 Total Number of Equal Opportunities Monitoring forms received: 6149 Total Number of posts filled: 212 Total Number of appointments: 325 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 applicants age not disclosed 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 March - 30 April 2025 Total Number of applications received: 2447 Total No of applicants aged under 50 Total Number of Equal Opportunities Monitoring forms received: 2442 Total Number of posts filled: 118 Total Number of appointments: 154 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. Gender / Disability / Ethnicity/ Age Total EO Forms Received Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants 79
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Appendix 15 Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3376 1235 341 254 1546 2361.13 4.00 1601.75 416.42 268.73 51.63 16.60 0.00 2.00 0.00 Education - Others 3195 95 85 545 2470 2237.93 6.00 1054.83 990.77 127.95 47.80 10.00 0.00 0.58 0.00 Education - Teachers 4116 672 127 2110 1207 3519.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3519.30 Finance & Corporate Resources 815 187 19 370 239 730.93 8.00 79.92 341.57 222.38 56.06 23.00 0.00 0.00 0.00 Housing & Technical 1414 791 111 361 151 1311.88 3.00 204.17 698.81 363.72 30.49 10.00 0.00 1.69 0.00 Social Work Resources 2772 184 235 953 1400 2373.57 3.00 316.00 1447.12 477.52 96.33 32.60 0.00 1.00 0.00 9015.44 (excluding Teachers) Total All Staff 15688 3164 918 4593 7013 12534.74 24.00 3256.67 3894.69 1460.30 282.31 92.20 0.00 5.27 3519.30 Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3363 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 Resources 815 186 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 Quarterly Joint Staffing Watch Return : Number Employed On 14 March 2026 Analysis by Resource Full-Time EquivalentTotal Number of Employees Male Female Salary Band Total Number of Employees Full-Time Equivalent Male Female Quarterly Joint Staffing Watch Return : Number Employed On 13 December 2025 Analysis by Resource Salary Band 80
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resource Plan: Quarter 4 Progress Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Finance and Corporate Resource Plan Quarter 4 Progress Report 2025/2026, for the period 1 April 2025 to 31 March 2026 [1purpose] 2. Recommendations 2.1. The Committee is asked to note the following recommendation(s):- [ (1) that the Finance and Corporate Resource Plan Quarter 4 Progress Report 2025/2026 as summarised in paragraph 5.2. and attached as Appendix 2 of this report, be noted; (2) that the key achievements made by the Resource for the year, as detailed in paragraph 5.3. of this report, be noted; (3) that the areas for improvement and associated management actions as detailed in paragraph 5.4. of this report, be noted; and (4) that the additional scrutiny of changes in measure status between Quarter 2 and Quarter 4 as summarised at paragraph 5.5. and detailed at Appendix 3 of this report, be noted. 3. Background 3.1. The Finance and Corporate Resource Plan 2025/2026 was approved by Committee on 11 June 2025 and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2025/2026. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022 to 2027. 4. Resource Outcomes 2025/2026 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2025/2026. These are detailed at Appendix 1. 5. Quarter 4 Progress Report 2025/2026 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 Progress Report 2025/2026, attached as Appendix 2. This report has been produced from the council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure:- 11 81
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Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 5.2. Measures which are classified as ‘red’ are considered in detail at section 5.4. of this report. To ensure adequate scrutiny of performance across all Resources, the council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. The overall summary of progress to date is set out in the table below:- Status Measures Statistical Project Total % Blue N/A 9 9 22% Green 15 7 22 54% Amber 4 2 6 14% Red 2 0 2 5% Report later/Contextual 0 2 2 5% Totals 21 20 41 100% (Data correct as at 28 May 2026) 5.3. Key achievements for 2025/2026 are noted below:- 5.3.1. Connect Outcome Communities and Environment Resource Outcome Achievement Individuals and communities in South Lanarkshire are engaged and able to participate in decision- making processes A variety of engagement approaches have been undertaken to recruit and increase participation in Stakeholder Groups. Community events, drop ins, and community conversations have been facilitated in several neighbourhood planning areas, bringing together residents and those delivering services, with the aim of promoting awareness around what has been achieved through neighbourhood planning to date and showcasing Participatory Budget funded activities and the benefits projects bring. The Community Planning Website is being used to highlight and promote the work and achievement of Stakeholder Groups, raising awareness of what communities are achieving and highlighting the variety of opportunities available to get involved. Connect Outcome Education and Learning Resource Outcome Achievement No Resource Outcomes for this Connect Outcome 82
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Connect Outcome: Health and Wellbeing Resource Outcome Achievement No Resource Outcomes for this Connect Outcome Connect Outcome: Children and Young People Resource Outcome Achievement No Resource Outcomes for this Connect Outcome Connect Outcome: Housing and Land Resource Outcome Achievement No Resource Outcomes for this Connect Outcome Connect Outcome Our Economy Resource Outcome Achievement No Resource Outcomes for this Connect Outcome 5.3.2. In addition to working towards these Outcomes, we recognise that the council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified under the heading Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcome Achievement Customers experience high quality and improving council services We continue to review our current processes and identify areas for improvement, including changes to the application process for the National Entitlement Card where we have improved the telephony channels and updated the website giving customers improved contact information to apply or renew. A new online form has also been developed for the application for a Disabled Parking Bay setting out the criteria ensuring customers are aware of the qualifying criteria before applying. These improvements are part of our programme to provide our customers with increased accessibility to services. Under the Customer Services Engagement Review significant work is taking place in the development of a business case for the implementation of a customer experience platform, the development of the Council’s first Customer Experience Strategy and of the review of service structures used to provide customer services across the Council. 83
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Delivering the Plan and achieving Best Value Resource Outcome Achievement The council demonstrates high standards of governance and sound financial stewardship A set of audited Accounts has been produced and received a clean audit certificate. These were approved for signature by the Risk and Audit Scrutiny Committee by the submission date of 30 September 2025. In February 2026, the Council set a balanced budget for Financial Year 2026/2027. Before end March, work commenced on the preparation of the Accounts for financial year 2025/2026. The workforce has the skills, flexibility and capacity to deliver the council’s priorities. During the period 1 April 2025 – 31 March 2026, SLC employees completed 88,462 eLearning modules. In the same period, 7,674 employees attended 808 classroom- based events, and 973 employees attended 119 virtual online events. Digital and ICT service meet the needs of the council and its customers • The Digital Telecare Project has been formally signed off and closed. • Partial go live of new Housing Management System in January 2026. • Completion of initial CoPilot Accelerator programme. • A dashboard of key facts and figures about South Lanarkshire, including time trends and comparisons with Scotland, was developed to complement the Council Plan and provide a quality-assured source of core statistics for council officers and members of the public. Once the dashboard has been tested and refined through internal feedback, a public version will be made available via the council’s website. 5.4. Areas for improvement Measures that have been classified as ‘red’ (major slippage against timescale or shortfall against target) are noted below, together with the reason why and the management actions now being taken, where applicable. 84
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Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Measure Comments/Progress Action Liquor licensing processing – target 97% Our individual monthly totals for Q4 are as follows:- January 2026 – 71.43% February 2026 – 100% March 2026 – 97% Whilst performance has now been generally consistently above target since October, a challenging month (January) fell below target due to work supporting the increase in registrations from the previous month of December which was an additional 92, alongside other ongoing business and festive annual leave. We continue to work towards a sustained improvement in performance, including through planned staff training, recruitment to vacancies which have been successful with both posts filled, active absence management, review of staff accommodation arrangements and more proactive allocation of tasks. Longer term it is anticipated that the planned introduction of an upgraded licensing case management system in 2026 will also assist. Team Leaders have been reminded to continue to allocate tasks depending on the nature of the business within performance targets where possible. Management team will continue to oversee this. Resource Outcome: Customers experience high quality and improving council services Measure Comments/Progress Action Customer Service Centre – average queue time (in seconds) Performance has been impacted by a range of factors. High staff turnover, training commitments, absences, the implementation of new systems, manual recording of information, and an increase in calls following the garden waste permit renewal, annual council tax billing and DHP renewals has resulted in performance being below the target. Customer Services continues to work with Personnel Services regarding recruitment and the management of absences. We continue to liaise with Resources on training and support on new systems and processes. Support is provided from other call handling teams during busy periods and we are developing technology solutions to support customer enquiries 5.5. Scrutiny of change in measure status A further analysis introduced to aid scrutiny of performance, is to highlight and explain all measures that have changed status from Quarter 2 to Quarter 4. On analysis of these, four measures improved, three measures declined in performance. Details of these seven measures are included at Appendix 3. The remaining measures under scrutiny changed from Green or Report later to Blue (complete)/Green and need no further action. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 85
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7. Financial Implications 7.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change or environmental implications as a result of this report. 8.2. The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 9. Risk and Other Implications 9.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 9.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 28 May 2026 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022 to 2027 Previous References Finance and Corporate Resources Quarter 4 Progress Report 2024/2025 List of Background Papers Council Plan Connect 2022 to 2027 – approved by the full Council on 15 June 2022 Finance and Corporate Resource Plan 2025/2026 – approved by Finance and Corporate Resources Committee on 11 June 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little (Head of Communications and Strategy) Ext: 4904 (Tel: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk 86
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Appendix 1 Finance and Corporate Resource Outcomes 2025-26 Connect Outcomes Resource Outcomes Communities and Environment • Individuals and communities in South Lanarkshire are engaged and able to participate in decision-making processes Education and Learning • No Resource Outcomes for this Connect Outcome Health and Wellbeing • No Resource Outcomes for this Connect Outcome Children and Young People • No Resource Outcomes for this Connect Outcome Housing and Land • No Resource Outcomes for this Connect Outcome Our Economy • No Resource Outcomes for this Connect Outcome Delivering the Plan and achieving Best Value • The council demonstrates high standards of governance and sound financial stewardship • Customers experience high quality and improving council services • The workforce has the skills, flexibility and capacity to deliver the council’s priorities • Digital and ICT services meet the needs of the council and its customers 87
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IMPROVe - SLC Performance Management System Report printed on 10 Jun 13:33 Quarter 4 : April 2025 - March 2026 South Lanarkshire Council Finance and Corporate Resource Plan (This represents the cumulative position to March 2026) Performance Report 2025-26 11 89
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IMPROVe - SLC Performance Management System Report printed on 10 Jun 13:33 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 0 0 0 0 0 Education and Learning 0 0 0 0 0 Health and Wellbeing 0 0 0 0 0 Children and Young People 0 0 0 0 0 Housing and Land 0 0 0 0 0 Our Economy 0 0 0 0 0 Delivering the plan and achieving best value 15 4 2 0 21 Total 15 4 2 0 21 Page 1 90
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IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Delivering the plan and achieving best value The council demonstrates high standards of governance and sound financial stewardship Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Pay invoices within the target of 28 days Invoices processed within target has increased to 96% from 93% in 24/25: this improvement reflects the new electronic workflow processes developed in Oracle Fusion and the increase in invoices electronically scanned to 53%. Green 92.5% 96.0% 91.7% 94.0% 93.0% Percentage of income due from Council Tax received by the end of the year - in year (incl water) The annual Council Tax collection target for 2025-26 was set at 95.6%. A Council Tax collection rate of 95.68% was achieved, ahead of target by 0.08%. Green 95.60% 95.68% 96.77% 95.70% 95.69% % of Non Domestic rates income achieved A NDR collection rate of 98.2% was achieved, ahead of target by 0.6%. Green 97.6% 98.2% 97.8% 97.8% 98.4% Sundry Income collection An annual collection target of 97.5% was set for Sundry Debt in 2025-26 and a collection rate of 98.2% was achieved. Green 97.5% 98.2% 98.3% 96.9% 98.2% Liquor licensing processing target - 97% within service targets Despite improvements in performance in February and March 2026, the annual result fell below the target. Workload is prioritised depending on the nature of the business and priority is given to urgent time critical service requests. Red 97.0% 89.4% 96.0% 94.0% 80.5% Registration processing target - 97.5% within service targets Despite improvements in performance in Quarter 4 the annual result fell below the target. Workload is prioritised depending on the nature of the business and priority is given to urgent time critical service requests. Amber 97.5% 93.3% 99.0% 99.0% 95.0% Citizenship processing target - 97.5% within service targets Target has been achieved Green 97.5% 100.0% 100.0% 100.0% 100.0% Complaints processing target - 97.5% within service targets Target has been achieved Green 97.5% 100.0% 100.0% 100.0% 100.0% Respond to FOI/EIR Requests within the statutory timescale Slight slippage, 0.44% below target, the position will be monitored. Amber 96.0% 95.6% ------ ------ ------ Respond to Data Protection Subject Access Requests within the statutory timescale Target exceeded. Green 90.0% 100.0% ------ ------ ------ Page 2 91
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IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - 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Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Delivering the plan and achieving best value Customers experience high quality and improving council services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Customer Service Centre - % of calls answered Performance has been impacted by a range of factors. High staff turnover, training commitments, absences, the implementation of new systems, manual recording of information, and an increase in calls following the garden waste permit renewal, annual council tax billing and DHP renewals has resulted in performance being 4% below the target of 90%. Customer Services continues to work with Personnel Services regarding recruitment and in the management of absences. We continue to liaise with Resources on training and support on new systems and processes. Turnover has stabilised, absence levels have reduced, and more staff are in post. Amber 90.00% 86.00% 94.00% 91.00% 94.00% Customer Service Centre – average queue time (in seconds) Performance has been impacted by a range of factors. High staff turnover, training commitments, absences, the implementation of new systems, manual recording of information, and an increase in calls following the garden waste permit renewal, annual council tax billing and DHP renewals has resulted in performance being below the target. In addition, an increase in the call queue lengths has been trialled which has also contributed to longer waiting times for some customers. Customer Services continues to work with Personnel Services regarding recruitment and in the management of absences. We continue to liaise with Resources on training and support on new systems and processes. Turnover has stabilised, absence levels have reduced, and more staff are in post. Red 250 358 134 252 187 Benefits administration – average processing times for new Housing Benefit and Council Tax Reduction claims Actual performance of 13 days for processing new claims achieved against target of 14 days. Green 14 days 13 days 12 days 11 days 11 days Benefits administration – average processing times for Housing Benefit and Council Tax Reduction change in circumstances Actual performance of 3 days for processing change in circumstances achieved against target of 4 days. Green 4 days 3 days ------ 2 days 2 days Housing Benefit and Council Tax Reduction – accuracy of processing Accuracy rate of 95.8% achieved against target of 95%. Green 95.0% 95.8% 97.1% 95.8% 95.3% Scottish Welfare Fund – average processing times for Crisis Grants 2025/26 average processing times for Crisis Grants equal to target. Green 2 days 2 days 2 days 2 days 2 days Page 3 92
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Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan Performance Indicators South Lanarkshire Council - Finance and Corporate Delivering the plan and achieving best value Customers experience high quality and improving council services Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Scottish Welfare Fund – average processing times for Community Care grants The 2025-26 average processing times for Community Care Grants was under target by 5 working days. Green 15 days 10 days 13 days 17 days 12 days Money Matters Advice – customer service - % cases responded to within 5 days of initial customer contact Target met Green 96.00% 97.00% ------ 98.00% 97.00% Money Matters Advice – 86% of all claims for benefits to be successful (New) Performance remains high but delays in decision making at Social Security Scotland is taking longer by a few months so slow to filter through. Increased evidence requirements due to fuel crisis is making it more difficult to secure additional support. Work ongoing to source more agencies we can create referral pathways to for this. We continue to monitor performance in these areas. Amber 86.0% 84.0% ------ ------ 89.0% Complete food and fuel bank referrals within 24 hours of request Target met Green 97.0% 99.0% ------ ------ 98.0% Make Financial Wellbeing Support Fund (FWSF) Cash First payments within 24 hours of request Cash First ended on 25/9/25 so no new data following this date Green 95.0% 100.0% ------ ------ 97.0% Page 4 93
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 0 4 1 0 0 5 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 0 0 0 0 0 Children and Young People 0 0 0 0 0 0 Housing and Land 0 0 0 0 0 0 Our Economy 0 0 0 0 0 0 Delivering the plan and achieving best value 9 5 1 0 0 15 Total 9 9 2 0 0 20 Page 5 94
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IMPROVe - SLC Performance Management System Report printed on Wednesday 10 June 2026 Resource Plan actions and measures South Lanarkshire Council - Finance and Corporate Communities and Environment Individuals and communities in South Lanarkshire are engaged and able to participate in decision-making processes Action Measures Comments/ Progress Status Increase routes for communities to participate in decision Increase participation in Stakeholder Groups and the delivery of Neighbourhood Plans Stakeholder groups all increased general participation levels, particularly through PB activity. 1 new Stakeholder Group was established in East Kilbride South. Green making and priority setting Develop new Community Engagement and Participation Strategy 2026-2031 Work in progress with Community Planning Partners. Green Support local communities to work together to address issues that matter to them by growing their tools to do so: capacity, resources, assets. Increase Community Asset Transfer Support for Communities during 2025/26 South Lanarkshire Council received 7 new Community Asset Transfer applications, 6 lease applications and 1 for purchase, 4 of these have already been granted with the remaining 3 being in progress. The designated community asset transfer officer continues to support interest from over 50 organisations. Green Take forward IT strategic developments Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of broadband and 4G/5G mobile services across the council area Scope has increased to potentially include connectivity to social housing. New business case being developed in conjunction with third party. Green Deliver action plan on Digital Inclusion as key stakeholder of the Digital Inclusion sub-group. Digital Inclusion subgroup have agreed approach and developed plan for services to address exclusion. Delivery is now expected Q1/Q2 2026/27. Amber Delivering the plan and achieving best value The council demonstrates high standards of governance and sound financial stewardship Action Measures Comments/ Progress Status Lead financial planning and reporting for the Financial Strategy to be agreed by June 2025 A report titled 2026/2027 to 2027/2028 Revenue Budget Strategy was presented to the Executive Committee in June 2025. Complete council Budget proposals to be considered by members by December 2025 A report titled 2026/2027 to 2027/2028 Revenue Budget Gap and Savings Proposals for 2026/2027 was presented to the Executive Committee in November 2025. Complete Page 6 95
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Complete Capital programme for 2026-27 to be agreed by March 2026 The Council's Capital Programme for 2026/2027 Budget was set on 25 February 2026. Complete Lead on strategic planning Develop a mid-term review of the Council Plan, Connect for consideration by Elected Members in April 2025. The mid-term review of Connect was approved at Executive Committee on 30 April 2025 and is available on the council website. Complete Take forward IT strategic developments To improve the availability and accessibility of local intelligence about South Lanarkshire and its communities, develop a dashboard of key facts aligned with Council Plan outcomes by March 2026. A prototype dashboard has been developed which covers key facts and trends across the 6 council plan outcomes. The dashboard is being piloted internally and a version will be made available on the council's website later in 2026. Green Customers experience high quality and improving council services Action Measures Comments/ Progress Status Provide effective and responsive customer services Continuous improvement in the provision and uptake of digital customer contact options Work on the Customer Engagement Review is continuing across a range of activities that will improve the uptake of digital access to services. This includes supporting the review of the Council’s website and the review of webchat options. The development of business case for a new customer experience platform is also ongoing with pre-market engagement underway. We are also reviewing email contact via the website, which has identified opportunities to remove customer email routes and replace these with online enquiry forms with a planned programme of works. Green Page 7 96
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Updates on the progress of reviews are provided on a regular basis, with a further update to the Forum due in May 2026. Complete Digital and ICT services meet the needs of the council and its customers Action Measures Comments/ Progress Status Take forward IT strategic developments Migrate to new Integrated Housing and Property Management system Housing elements went live as planned in January 2026. Repairs and Assets has been delayed and revised go live date being developed. Amber Develop and deliver training plan to upskill IT staff in new technologies All identified training completed. Complete Migrate to new Social Work Information system Revised timeline for go live agreed for May 2026. Green Migrate all analogue telephony services to technology to align with Ofcom 2025 switch off All identified services migrated as planned. Complete Develop and deliver proof of value business case for the use of artificial intelligence within the council AI accelerator approach is now developed and ran until end of March 2026 as planned with analysis of lessons underway. Complete Develop and support delivery of cross-resource Digital Transformation programme Programme well developed and underway. Key focus on website refresh due to complete July 2026. Green The workforce has the skills, flexibility, and capacity to deliver the council’s priorities Action Measures Comments/ Progress Status Monitor progress on actions associated with Strategic Workforce Plans Report progress on Strategic Workforce Plans to Committee on an annual basis The Council and Resource workforce plans update on progress is scheduled for CMT on 24 September 2026 and thereafter to October Executive Committee and Resource committees in November / December. Progress and updates to action plans is being progressed through Resource Management Teams and Learning and Development Boards Green Page 8 97
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Appendix 3 FCR: Quarter 2 to Quarter 4 2025-26 - scrutiny of change in measure status Measure Q2 Status Q4 Status Q4 Comments Performance has improved from Q2 to Q4 Sundry income collection Amber Green An annual collection target of 97.5% was set for Sundry Debt in 2025-26 and a collection rate of 98.2% was achieved. Registration processing target - 97.5% within service targets Red Amber Despite improvements in performance in Quarter 4 the annual result fell below the target. Workload is prioritised depending on the nature of the business and priority is given to urgent time critical service requests. Migrate to new Integrated Housing and Property Management system Red Amber Housing elements went live as planned in January 2026. Repairs and Assets has been delayed and revised go live date being developed. Migrate to new Social Work Information system Red Green Revised timeline for go live agreed for May 2026 (went live successfully on18th May) Performance has declined from Q2 to Q4 Respond to FOI/EIR Requests within the statutory timescale Green Amber Slight slippage, 0.44% below target. The position will be monitored. Customer Service Centre: average queue time (in seconds) Amber Red Performance has been impacted by a range of factors. High staff turnover, training commitments, absences, the implementation of new systems, manual recording of information, and an increase in calls following the garden waste permit renewal, annual council tax billing and DHP renewals has resulted in performance being below the target. In addition, an increase in the call queue lengths has been trialled which has also contributed to longer waiting times for some customers. Customer Services continues to work with Personnel Services regarding recruitment and in the management of absences. We continue to liaise with Resources on training and support on new systems and processes. Turnover has stabilised, absence levels have reduced, and more staff are in post. Deliver action plan on Digital Inclusion as key stakeholder of the Digital Inclusion sub- group. Green Amber Digital Inclusion subgroup has agreed approach and developed plan for services to address exclusion. Delivery is now expected Q1/Q2 2026-27. 11 99
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resource Plan 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Finance and Corporate Resource Plan 2026/2027 for approval and note the monitoring arrangements [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Resource Plan 2026/2027, attached as Appendix 1, be approved; (2) that the Resource Plan 2026/2027 be uploaded onto the Council’s website following consideration by this Committee; (3) that following Committee approval, the Resource Plan will be presented to Executive Committee for noting; and (4) that Progress Reports on the Resource Plan 2026/2027 be provided at Quarter 2 and Quarter 4 to future meetings of this Committee. 3. Background 3.1. The Resource Plans for 2026/2027 were prepared in line with the corporate Resource Planning guidance. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the priorities and outcomes set out in the Council Plan Connect 2022 to 20277. 3.3. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework, the Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 12 101
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3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams, Resource Committees and the Performance and Review Scrutiny Forum. The focus has been on reporting progress on Council outcomes, statutory performance indicators, other key performance measures and high-level Resource outcomes. Progress reports are provided at Quarter 2 and Quarter 4 to this Committee. 3.6. In preparing the Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 3.7. Following approval at individual Resource Committees, all Resource Plans will be presented, as a pack, to Executive Committee, for noting. 4. Resource Plan 2026/2027 4.1. The Resource Plan 2026/2027 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Outcomes 2026/2027 The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2026/2027. To support these outcomes, the Resource has developed performance measures in an action plan which is set out in section 4 of the Resource Plan. Key or strategic measures will be included in the Council Plan Connect Progress Reports 2026/2027, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Resource Plan covering the period 1 April 2025 to 30 September 2025 (Quarter 2) as well as an end of year progress report covering the full year 1 April 2025 to 31 March 2026 (Quarter 4). Following Committee approval, summaries of these reports are now uploaded as web content onto the council’s website at Plans and progress - South Lanarkshire Council. 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 102
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. Resource Plans recognise sustainable development and climate change as a key area of focus for 2026/2027. 8. Other Implications 8.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 28 May 2026 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values, Priorities and Outcomes in the Council Plan Connect 2022-27 Previous References None List of Background Papers Council Plan 2022-2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little (Head of Communications and Strategy) Ext: 4904 (Tel: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk 103
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Section Contents 1.0 Introduction 2.0 Key areas of focus for the year ahead 3.0 Resource outcomes 4.0 Measures and actions 5.0 Resourcing the plan 106
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Section One – Introduction I am pleased to introduce our Resource Plan for 2026-27 which sets out outcomes and priorities for the coming year. The four services within Finance and Corporate Resources help to ensure that the council operates successfully in an increasingly complex and challenging environment, and although diverse, each service is essential to the running of the council and the delivery of its vision, values, and priorities. Administration and Legal Services provides essential support for the core democratic and governance arrangements of the council as well as providing a full range of legal advice and support, managing electoral events and licensing and registration services to the public. Finance Services provides sound financial stewardship to ensure the council’s priorities are effectively funded and expenditure, including procurement, is appropriately monitored, controlled, and reported. Finance Services is split between transactional activities including payables, procurement, risk management and insurance, benefits and revenues, customer services and money matters advice; and Strategy which includes budget strategy for Revenue and Capital budgets, budget monitoring for both and providing financial support to all Resources. Information Technology Services supports all council services through innovation, transformation and the maintenance of over 5,000 computers and servers running over 200 business applications across council Resources. This delivery is supported by council-wide networks covering communications, printing, email, and internet technologies. Personnel Services is responsible for the delivery of the personnel provision within the council and covers providing information and support to employees and the implementation of personnel policies. This includes personnel, payroll, training, learning and organisational development; vocational training, modern and graduate apprenticeships and further education, complaints and consultation; and health, safety, and wellbeing. The service is also responsible for the co- ordination and implementation of equality, diversity, inclusion and human rights legislation, good practice, and supporting and promoting equity, diversity and inclusion for all. The Resource is also responsible for Internal Audit, which provides independent assurance on the effectiveness of the council’s governance risk management and control arrangements. Communications and Strategy (which is part of the Chief Executive’s Office) provides a range of key corporate services in support of all Resources as well as accurate, timely information for employees and residents. The service is responsible for the council's publications, its websites, intranet, and social media. It also co-ordinates all Media enquiries. The service incorporates the Resilience team, the Research and Improvement Unit as well as the Community Engagement Team, which provides support to the Community Planning Board, and provides a single interface for community engagement including neighbourhood planning. This team also coordinates the development of Marmot Place Programme. Jackie Taylor Executive Director Finance and Corporate Resources 107
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Section Two – Key areas of focus for the year ahead 2.0. Overview The Resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1. Tackling inequality and poverty The council recognises the financial pressures being faced by households across South Lanarkshire and acknowledges the additional demands on council services as a result. The council has in place a range of support which can help households manage the effects of these financial pressures and services will continue to provide support to the most vulnerable in the year ahead. Within this, South Lanarkshire Council is participating in the Collaboration for Health Equity in Scotland, as one of Scotland’s three pilot Marmot Place programme sites. The focus for the local programme is tackling early years and child poverty, and the Programme builds on existing local work to tackle inequality and to improve the health and wellbeing of communities. The programme will help all of our Resources better understand poverty in South Lanarkshire and take action to mitigate the impact of inequality on people’s lives. 2.2. Financial Strategy The Resource leads on financial planning and reporting for the council. The challenges faced by Local Government finance around balancing pressures of additional demand and increased costs have been extraordinary and they are anticipated to continue. The budget gap faced by the council in recent years has forced the council to consider how and what services we can deliver going forwards. A key part of the financial management process is the development of Financial Strategies, developing financial plans which deliver the council’s visions, values, and priorities, while at the same time recognising and responding to financial constraints. Financial strategies are prepared annually and approved by members leading to the final approval of annual budgets. This process includes consideration and approval of efficiency and savings options and considers requirements for investment. In the current financial environment, the challenges around consideration and approval of savings options will be key. The council’s programme of Transformational Reviews (both Resource specific and cross-Resource) continues to play a key role in addressing the Budget Gap identified in the council’s Budget Strategy, although it is acknowledged that outcome from this programme of reviews is unlikely to close the gap entirely. (see section 2.8.) The strategic approach to financial planning also includes planning for Capital programmes of work. 2.3. Involving Our Communities Our Council and Community plans both reflect the priorities of our communities and connect to the neighbourhood plans created in smaller areas of South Lanarkshire. We will continue to progress delivery of these, developing appropriate ways to codesign services with local people. Our ambition is that all communities in South Lanarkshire are empowered to lead on their local priorities and can see positive changes taking place through the way we work together. We will continue to support community groups to represent the views of their neighbours and to work together to address issues that matter to them. We will work to develop opportunities for our community to take action themselves, including continuing to support community asset transfer and investing in participatory budgeting to help them to take action to improve sustainability. 108
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2.4. Strategic Workforce Planning The council workforce plan outlines the challenges facing the council workforce, identifies the key strategic drivers and service demands on the horizon for the council and defines a set of actions that will develop and build on the existing workforce to meet council service demands. This ensures that the council has the right people in the right place at the right time with sufficient employee resources to deliver services. Each Resource within the council reviews its workforce data to establish the challenges and opportunities presenting and identifies the key themes emerging and action plans are developed to meet forecasted future workforce requirements. The Strategic Workforce Plan will include the council’s approach to its workforce, which supports the ‘people’ elements of our workforce strategy and plans. South Lanarkshire Council and its employees continue to go through a period of change which will impact on how we deliver services in the future. The Strategy will continue to ensure the impact of the key challenges facing councils is reflected, mitigated where possible, and risks managed. 2.5. Strategic digital developments The council is continuing to invest in digital technologies to improve the delivery of services to citizens, streamline and standardise business processes, and improve collaboration and partnership working (for example Health and Social Care Partnership - HSCP). This investment is targeted at delivering significant productivity improvements and cost savings. Information Technology (IT) has a major part to play in the ongoing digital transformation of the council by implementing and supporting new technologies at pace and at scale, including emerging areas encompassing artificial intelligence. IT projects will continue to be prioritised based upon need, business case and alignment with council Priorities. Partnerships with Local Government Digital Office, NHS Lanarkshire, Scottish Government, and key suppliers will be leveraged to share best practices and accelerate rollout and adoption of new digital solutions. IT will continue to maintain high levels of availability of IT estate and high levels of support to officers and elected members. Key IT activities will include the ongoing replacement of key legacy business applications (for example Housing and Property and Social Work), the rollout of digital connectivity solutions to improve performance and security of internet access, deliver wider economic benefits through digital connectivity and support digital inclusion. 2.6. Sustainable Development and Climate Change The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. It is expected that, as a public body, the council leads by example and uses its role to influence area-wide climate change, action and sustainability. The Sustainable Development and Climate Change Strategy (2022-27) sets out how the council aims to develop sustainably and tackle climate change. The overall picture is one of clear aspirations and commitment, but residual risks scores reflect the challenges and remain very high corporately even despite the level of mitigations that are being put in place. Over time, how to fund will remain one of the most significant risks. 2.7. Continued Development of the Council Transformation Programme As noted in section 2.2 above, the council is continuing with its programme of transformation reviews which will feed through to deliver outcomes in terms of savings, efficiencies, and transformation programmes. Change has been the one constant in recent years, and this is reflected in the guidance to support managers to deliver their transformational projects. It is important that managers and leaders are equipped to lead transformation, and that review and improvement processes are adopted and welcomed. Through addressing the ongoing financial challenges, there is the opportunity to shape council services which are responsive, flexible, and fit for the future. A transparent process which is understood by all involved, the early 109
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involvement of those affected, and honest evaluation of options are key features of our continued approach. This includes engagement with communities through the Budget Consultation process where their opinions on savings proposals can help shape decision making. 2.8. Customer Engagement A review of customer engagement across the council is being led by Finance and Corporate Resources. The review assesses the range of systems and processes used to support customer contact and has identified opportunities for improvement and efficiency including the consideration of new digital technologies. A new Customer Experience Strategy will be drafted. Other review activities include the appraisal of the strategic positioning of customer services within the council and ensuring the needs of stakeholders are met. 2.9. Digital Transformation The Digital Transformation review is led by Finance and Corporate Resources and defines three key areas of transformation: Business Systems and Processes, Workforce Productivity, and Customer Engagement, which is a separate review. The review will assess the current digital maturity of the council, develop a clear vision for digital transformation, and identify opportunities for improvement through the use of digital technologies. It will also involve the development of a detailed project plan, standard methods and approaches to transformation, and engagement with external expertise and support where required. The ultimate goal is to improve process efficiency, optimise service delivery, and ensure that digital services are accessible to all residents. . 2.10. Strategic Planning and Best Value ( Review of the Council Plan, Connect The current Council Plan, Connect 2022-2027, is due to be reviewed in 2026-27. The Plan is a key strategic document which sets out the council’s vision, values and priorities. Over the course of 2026-27, the council will engage widely with communities, stakeholders and partners to develop a new plan which will set the council’s strategic direction to the end of the decade and beyond. Although the review of the council plan will be led by Finance and Corporate Resources, all Resources and services will be engaged in the review process throughout 2026. Audit of Best Value The council last received a Best Value audit in 2018. Since then, under Audit Scotland’s new arrangements, aspects of Best Value have been scrutinised annually as part of the annual audit process. However, towards the end of 2026 it is expected that Audit Scotland will undertake a specific piece of work to examine Best Value in South Lanarkshire Council. In preparation for this, the council will undertake a review of Best Value publications and key messages, and will complete a self-assessment to identify and act on any areas which may need attention in light of the findings. 2.11. Money Matters Advice Services The review of the Money Matters Advice Service is also being led by Finance and Corporate Resources. The review will recognise the degree of change the service has undergone in recent year, assess performance of the service and identify scope for further improvement and efficiency. 110
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Section Three – Resource Outcomes 3.1. Resource Outcomes Finance and Corporate Resources has established the following Resource outcomes to support the delivery of Connect Outcomes in 2025-26. Connect Outcomes Resource Outcomes Communities and Environment • Individuals and communities in South Lanarkshire are engaged and able to participate in decision-making processes Education and Learning • No Resource Outcomes for this Connect Outcome Health and Wellbeing • No Resource Outcomes for this Connect Outcome Children and Young People • No Resource Outcomes for this Connect Outcome Housing and Land • No Resource Outcomes for this Connect Outcome Our Economy • No Resource Outcomes for this Connect Outcome 3.2. Delivering the Plan and achieving Best Value In working towards the six Outcomes, the council aims to continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. Finance and Corporate Resources has established the following Resource outcomes to support Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcomes • The council demonstrates high standards of governance and sound financial stewardship • Customers experience high quality and improving council services • The workforce has the skills, flexibility, and capacity to deliver the council’s priorities • Digital and ICT services meet the needs of the council and its customers 111
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Section Four – Measures and actions 4.0. Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a. How we will measure our performance The table below shows our key performance measures, with actual data last reported to Committee and the target for the last financial year and 2026-27. Additional context for the results/targets is provided within the notes column, where applicable. Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 1. Pay invoices within the target of 28 days (local target) 93.0% 92.5% 93.4% 07.02 Finance (Trans) Target increased 2. Percentage of income due from Council Tax received by the end of the year - in year (incl water) (local target) 95.69% 95.6% 95.6% C07.02 Finance (Trans) Target remains the same 3. % of Non- Domestic rates income achieved (local target) 98.4% 97.6% 98.0% 07.02 Finance (Trans) Target increased 4. Sundry Income collection (local target) 98.2% 97.5% 97.8% 07.02 Finance (Trans) Target increased 5. Liquor licensing processing target - 97% within service targets (local target) 80.5% 97% 97% 07.01 Admin and Legal Target remains the same 112
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Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 6. Registration processing target – 97.5% within service targets (local target) 95% 97.5% 97.5% 07.01 Admin and Legal Target remains the same 7. Citizenship processing target – 97.5% within service targets (local target) 100% 97.5% 97.5% 07.01 Admin and Legal Target remains the same 8. Complaints processing target – 97.5% within service targets (local target) 100% 97.5% 97.5% 07.01 Admin and Legal Target remains the same 9. Respond to FOI/EIR Requests within the statutory timescale 96% 96% 96% 07.02 Admin and Legal Target remains the same 10. Respond to Data Protection Subject Access Requests within the statutory timescale 83.7% 90% 90% 07.02 Admin and Legal Target remains the same 113
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Resource Outcome: Customers experience high quality and improving council services Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 11. Customer Service Centre - % of calls answered (local target) 94% 90% 90% C07.01 Finance (Trans) Target remains the same 12. Customer Service Centre – average queue time, in seconds (local target) 187 seconds 250 seconds 250 seconds 07.01 Finance (Trans) As part of the activity taking place under the Customer Engagement Review work is taking place to consider options for increasing queue lengths. This may result in customer wait times being longer during busy periods. 13. Benefits administration – average processing times for new Housing Benefit and Council Tax Reduction claims (local target) 11 days 14 days 14 days 07.01 Finance (Trans) Target remains the same 114
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Resource Outcome: Customers experience high quality and improving council services Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 14. Benefits administration – average processing times for Housing Benefit and Council Tax Reduction change in circumstances (local target) 2 days 4 days 4 days 07.01 Finance (Trans) Target remains the same 15. Housing Benefit and Council Tax Reduction – accuracy of processing (local target) 95.3% 95.0% 95.0% 07.01 Finance (Trans) Target remains the same 16. Scottish Welfare Fund – average processing times for Crisis Grants (National target) 2 days 2 days 2 days C07.01 Finance (Trans) Target remains the same 17. Scottish Welfare Fund – average processing times for Community Care grants (National target) 12 days 15 days 15 days C07.01 Finance (Trans) Target remains the same – national Scottish Govt. target 18. Money Matters Advice – customer service - % cases responded to within 5 days of initial customer contact (local target) 97% 96% 96% C07.01 Finance (Trans) Target remains the same 115
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Resource Outcome: Customers experience high quality and improving council services Measure 2024-25 Actual 2025-26 Target 2026-27 Target Links Service Notes 19. Money Matters Advice – % of all claims for benefits to be successful 89% 86% 87% 07.01 Finance (Trans) Target has increased 20. Complete food and fuel bank referrals within 24 hours of request 98% 97% 97% C07.01 Finance (Trans)/ Money Matters Advice Target remains the same 4.b. What actions we will take in 2026-27 Resource Outcome: Individuals and communities in South Lanarkshire are engaged and able to participate in decision-making processes Action Milestones/Steps we will take to deliver our actions Links Service 1. Increase routes for communities to participate in decision making and priority setting Increase participation in Stakeholder Groups and the delivery of Neighbourhood Plans 01.05 Community Engagement Team 2. Support local communities to work together to address issues that matter to them by growing their tools to do so: capacity, resources, assets. Community Asset Transfer Support for Communities 01.16 Community Engagement Team 3. Increase routes for communities to participate in decision making and priority setting Develop new Community Engagement and Participation Strategy 2026-2031 C07.02 Community Engagement Team 4. Take forward IT strategic developments Complete procurement exercise to identify partner to meet SLC Digital Connectivity requirements, including improved availability and affordability of internet connectivity services across the council area. 01.07 IT Take forward IT strategic developments Deliver action plan on Digital Inclusion as key stakeholder of the Digital Inclusion sub-group which aims to use new digital support hub and device lending services to lead improvement. 01.07 IT 116
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Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Action Milestones/Steps we will take to deliver our actions Links Service 5. Lead financial planning and reporting for the council Financial Strategy to be agreed by June 2026 07.02 Finance (Strategy) Lead financial planning and reporting for the council Budget proposals to be considered by members by December 2026 07.02 Finance (Strategy) Lead financial planning and reporting for the council Budget agreed by March 2027 07.02 Finance (Strategy) Lead financial planning and reporting for the council Capital programme for 2027-28 to be agreed by March 2027 07.02 Finance (Strategy) 6. Delivery of May 2026 Scottish Parliamentary Elections and preparation for May 2027 Local Government Elections Planning and preparation for major electoral events in May 2026 and 2027, including delivery of the Scottish Parliamentary Elections in May 2026. (new) 07.02 Admin and Legal 7. Council Plan, Connect 2027-2032 Develop a new draft Council Plan, Connect 2027-2032 by March 2027 for consideration by the new Council administration after the 2027 local government elections. (new) C07.02 Comms and Strategy 8. Best Value audit Undertake preparatory self-assessment work in advance of the anticipated audit of Best Value in late 2026. (new) C07.02 Comms and Strategy Resource Outcome: Customers experience high quality and improving council services Action Milestones/Steps we will take to deliver our actions Links Service 9. Provide effective and responsive customer services Continuous improvement in the provision and uptake of digital customer contact options 07.01 Finance (Trans) 10. Monitor the progress of transformation projects through reporting framework to PRSF Report progress of transformational projects regularly to Performance and Review Scrutiny Forum (PRSF). 07.01 Finance (Strategy) 117
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Resource Outcome: Digital and ICT services meet the needs of the council and its customers Action Milestones/Steps we will take to deliver our actions Links Service 11. Take forward IT strategic developments Develop and deliver training plan to upskill IT staff in new technologies 07.04 IT Take forward IT strategic developments Migrate to new Social Work Information system 07.04 IT Take forward IT strategic developments Develop and deliver proof of value business case for the use of artificial intelligence within the council. (new) 07.04 IT Take forward IT strategic developments Develop and support delivery of cross-resource Digital Transformation programme 07.04 IT Take forward IT strategic developments Deliver new Council public website technology, design and content. (new) 07.04 IT Resource Outcome: The workforce has the skills, flexibility, and capacity to deliver the council’s priorities Action Milestones/Steps we will take to deliver our actions Links Service 12. Monitor progress on actions associated with Strategic Workforce Plans Report progress on Strategic Workforce Plans to Committee on an annual basis 07.03 Personnel 118
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Section Five – Resourcing the Plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue Budget 2026-27 The Resource has a Net Revenue Budget of £48.624 million. The table below allocates this budget across the services: Net Budget by Service 2026-27 £ million % Finance Services (Transactions) 19.987 41 Finance Services (Strategy) 2.684 6 Information Technology Services 9.193 19 Administration, Legal and Licensing Services 5.549 11 Communications and Strategy (incl Community and Engagement and Research and Improvement) 3.125 6 Personnel Services 7.656 16 Internal Audit 0.430 1 Total 48.624 100 5.2. Capital Budget 2026-27 The following capital budget of £0.400 million is allocated: Capital Programme 2026-27 Project £ million IT Infrastructure – Business As Usual 0.400 Total 0.400 5.3. Resource Employees Finance and Corporate Resources has 827 employees as at February 2026. We support these employees to deliver their duties through a range of policies including personal appraisal and a robust training framework. 119
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The number of employees by service is as follows: Service Number of employees Finance Services (Transactions) 378 Finance Services (Strategy) 55 Information Technology Services 101 Administration and Legal Services 82 Communications and Strategy 41 Personnel Services 162 Internal Audit 8 Total 827 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 120
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 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 2026/2027 to 31 May 2026 advise Committee of the position regarding the Non-Domestic Rates Incentivisation Scheme (NDRIS) for financial year 2026/2027 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 £163,191.27 Non-Domestic Rates £331,194.75 BID Levy £6,022.77 Sundry Debt £33,141.70 Housing Rent and associated charges £281,465.16 School Meals Debt £9,000.00 3. Background 3.1. Responsibility for the collection of Council Tax, Non-Domestic Rates (NDR) and Sundry Debt is the responsibility of Finance and Corporate Resources. This report and the attached appendix provide information on collection performance and proposals for write-off. 4. Current Collection Performance 4.1. The first table in Appendix 1 presents the collection performance for Council Tax, NDR and Sundry Debts for financial year 2026/2027. 4.2. The annual Council Tax collection target for 2026/2027 has been set at 95.6%. Council Tax collection is currently 22.99%, behind target by 0.05% and behind comparable performance in 2025/2026 by 0.07%. 13 121
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4.3. A Non-Domestic Rates (NDR) collection target of 98.0% has been set for 2026/2027. NDR collection is currently 9.0%, ahead of target by 0.2% and ahead of comparable performance in 2025/2026 by 0.8%. 4.4. The 2026/2027 annual target for Sundry Debt collection has been set at 97.8%. Sundry Debt collection to 31 May 2026 was 97.9%, ahead of target by 0.1% and ahead of comparable performance in 2025/26 by 1.5%. 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 2026/2027 arrears annual target for Council Tax has been set at £3.000 million, with collection to 31 May 2026 of £0.719 million, behind target by £0.014 million (0.5%) and behind comparable performance in 2025/2026 by £0.022 million. 5.3. The 2026/2027 arrears target for NDR has been set at £2.000 million, with collection to 31 May 2026 of £0.739 million, ahead of target by £0.015 million (0.8%) and ahead of comparable performance in 2025/2026 by £0.134 million. 5.4. The 2026/2027 arrears target for Sundry Debt was set at £11.301 million, with collection to 31 May 2026 of £6.884 million, behind target by £0.021 million and behind comparable performance in 2025/2026 by £0.693 million. 6. Non-Domestic Rates Incentivisation Scheme 6.1. The Non-Domestic Rates Incentivisation Scheme (NDRIS), formally known as the Business Rates Incentivisation Scheme is a Scottish Government initiative to incentivise growth of the local business tax base, with a view to increasing NDR income yields. 6.2. The Scottish Government sets annual targets for growth (buoyancy) and Councils who achieve their target retain 50% of the additional income generated above the target. The buoyancy target is a measure of the increase in the total rateable value of the non-domestic properties on the Valuation Roll (including certain categories of public undertakings). 6.3. The provisional buoyancy target for South Lanarkshire Council in 2026/2027 has set by the Scottish Government at 0.9%. This is a measure of the increase in the total rateable value of the non-domestic properties on the Valuation Roll (including certain categories of public undertakings). 6.4. Performance against the NDRIS target will be reported to Committee on a quarterly basis. Buoyancy for 2026/2027 Quarter 1 (to 30 June) cannot be reported at this stage as the relevant data is not yet available and will be reported to Committee on 30 September 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. 122
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7.2. The proposed write-off of Council Tax accounts dating from 1993/1994 to 2026/2027 totals £163,191.27 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 £331,194.75. 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 £6,022.77, 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 £33,141.70. 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 £281,465.16 (including Q1 2026/2027 bulk write-offs for balances up to 15 May for temporary accommodation). 7.7. Grant funding of £224,000 was received in 2024/2025 to support councils in writing off school meal debt, as set out in the Executive Committee report dated 21 September 2022, Cost of Living Supports. To date, £200,000 has been written off relating to 4,149 pupils. Approval is now sought to write off a further £9,000 of school meal debt relating to 32 pupils, funded from the remaining grant provision. This debt has been identified as part of the quarterly review exercise on school meal debt with schools and relates to families who are experiencing financial hardship. 7.8. A full list of all debts proposed for write-off is held by the Executive Director (Finance and Corporate Resources). 8. Employee Implications 8.1. None. 9. Financial Implications 9.1. Provision 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. Risk and 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. 123
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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) 5 June 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 – 6 May 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 124
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Appendix 1 SOUTH LANARKSHIRE COUNCIL REVENUES COLLECTION FOR PERIOD ENDING 31 MAY 2026 Annual Budget Cash Target Actual Variance % Variance Budget to 31/05/26 to 31/05/26 to 31/05/26 to Notes £000's £000's £000's £000's annual budget FINANCIAL YEAR 2026/2027 Council Tax 181,022 43,627 43,531 (96) under -0.05% Non-Domestic Rates 421,466 37,846 38,510 664 over 0.2% Sundry Debt 125,580 125,580 125,671 91 over 0.1% ARREARS Council Tax 3,000 733 719 (14) under -0.5% Non-Domestic Rates 2,000 724 739 15 over 0.8% Sundry Debt 11,301 6,905 6,884 (21) under -0.2% 125
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Appendix 2 BREAKDOWN OF PROPOSED SUNDRY DEBT WRITE-OFF Resource Service No. of Accounts Value (£) Housing & Technical Estates (Commercial Rent 19 7,647.67 Community and Enterprise / Finance and Corporate Grounds / Finance (Inc Procurement) / IT 6 902.95 Social Work Residential Services / Social Work General 5 24,591.08 Total 30 33,141.70 126
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Report Agenda Item Report to: Finance and Corporate Resource Committee Date of Meeting: 1 July 2026 Report by: Executive Director Finance and Corporate Resource Subject: Additional Community Can Do Fund Allocations 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform Committee Members of the decision to allocate additional funding to Communities Can Do Fund applicants that were not successful in the open process that took place at the end of 2025 and to recommend which applicants should receive the additional funding [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the decisions of the Executive Committee to allocate additional funding to Community Can Do Fund unsuccessful applicants be noted; and (2) that the Community Can Do Fund applications as set out in Appendix 1 of this report be approved. 3. Background 3.1. The Community Can Do Fund was established during the Third Sector Partnership Review in 2025/2026 as a fund that offers a fair, open and transparent mechanism to award medium sized grants to third sector organisations working across South Lanarkshire local communities. 3.2. Between 1 December 2025 and 11 January 2026, applicants were invited to apply for grants between £1,000 and £20,000 for the 2026/2027 financial year. The total funding available was £200,000. 3.3. The Communities Can Do Fund was heavily over-subscribed and received 92 applications worth a value of £1,126,089. 3.4. After the exclusion of ineligible applications, the value of declined applications was £719,800. 3.5. A report to this Committee on 18 February 2026 proposed 12 applications received £200,000 funding, all of which were approved. 3.6. In the 2026/2027 annual budget, £0.300 million per annum of recurring funding was allocated to further investment in the third sector for this year and beyond. 14 127
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3.7. In line with the Third Sector Partnership Agreement approved by Executive Committee in November 2025, discussions have taken place with VASLan, as South Lanarkshire's Third Sector Interface, as to how best to utilise the recurring investment funds. These discussions have included how VASLan might build on the monies available by attracting match funding from national funding organisations, entrepreneurs and benefactors. 3.8. Discussions are underway around a South Lanarkshire Third Sector Fund where the Council will work with VASLan to promote the fund, and invite and assess applications, and make recommendations for grants, which will be announced and publicised jointly, with payments issued by the Council. 3.9. However, in the meantime, further to discussion and agreement with Voluntary Action South Lanarkshire (VASLan), it was proposed and agreed at the Executive Committee 20 May 2026 that the applications received and scored through the Community Can Do Fund should be used to disperse the £0.300 million available from the South Lanarkshire Third Sector Fund for 2026/2027 only. 3.10. To ensure a broad spread of the funding available to the third sector in South Lanarkshire, we would not offer funding to applicants who are already in receipt of Council or community mental health or wellbeing funding for similar provisions and services. 4. Recommendations for further grant awards 4.1. The Community Can Do grant is designed to support community-led projects, meaning projects and programmes in which community members have meaningful involvement in decision-making, governance and delivery of the programme. 4.2. A scoring criteria and a panel of scorers from both the public and third sector independently assess the applications. All applications were ranked by an average score and any wide differences discussed and agreed by the whole panel. 4.3. 12 successful grants were recommended and approved by this committee all of which had scored 46.5 and above. 4.4 An analysis of the next highest scoring applications, excluding those in receipt of alternative or other Council sources of funding for their project, puts forward a further 26 applications to an additional value of £0.300 million for approval as outlined in Appendix 1. All of these applications scored 36 and above, which is more than the minimum eligible score of 27.5. 5. Employee Implications 5.1. There are no employee implications associated with this report. 6. Financial Implications 6.1. The current position on Community Can Do Fund is as follows:- Total funding available: £500,000 Applications received: £1,126,089 Funding recommended: £500,000 Value of declined applications: £419,800 Value of ineligible or withdrawn applications: £206,289 128
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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. Risk and Other Implications 8.1. There are no issues in terms of risk associated with the content of this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. There are no Equality Impact Assessment or Consultation implications associated with this is report. Jackie Taylor Executive Director (Finance and Corporate Resources) 10 June 2026 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Fair, open and sustainable Priorities We will work to put people first and reduce inequality Outcomes More people reporting a strong sense of community Increased ownership of local assets Improved health and wellbeing at all ages More people are employed and economically active Reduced poverty and household debt Previous References Finance and Corporate Resources Committee – 18 February 2026 Executive Committee – 5 November 2025 Executive Committee – 20 May 2026 List of Background Papers South Lanarkshire Council Grant Policy November 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Email: tom.little@southlanarkshire.gov.uk Jen Kerr, Community Engagement Manager Email: Jennifer.Kerr1@southlanarkshire.gov.uk 129
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APPENDIX 1 Communities Can Do Fund: Additional £300,000 Funding Panel Recommendations: Application Application Summary Amount Applied For 2704423 - Rutherglen and Cambuslang CAB The project will provide one-to-one financial support, including benefit checks, budgeting advice, help with benefit applications, and energy advice. Support will be available at the main office and outreach locations, with follow-up appointments offered where needed. £18,073 2707262 - Rutherglen Repertory Theatre Launch “Theatre of Ideas,” combining drama skills with philosophical inquiry in community venues to develop critical thinking, creativity, confidence, and lifelong learning, especially for those with limited cultural access. £5,898 2682586 - Soul of the Junction SCIO Run a year-long wellbeing and resilience programme in Carstairs Junction Community Hall, offering monthly social activities, quarterly emergency preparedness workshops, and practical skills sessions like cooking and DIY. £14,920 2690994 - REVOLVE RECYCLE Expand the R: evolve Sunday Craft Café in Cambuslang, offering weekly creative sessions for all ages, promoting reuse and sustainability while fostering community connection in an affordable, welcoming space. £8,250 2691143 - Healthy and Active in East Kilbride Ltd Support running costs of The Meeting Place community hub in East Kilbride Shopping Centre. Provide a warm, inclusive space offering affordable food, peer support, volunteering, cost-of-living help, and multi-agency outreach to reduce isolation and improve wellbeing. £15,628 2706171 - Scottish Action for Mental Health (SAMH) Seeks to pilot a community-based mental health peer support project for adults in deprived South Lanarkshire areas. This will provide one- to-one and group sessions using lived experience, self-management tools, and My Recovery Action Plan to build resilience, confidence, and reduce isolation. £16,423 130
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2690323 - PAMIS Provide tailored family support for people with profound and multiple learning disabilities (PMLD) in South Lanarkshire. Offer inclusive activities, advocacy, 1:1 emotional support, crisis help, and bereavement resources, reducing isolation and promoting equality through community engagement and specialist advice. £13,474 2704512 - Forth Community Resource Centre Steering Group Deliver Work Clubs over 12 months from hubs in Forth, Lanark, and Carluke. Provide digital inclusion, job search support, CV building, interview preparation, and referrals to reduce poverty and improve employability for 60 local people. £16,966 2705323 - Lanarkshire Deaf Hub (the operating name for Lanarkshire Club SCIO) Deliver three projects: monthly cooking workshops with visual recipe cards, digital skills sessions pairing young and older deaf people, and safety workshops with Police Scotland. All activities include BSL/English interpretation to reduce isolation and improve accessibility. £12,000 2705085 - Camglen Radio (Healthy and Happy) Deliver a 12-month volunteer recruitment and retention programme, including outreach, peer support, training in broadcasting and video production, and partnerships with local organisations. Aims to increase diversity, inclusion, and engagement through events, marketing, and equipment upgrades. £10,662 2705798 - Carluke and District Community Connections Run Creative Connections, a 12-month intergenerational arts and digital media project in Carluke. Offer dance, music, blogging, podcasting, and animation sessions. Host two community arts festivals to celebrate creativity, reduce isolation, and strengthen local identity. £20,000 2686593 - LEAP Project Expand successful Parkinson’s exercise classes in Blantyre and Rutherglen. Each 90-minute session includes 60 minutes of physical activity and 30 minutes of peer support. Delivered by specialist instructors for 46 weeks annually, supporting people with Parkinson’s and their carers. £11,385 2707386 - Blantyre Celtic Community Football Club Support youth development by providing first aid training for players and coaching badges for older participants. Also offer community first aid courses for under-16s, enhancing safety, skills, and employability while promoting volunteering and leadership opportunities. £10,000 2703616 - 3rd Blantyre community group Aims to bring the renovated High Blantyre Hall back into community use through affordable lets, one-off events, and regular activities. £15,000 131
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Sessions will vary from weekly to annual, creating a vibrant, accessible space for local engagement and social connection. 2706898 - CAOS Musical Society A local amateur dramatics group that brings adults together through musical theatre. Group fosters creativity, confidence, and community engagement through performance arts with weekly rehearsals commencing March and annual show. £9,000 2706311 - Bothwell Futures Seeks funding for a full-time General Manager to implement Bothwell’s Community Plan. Focuses on sustaining the HUB and HALL, expanding inclusive activities, volunteer development, employability programmes, and cultural projects to reduce inequalities and strengthen community resilience. £18,000 2715163 - Hamilton Citizens Advice Bureau Funding will sustain and expand outreach, improve early intervention, reduce crisis demand, and strengthen wellbeing and resilience. Funding additional outreach only 60% of application. 40% for generalist service which is already funded. £12,000 2706069 - Supporting Our Community Run a bi-weekly evening club for unpaid carers and health/social care workers. Alternates between peer-led relaxation sessions and specialist-led workshops on rights, dementia awareness, and wellbeing activities like massage and sound baths to reduce stress and isolation. £8,000 2706215 - Self-Directed Support Network South Lanarkshire (SDSNSL) To introduce new services to raise awareness of self-directed support options. Includes quarterly newsletters, online Q and A sessions, and in-person outreach at community hubs to provide advice, promote rights, and connect individuals and carers with trusted local resources. £6,750 2694661 - Lanark Men's Shed (AP2) Funding to rent an additional unit dedicated to wood storage, enabling acceptance of donated green wood and larger dried stock. This expansion supports more woodworking projects, community initiatives, and improved mental wellbeing for a growing membership. £7,700 2705987 - Street Level Engages disengaged young people in therapeutic outdoor activities through gardening projects in Carluke. Offers weekly sessions and holiday programmes to build confidence, teamwork, and practical skills, reducing isolation and promoting mental wellbeing while supporting local green spaces and community pride. £12,940 132
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2707051 - Clutha Archaeology Group Promote local heritage through community-led archaeology projects at Chatelherault Country Park. Organise digs, volunteer training, and public open days to uncover Iron Age and medieval remains, improve skills, and engage residents in preserving historical landscapes. £1,217 2707406 - ISKCON Scotland Provide monthly wellbeing sessions combining gentle yoga, guided meditation, nature walks, and shared vegetarian meals. Aims to reduce stress, improve mental health, and foster inclusion for low- income families and adults in a calm outdoor farm setting. £9,450 2682091 - Larkhall and District Volunteer Group Provides early intervention services to reduce isolation and improve wellbeing for adults and those with disabilities. Applying for funding support for core services including a volunteer-run call line, six weekly lunch clubs, and an ad-hoc Handy Person service. £20,000 2686492 - Lanarkshire Cancer Care Trust Provide free transport for cancer patients across Lanarkshire to attend hospital and clinical treatments. Operates with 125 volunteer drivers covering 14,000 journeys annually, reducing stress and financial burden for patients who cannot afford taxis or use restricted ambulance services. £6,264 Balance of the fund offered. Applied for £20,000 133
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Report: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: 2026/2027 Information and Communication Technology (ICT) Asset Management Plan c 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Finance and Corporate Resources Committee on the outcomes of the 2025/2026 Information and Communication Technology (ICT) Asset Management Plan and present the plan for 2026/2027 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted; and (2) that the ICT Asset Management Plan for 2026/2027 be approved. 3. Background 3.1. The Council is required to develop Asset Plans across a number of service areas, in line with CiPFA guidance, and is summarised under an overarching Corporate Asset Management Plan. This demonstrates how each area supports corporate objectives. The Service Areas are Property, Housing, ICT, Roads Infrastructure and Fleet. 3.2. The ICT Asset Management Plan aims to put in place effective ICT asset management processes which enable high quality ICT services to be provided to meet the needs of the Council. 4. Summary Position 4.1. The ICT Asset Management Plan for 2026/2027 included in Appendix 1 outlines several key initiatives and projects aimed at maintaining and enhancing the Council's ICT infrastructure. Based on the current assessment, the following summary position is provided. 4.2. The Plan confirms that the majority of ICT assets continue to meet the Council’s objectives, with a minority of assets now at, or approaching, end of life and requiring replacement or upgrade to supported versions. 4.3. Capital funding has been secured for a range of priority infrastructure renewals during 2026/2027 which will keep the IT Infrastructure up to date and under support. 15 135
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4.4. Key risk areas include legacy and end of support software versions, out of support server operating systems and hardware, end of life platforms, and renewal dependencies (for example licences and support renewals where services would cease if not renewed). These risks and associated mitigations are set out in the Plan’s review of current performance and 2026/27 action plan (section 5 of the Plan). 5. Outcomes of the 2026/2027 ICT Asset Management Plan 5.1. The ICT Asset Management Plan outlines the priorities and strategies required to develop and support the ICT asset estate which is in place to support the business objectives of the Council whilst ensuring business and service continuity. The plan highlights the key actions planned for the year ahead, ensuring that the Council’s ICT Assets are fit for purpose. 5.2. The key areas of activity for red and amber rated assets, summarising section 5.2.1 and 5.2.2 of the plan, are below. None of these assets status are causing operational risks at this time. continuation of major programme of server upgrades will continue to maintain performance and security levels migration and testing of existing core VMware estate to new platform for virtualisation without service interruption continuing programme of work to upgrade or replace legacy applications across Resources replacement of core IT Service Management platform (Assyst) to modern platform refresh of Council website and Intranet through the course of 2026/2027. through the Customer Engagement Review consider future for the Customer Relationship Management (CRM system) ongoing upgrades to the Council’s data network will include the replacement of switches which are nearing end of life. This is an ongoing annual activity across the network estate as equipment has finite support and operational lives. 5.3. The key actions, as detailed in section 6 of the plan, can be summarised as follows:- Upgrade or replace legacy software versions across a range of business applications, prioritising systems that are end of life or no longer meet business needs Replace or upgrade out-of-support server operating systems and hardware, including the programme of work to refresh co-location servers and progress migration of virtual servers ahead of platform end-of-support dates Renew critical ICT licences and support contracts (including ACI licence and Meraki SDWAN support) to maintain connectivity and service continuity Replace end-of-life platform components including firewall management consoles and progress the replacement/upgrade of Citrix and other end-of-support infrastructure where required Refresh end-of-support network and end user devices, including progressing replacements where funding is identified (and continuing work with Finance to confirm funding routes for remaining unfunded refresh requirements such as layer 2 switches and smartphones) 6. Employee Implications 6.1. There are no employee implications. 136
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7. Financial Implications 7.1. The ICT Asset Management Plan details the spend requirements for 2026/2027. The Council’s 2026/2027 Capital Programme includes an allocation of £0.4 million of Capital funding to be spent on a number of priority infrastructure items managed by IT Services. As is normal practice, technical mitigations are being applied in the short term to mitigate the Revenue requirements in year, however any residual spend required will be met from existing budgets (for example renewal of the guest internet service licence, and the replacement of mobile smart phones). 7.2. Any future funding for programmes will be continue to considered through existing Resource Revenue budgets or future Capital Programmes. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change or sustainability in terms of the information contained in this report. 9. Risk and Other Implications 9.1. There are no significant issues in terms of risk. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. The statutory Consultation Authorities have confirmed that the Asset Management Plan is exempt from Strategic Environmental Assessment as its implementation will have minimal effect in relation to the environment. Jackie Taylor Executive Director (Finance and Corporate Resources 10 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Murray Husband, Head of Information Technology Ext: 5648 (Tel: 01698 455648) E-mail: murray.husband@southlanarkshire.gov.uk 137
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Finance and Corporate Resources South Lanarkshire Council Information and Communication Technology Asset Management Plan 2026/2027 15 139
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1. Introduction and contextual statement 1.1 Information Technology Services within Finance and Corporate Resources employs 95.6 FTE staff and administers a controllable annual budget of £7.75 million. Information Technology Services operate as a centralised Information and Communication Technology (ICT) service provider for the Council, coordinating and delivering a wide range of services. These include the support and maintenance of PCs and servers, running business applications for all departments including schools. This delivery is supported by Council wide networks including fixed and mobile telephony, electronic mail, training, and all internet services. Information Technology has a significant role to play in enabling efficient and effective services throughout the Council. In addition to supporting and enabling the Council’s values and objectives, the IT Service will be a key enabler of business transformation through consolidation of information systems and provision of ICT that provides cost benefit to the Council in the longer term. Technology Services design, manage, implement, and secure all of the Council’s Corporate hardware investments, including personal computers, associated servers and backup and recovery functions. Education hardware investments are managed through the Education Digital Futures Managed Service. In addition, the section facilitates availability of the Council’s Mail and Internet Services whilst ensuring that the voice and data networks are in place to support all the Council’s business. The IT Business Project Managers and teams are responsible for planning, managing and effectively and efficiently delivering a range of IT projects and programmes. Whilst projects vary in both size and complexity, they will deliver positive business outcomes and transformational change for the Council. These projects are defined and prioritised in the ICT Service Plan 2026/27. These teams are also responsible for the day-to-day support and maintenance of the Council’s business IT systems. This includes the management and resolution of issues, the implementation of requests and minor enhancements and the performance of routine monitoring and maintenance tasks. IT Service Delivery provide day-to-day service provision to IT Services and supply business management and process control functions. Services provided are the IT Service Centre, IT Support Team, National Entitlement Card Team, and IT Security. 140
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1.2 Asset Management plans were developed across a number of service areas, in line with CiPFA guidance, and summarised, under an overarching Corporate Asset Management Plan, which demonstrates how each area supports corporate objectives. The service areas are Property, Housing, Roads Infrastructure, Fleet and ICT:- 1.3 Aims of the ICT Asset Management Plan are: • To create an effective ICT asset management process • To modernise working practices and improve service quality • To effectively manage and maintain all the Council’s ICT assets. Corporate Asset Management Plan Property Asset Management Plan Housing Asset Management Plan Roads Asset Management Plan Fleet Asset Management Plan ICT Asset Management Plan 141
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2. Strategic objectives and priorities 2.1 Link to Finance and Corporate Resource Plan outcomes The ICT Asset Management Plan feeds into the Resource outcomes of the Finance and Corporate Resource 26/27 plan. Resource outcome – Digital and ICT services meet the needs of the council and its customers Actions: • Migrate to new Integrated Housing and Property Management system • Develop and deliver training plan to upskill IT staff in new technologies • Migrate to new Social Work Information system • Deliver widescale improvements through Education Digital Futures contract • Deliver Digital Transformation programme 2.2 Links to 2026/2027 Council ICT priorities In aligning the Digital Strategy 2022-2027, operational service delivery and in turn ICT assets to the objectives of the Council, it is important to consider the following: • The needs of service users to access and receive services in different ways (channels). • Develop the right blend of channels for digital, mobile and electronic service delivery. • Maximise availability of information and technology to include as many customers as possible. It is therefore essential to maintain the current ICT asset estate which is in place to support the business objectives of our customers whilst maintaining a robust solution for business continuity through a disaster recovery strategy. Objectives and strategies should reflect the needs of users for receiving services through different channels and to address the demands of Local Government in a public sector environment where both capital and revenue funding is reducing. Therefore, future investment in ICT assets will be challenged by the IT Senior Management Team, the ICT Programme Board, and the Corporate Management Team to meet the following criteria: • Investment in ICT assets will be closely aligned to council priorities. • Investment in ICT assets will be sufficient to support statutory requirements. 2.3 Links to sustainability objectives 2.3.1 Sustainable Development and Climate Change Strategy 2022-2027 The strategic vision and mission statement is: Our Future is Now: building a sustainable, climate resilient and net-zero South Lanarkshire together, in a fair and inclusive way. 142
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The SDCC has 4 key themes which align with the themes of the Council Plan: • People • Place and Communities • The Natural Environment (Planet) • A Green Economy (Planet) The council has a key role in the transition to a low-carbon economy and society, with a legislative requirement to contribute to the national greenhouse emissions reduction target of net-zero by 2045. IT Services have focussed particularly on improving effective use of energy in our buildings, using our equipment more efficiently and increasing recycling. Also, ICT equipment that has come to end of life is disposed/recycled by an approved supplier who disposes of the equipment following the Waste Electrical and Electronic Equipment Regulations (WEEE) and provides a confirmation of disposal certificate. Migration of council servers and storage from Caird datacentre to external supplier (Datavita), as well as providing operational benefits, has delivered significant environmental benefits as new datacentre is state-of-the-art with lower energy consumption. IT have enabled agile working, thereby reducing transport emissions from commute and business travel, and supporting new ways of working following the pandemic. 2.3.2 The Council’s Environmental and Sustainable Procurement Policy ensures the process of purchasing goods and services take into account the social, economic and environmental impacts that such purchasing has on people and communities. It is about considering what products are made of, where they have come from, who has made them, how are they transported and how they are eventually disposed of. It may even be about whether the purchase requires to be made at all. In addition to this the tendering process for IT contracts contains contract specific environmental questions in relation to equipment manufacturing, components, recycled content, packaging, transportation, disposal, and energy consumption. 2.4 ICT asset management objectives Aims and objectives that will seek to ensure that the Council’s ICT assets are fit for purpose within current financial constraints. − ICT assets should meet the needs of those that use them including staff, elected members, pupils, visitors, customers and the general public through the different access channels. − ICT assets must be safe, secure and comply with current legislative and statutory requirements, for example assets must meet the level of security accreditation required by PSN, as well as DSE assessments for users, compliance with WEEE regulations for disposal of electrical ICT assets, to name a few. − ICT assets should be environmentally sustainable, meaning the effective and efficient use of assets to reduce energy consumption and in turn CO2 emissions. − Maximise use of existing ICT assets where possible. Where asset acquisition is necessary there is a robust business case supporting procurement of the asset and where possible a single corporate solution. 143
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3. Current position 3.1 What assets do we have? 3.1.1 ICT assets: Asset type Quantity Desktop: Monitors 6117 PCs 527 PCs (Curricular) 6442 Monitors (Curricular) 6600 Laptops 5022 Laptops (Curricular) 3052 Tablets 363 Tablets (Curricular) 3600 Port Replicators 4151 Portable Devices (Curricular) 13298 Servers: Servers (Physical and Virtual) 234 Servers (Curricular) 17 Hypervisors 7 Citrix 14 Citrix (NDL) 2 NetConnect 2 ODA 2 Proxy Appliances 2 Networks and communications: Comms (ACI) APIC server 9 Comms (ACI) switches 40 Comms (ACI) Licence 1 Comms FMC 2 Comms Firewall 12 Comms Load Balancers 4 Voice SIP Gateway (cubes) 2 Meraki SDWAN Software Licence 1 Meraki Wireless Software 1 Comms Wireless (Access Points) 322 Comms Wireless (Security Appliance) 2 Comms Temperature Sensor 10 Comms SDWAN (Security Appliance) 2 Switches - Chassis 8 Switches – Ethernet L2 302 Switches – Ethernet L3 80 Switches – SDWAN & Corporate 18 Routers (SDWAN) 61 Lines (Exchange) – Digital Connections 305 (inclusive SDWAN) Lines (Private Circuits) 82 Confero Service 1 Guest Internet Service 1 Guest Internet Licence 1 NetConnect Appliances 2 Network Management 4 Radius Security Appliance 2 Web Filtering Appliances 2 144
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Telephone System – Small 183 Telephone System – IP 3 Telephone System – SIP 2 Telephone System – Softphone 3 Smartphones 5585 Basic Mobile Handsets 1319 Data hubs: Air Conditioning Units 2 Fire Suppression System 1 UPS 2 Generator 1 Rack UPS – Brandongate 2 Networks and Communications (Curricular): Wireless Access Points 2897 Routers 195 Lines - Circuits 195 Switch 1171 Core router 2 Firewall 2 Backhaul circuit 2 Audio Visual Equipment Curricular) Interactive teaching display screens 1600 Data Projectors 1100 Software: P1 Applications 144 3.2 How well are they meeting objectives? All ICT assets have been implemented/installed following business requirements and justification exercises to ensure they meet the needs and objectives of the organisation. As the information technology environment continuously changes it is inevitable that some ICT assets will reach end of life and become obsolete. Software and hardware assets are continually reviewed to ensure they remain fit for purpose. Specific product versions are monitored, and we work closely with our software and hardware partners on product roadmaps to ensure they remain at a supported level. Where products are approaching end of life, we will develop proposals for continued use based on risk assessment, upgrade or replacement as appropriate. At present the majority of ICT assets meet the objectives of the organisation with a minority of assets at end of life and in need of replacement. 145
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4. Performance core facts The tables below summarise the key performance facts for the Council’s ICT asset estate. They provide a high-level view of asset condition and fitness for purpose, including where assets are fully supported and operating as intended and where they are approaching end of life or require upgrade or replacement. RAG status reflects an overall judgement based on factors such as the asset’s lifecycle/age profile, vendor support status, security and compliance requirements, operational risk, and service impact. Where relevant, this assessment is informed by maintenance history and incident trends. For consistency, core facts are categorised using the following traffic-light system: Green – Good or excellent: assets are fit for purpose, supported, and presenting low risk to service delivery. Amber – Fair: assets are generally serviceable but require review, upgrade planning, or process improvement to manage emerging risks. Red – Poor: assets are at, or nearing, end of life and/or out of support, presenting a higher risk and requiring upgrade or replacement. 4.1 Desktop IT desktop hardware Asset condition Type Total Green Amber Red PC 527 - 376 151 PC (Curricular) 6442 6442 - - Monitor 6117 6117 - - Monitor (Curricular) 6600 6600 Laptop 5022 - 3919 1103 Laptop (Curricular) 3052 3052 - - Tablets 363 252 42 69 Tablets (Curricular) 3600 3000 500 100 Port Replicator 4151 4151 - - Portable Devices (Curricular) 13298 13000 298 - Interactive teaching display screens (Curricular) 1600 1087 400 113 Data Projectors (Curricular) 300 800 4.2 Server (Physical and Virtual) Server Asset condition Type Total Green Amber Red Server 234 134 23 77 Server (Curricular) 17 17 - - Hypervisors (VMware) 7 - - 7 Citrix 14 - - 14 Citrix (NDL) 2 - - 2 NetConnect Appliances 2 - - 2 146
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ODA 2 - - 2 Web Filtering Appliances 2 - - 2 4.3 Networks and communications Networks and communications Asset condition Type Total Green Amber Red ACI APIC/NDO server 9 - 9 - ACI switches 40 - 40 - ACI Licencing 1 - - 1 Firewall Mgmt (FMC) 2 - - 2 Firewalls 12 12 - - Load Balancers 4 4 - - Voice SIP Gateway (Cubes) 2 2 - - Meraki Wireless Software (Corporate, not SLLCT or SWR) 1 - 1 - Meraki SDWAN Software Licence 1 - - 1 Comms wireless Access Points (Corporate) 322 322 - - Comms wireless Security Appliances (corporate) 2 2 - - Comms Temperature Sensor 10 10 - - Comms SDWAN (Security Appliance) 2 2 - - Switches – Chassis 8 8 - - Switches – L2 302 206 96 Switches – L3 82 71 11 Switches – SDWAN & Corporate 18 18 - - Routers - SDWAN 61 61 - - Lines – Exchange – Digital Connections 305 305 - - Lines – Private Circuits 82 82 - - Confero 1 1 - - Guest Internet Service 1 - 1 - Guest Internet Licence 1 - - 1 Network Management 4 - 4 - Radius Security Appliances 2 - - 2 Telephone System – Small 183 125 24 34 Telephone System – IP 3 3 - - Telephone System – SIP 2 2 - - Telephone System – Softphone 3 3 - - Smartphones 5585 1824 336 3425 Basic Mobile Handsets 1319 1319 - - Networks and Communications (Curricular): Wireless Access Points 2897 2897 - - 147
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Routers 195 195 - - Line – Circuits 195 195 - - Switch 1171 1171 - - Core Router 2 2 - - Firewall 2 2 - - Backhaul Circuit 2 2 - - 4.4 Software applications Software applications Asset condition Type Total Green Amber Red IT Applications 144 102 25 17 4.5 Data Hubs Almada Data Hub Asset condition Type Total Green Amber Red Air Conditioning Units 2 2 - - Fire Suppression System 1 1 - - UPS 2 - - 2 Generator 1 1 - - Rack UPS – Data Hub (B’gate) 2 2 - 148
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5. Review of current performance 5.1 Summary The majority of ICT assets are of a good standard (Green) and work efficiently and effectively. All desktop assets and server assets are supported and maintained to a high standard as part of the ‘ICT Desktop Equipment’ and ‘Cloud Hosting’ contracts for Corporate assets and through the ‘Education Digital Futures’ contract for Education assets. The majority of Desktop hardware is covered by the lease refresh cycle so assets classed as red or amber will be replaced as part of the regular device replacement programme. The red Interactive teaching display screens and Display Projectors within Education are being replaced as part of an existing refresh programme. Desktop and server hardware information along with information on smart devices is captured in the Assyst Configuration Management Database which is managed by IT Services. Overall, there is a high level of confidence and reliability in the ICT assets. 5.2 What issues have been highlighted? 5.2.1 Red – Poor: These assets are at, or nearing, end of life and/or out of support, presenting a higher risk and requiring upgrade or replacement : Legacy software versions – Application Reason Oracle Customer Relationship Management Current version no longer fully supported. Replacement is being considered through Customer Engagement review. SWISPlus Social Work System No longer meets business needs. Project well underway to replace. Go live planned for May 2026. SEEMIS Click+Go A decision has been made that Seemis Click+Go will not be developed further. The future direction of the Education software will be agreed externally. EDRMS - Civica 360 Upgrade planned for 2026/27. Oracle Discoverer (CRM) End of life. Currently required for Oracle CRM and will be considered as part of CRM replacement project. IMPROVE – Performance Management Identification of replacement is currently underway with view to implement in 2026/27.. GLAMIS Licensing and Registration NEC Assure has been identified as replacement. As same supplier NEC have committed to continued support for Glamis until replacement implemented. Assure is planned for implementation is 2026/27. 149
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Application Reason Assyst Current version not suitable for deployment of self-service. Upgrade or replacement required and project underway. Capita Housing Online Will be replaced by new Housing Management System. eConsol Will be replaced by new Housing Management System. eConsol Mobile Will be replaced by new Housing Management System. Arbitas (Hosted) Will be replaced by new Housing Management System. Yardi Project underway to replace which will be completed in Summer 2026. Servitor Will be replaced by new Housing Management System. Codeman No longer supported - Will be replaced by new Housing Management System. Gladstone Plus2 – Leisure Management System Project currently under way to replace with new Leisure Management System. Artifax – Corporate and Theatre Management System Project currently under way to replace with new Leisure Management System. Infrastructure Asset Reason Servers There are 77 corporate servers running out of support operating systems of which there are 36 co-location servers whose hardware is no longer supported and should be replaced. Programmes of work are in place to replace these systems in 2026/27 VMWare Support for our Virtual Server Hypervisor platform ends in March 2027 necessitating an upgrade/replacement of the platform and the migration of all 184 virtual servers to the new platform prior to that date. The migration will be added as a project within the service plan for 2026/27 Citrix The Citrix environment goes end of life in March 2027 and requires to be replaced/upgraded. A project and capital funding are in place to replace these systems in 2026/27. Citrix NDL The Citrix virtual apps and desktop running the NDL application is out of maintenance & support and requires to be replaced. The replacement/upgrade of the Citrix solution will be part of the project to replace the NDL solution planned for 2026/27. NetConnect Solution which allows external supplier access to support applications is out of support and requires to be upgraded. The replacement/upgrade of our current VPN solution will be added as a project within the service plan for 2026/27. ODA The Oracle ODA appliances running archive instances of the FMS and HRMS systems are end of life and support is on a ‘best efforts’ basis. The migration of the archive instances to a new solution will be added as a project within the service plan in 2026/27. 150
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Web Filtering appliances Thes have been out of support with no security patching for the past 3 ye.ars. However, the appliances are still required for the support of several Council IT applications. This support is required beyond 2026/27. Costs for replacement will be identified in Q1 2026/27. ACI licence In advance of any ACI equipment renewal in 2027, the ACI licence expires September 2026, and requires to be renewed to maintain connectivity to Council IT applications in the Datavita datacentre and Internet. Capital funding has been secured for the renewal. Firewall Management Firewall Management consoles provide administration of the Council firewalls, Gov, Internal, Guest and SIP. They go end of life in 2026/27. The consoles need to be replaced to ensure the firewalls continue to provide secure access to the Council’s IT applications. Capital funding has been secured for this work to happen in 2026/27. Meraki SDWAN The software support needs to be renewed by December 2026 or access to the 57 sites connected using this technology will cease immediately. Capital funding has been secured for the renewal in 2026/27. Layer 2 switches These switches provide end user device (printer, PCs, CCTV, VoIP phones, wireless access points) connectivity to the corporate network. The manufacturer has announced that several layer 2 switches are end of hardware support. 96 layer 2 switches require to be replaced.Layer 2 switches will continue to operate without support in the meantime. Guest Internet The Guest Internet service licence which provides web filtering for guest, partner, MDMD service requires to be renewed renewing in January 2027. Funding will be provided from current revenue budget. Cisco ISE Cisco ISE (RADIUS) are security appliances which authenticate users/devices onto corporate Wi-Fi, AOVPN remote access and administrators for access to network devices such firewalls/routers/switches for management. The appliances require a hardware upgrade prior to September 2026. Capital funding has been secured for this work. Small Telephone Systems These provide telephony to small Council sites. Due to manufacturer end of life support 34 require to be replaced in 2026/27. Funding will be sought from the relevant Resource budgets. Smartphones The UK and Scottish Government security agencies mandate that public sector Smartphones must be capable of receiving the latest operating system and security patches. The Council makes use of Samsung android smartphones and tablets where each model is supported for a period of 3-5 years. After this operating system and patching updates are no longer available and the smartphones require to be refreshed. 3,425 corporate smartphones and 69 android tablets will require to be refreshed or risk mitigated through technical change. 151
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Uninterruptable Power Supplies (UPS) The 2 x UPS in the Almada datahub require capacitor and fan replacements to maintain full operation and support. Capital funding has been allocated for the work. All red assets identified in this section have plans in place to address or mitigate during 2026/27. 5.2.2 Amber – Fair: assets are generally serviceable but require review, upgrade planning, or process improvement to manage emerging risks: Legacy software versions – Application Reason Council Website Current website platform remains in support but is no longer the long term supported version. Project to upgrade to latest supported version is currently underway with a target go-live date of July 2026. Council Intranet Current intranet platform remains in support but is no longer the long term supported version. Will be upgraded to latest supported version after website has been upgraded. Planned go-live in 2026/27. Galaxy websites – various Current Galaxy platform remains in support but is no longer the long term supported version. Will be upgraded to latest supported version after website has been upgraded. Planned go-live in 2026/27. Community Grants Runs on legacy database platform. Replacement or upgrade to be considered. APEX - Court Case System Has been ported to newer version of APEX but upgrade or replacement to be considered. APEX - Data Tracking (HIP) APEX - InfoPROP APEX - Social Work IT Task Request APEX - ASN Transport System APEX - Education Budget System APEX - Carpool APEX - Education Finance APEX - Web and Digital Solutions APEX - Staffing System APEX - Funding and Compliance APEX - Impact Assessments APEX - Content Management Fault System 152
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Application Reason APEX - Cashiers APEX - Contracts Register APEX - Debtors APEX - Home Improvement Grant APEX - Job Evaluation APEX - Time Recording Civica Flare Currently in support but supplier has notified intention to sunset. Project to replace on 2026/27 service plan. Causeway CPA Currently supported but functionality no longer meets business requirements. Project to replace on 2026/27 service plan. Consultation with users of these systems is underway to plan the activity. Infrastructure Asset Reason Servers There are currently 23 servers which will require either operating system or hardware upgrades in 2027/28 and 2028/29. Cisco ACI network The Cisco ACI network infrastructure linking Council premises to HFD Datavita Ltd datacentres is due for replacement in 2027/28. Funding will be required to pay for hardware and professional services to replace the existing network infrastructure on Council premises. Equipment support is tied to the current Cloud Hosting contract which is due to end in September 2027. Any new contract for data centre services will require a refresh of all ACI equipment. Meraki wireless The Meraki wireless software support needs to be renewed in July 2028 or access to Wi-Fi services stop immediately after the support runs out. Replacement is required for 2027/28. Layer 3 switches and routers Layer 3 switches and routers – These switches provide network connectivity for many of the outlying offices on the Council’s corporate data network. 11 layer 3 switching devices are end of life April 2029 and need replaced prior to this. It is important that these devices are refreshed to maintain the current reliability and support levels. Guest Internet The Guest Internet Service circuit provides wi-fi internet service for guest, partner, MDMD service users. The current contract runs out in September 2027 and must be renewed to continue service. Network Management The 4 x network management system servers which monitor and control the corporate network are due for renewal prior to March 2029. Small Telephone Systems Small Telephone Systems provide telephony to small Council sites. Due to manufacturer end of life support 24 require to be replaced in 2027/28. Smartphones The UK and Scottish Government security agencies 153
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mandate that public sector smartphones must be capable of receiving the latest operating system and security patches. The Council makes use of Samsung android smartphones where each model is supported for a period of 3 to 5 years. After this operating system and patching updates are no longer available and the smartphones require to be refreshed. 336 corporate smartphones and 42 android tablets will require to be refreshed in 2027-28 & 2028-29. All amber assets identified in this section have plans in place or in development to address or mitigate during 2027/28.. 154
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6. What action is required / proposed? 6.1 Action plan 2026/27 Asset objective Action Owner Timescale Comment Legacy software versions Upgrading of software versions which have become end of life. Head of IT Services 2026/27 IT Services and application provider to schedule refresh of software. Replace legacy servers Replacement of servers which have become end of life. Head of IT Services 2026/27 Refresh of equipment is being scheduled. Replace legacy servers Replacement of servers no longer under support Head of IT Services 2026/27 Refresh of equipment is being scheduled. ACI licence Replacement of ACI licence prior to hardware renewal 2027 Technology Services Manager 2026/27 Refresh of licence by September 2026. Meraki SDWAN software Renewal of Meraki SDWAN support Technology Services Manager 2026/27 Refresh of support by December 2026. Corporate Web Filtering Appliances Replacement of hardware which has become end of life. Technology Services Manager 2026/27 Replacement options for on- premises appliances are being identified Cisco ISE (RADIUS) Hardware is end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2026/27 Refresh of equipment is being scheduled NetConnect Hardware and software are end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2026/27 Replacement options for on- premises appliances are being identified Citrix Solution is end of life and not supported. Technology Services Manager 2026/27 Upgrade of environment is being scheduled Citrix (NDL) Solution is end of life and not supported. IT Business Systems Manager 2026/27 Alternative solution being investigated ODA Solution is end of life and not supported. IT Business Systems Manager 2026/27 Alternative solution being investigated Firewall Management consoles) Hardware and software are end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2026/27 Refresh of equipment is being scheduled Smartphones Replacement of Smartphones no longer under support Technology Services Manager 2026/27 Funding for the refresh of equipment to be identified 155
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Layer 2 switches Hardware and software are end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2026/27 Funding for the refresh of equipment to be identified Guest Internet service licence Renewal of licence. Technology Services Manager 2026/27 Refresh of licence by January 2027. Small Telephone Systems Replacement of systems no longer under support Technology Services Manager 2026/27 Funding for the refresh of equipment to be identified UPS Capacitors and Filters to be replaced Technology Services Manager 2026/27 Refresh of equipment is being scheduled 6.2 Completed actions in 2025/26. Asset objective Action Owner Timescale Comment Legacy software versions Upgrading or removal of software versions which have become end of life. Head of IT Services 2024/25 Completed applications including: - Academy replaced by MRI One - New legal case management system implemented - Apex applications were ported to a newer version of APEX - EXOR roads management was replaced by HIAMS - QPulse retired and replaced with MS Forms - Omnidox was decommissioned Windows 11 rollout Upgrade of desktop equipment running Windows 10 Technology Services Manager 2025/26 Completed. Remaining Windows 10 equipment disabled or removed from corporate network. Corporate Web Filtering Software Replacement of hardware & software which has become end of life. Technology Services Manager 2025/26 Decommissioning of on-premises appliances is being scheduled Layer 3 switches Hardware and software are end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2025/26 Completed. Switches were refreshed with new hardware. 156
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Replace legacy servers & storage Replacement of servers and storage which is faulty. Head of IT Services 2025/26 Completed. Windows 2012 servers have been upgraded or disposed of. Routers – IPVPN Broadband (including backhaul) Replacement of existing analogue lines in conjunction with Digital changeover 2025. Technology Services Manager 2025/26 Completed. Service was replaced by SDWAN. Analogue to Digital Telephony Migration Replacement of existing analogue lines in conjunction with Digital changeover 2025. Technology Services Manager 2025/26 Completed. Lines migrated to digital solution. VOIP Phone System Upgrade Upgrade of CUCM/CUCX telephony hardware and software Technology Services Manager 2025/26 Completed. Hardware and software successfully upgraded. Regional Chassis Switches Hardware is end of life. Review specification, procure and install refreshed hardware. Technology Services Manager 2025/26 Completed. Chassis were replaced. Meraki Wireless Software (Corporate) Renewal of Meraki software licence Technology Services Manager 2025/26 Completed. Licence was refreshed. 157
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If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk 158
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Report Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Marmot Place Programme – Marmot Transformation Team and Future Service Alignment 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek Committee approval to establish a permanent Marmot Transformation Team; and update Committee on the role of the Marmot Team during the Marmot Place pilots and the proposed arrangements to develop a corporate framework for Service Transformation 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - ] (1) that the contents of the report be noted; (2) that the establishment of a permanent Marmot Transformation Team and related reporting arrangements as detailed in Sections 4 and 6 of the report be approved; and (3) to note that the purpose of the Marmot Transformation Team during the pilot phase will be to:- evaluate the effectiveness and impact of the Marmot Place pilots support consistent implementation of the Marmot approach develop a corporate framework for future Transformation service delivery 1recs] 3. Background 3.1 South Lanarkshire is one of three Scottish areas participating in the Collaboration for Health Equity in Scotland (CHES) programme. The Marmot Place approach is a key element of this work and is intended to reduce inequalities by embedding proportionate universalism across services. 3.2 As reported to Executive Committee on 4 March 2026, The Marmot Place pilot programme in South Lanarkshire has now progressed through the early phases of data analysis and system understanding and has entered a stage where co-ordinated delivery, learning and evaluation are critical to maximising impact and informing future service design. The reports can be accessed via the following links: 9 Marmot Place Programme - Operational Update 8 Marmot Place Programme – Data Update 16 159
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3.3 As pilot activity develops across services and partner organisations, there is a growing requirement for dedicated leadership and coordination of the Marmot and wider Council Transformation programme. There is also a need to ensure consistent evaluation of impact and learning across all activity, alongside establishing a clear and structured pathway to translate pilot initiatives into sustainable, mainstream service delivery. 4. Marmot/Transformation Team 4.1. It is proposed that a permanent Marmot/Transformation Team, is established for the duration of the pilot and beyond with a specific remit to support delivery, learning and future planning. 4.2. The Marmot Team will consist of one Transformation and Business Change manager and one adviser post. The posts will be permanent and aligned to the Marmot Place pilot for the duration of the pilot period. The team will operate on a corporate basis, working across the Council and specifically Education, Social Work with the Community Engagement Team and wider partners. 4.3 The Marmot Team will provide programme coordination and oversight of Marmot Place pilot activity, ensuring the consistent application of Marmot principles across services. The team will lead on evaluation, learning and evidence gathering in collaboration with the Marmot Data Group and wider partners, capturing and translating insights from pilot activity into practical guidance. In addition, they will develop a clear and scalable framework to support future Transformation and Marmot delivery within South Lanarkshire, while also supporting the programme’s governance, reporting and communications arrangements. 4.4. The Marmot Team will report to the Head of Communications and Strategy, reinforcing the programme’s position as a place-based, system-wide change initiative rather than a single service intervention. This arrangement supports strong alignment with engagement, communications, narrative development and broader culture change, while emphasising the cross-cutting and partnership-based nature of the work. The team will sit alongside the Community Planning function, with a primary focus over the next three years on place-based planning and Marmot delivery, before transitioning into a broader Community Planning structure. 4.5. In addition, closer working is required to take place with key roles in Social Work and Education in terms of Children’s Services Planning, Public Protection and in Education Partnership Planning and any other related and relevant roles. 4.6. A central purpose of the Marmot Team during the pilot period is to ensure that learning is systematically captured and evaluated. This will include assessing which interventions have had the greatest impact on reducing inequalities, identifying workforce, governance and partnership enablers and barriers, and evaluating how Marmot principles can be embedded within mainstream service planning and delivery. The team will also develop options for future delivery models to inform sustainability beyond the pilot phase. 160
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5. Next Steps: Future Co-Delivery Team 5.1 The resource requirements on the transformation programme will be monitored for the duration of the pilot and thereafter to ensure that appropriate staffing levels are maintained. This will ensure that the planned work required and the new framework can be delivered, reduce duplication and fragmentation, strengthen place-based planning and accountability, and embed a shared, outcomes-focused approach to tackling inequalities. 6. Employee Implications 6.1. The following posts will be added to the Finance and Corporate Resources establishment on a permanent basis: Post Proposed Number of Posts Grade SCP Range Hourly Rate Annual Salary Gross Costs (plus 29.7% on costs) Total Costs Transformation and Business Change Manager 1 Grade 5 Level 1-8 96-108 £36.95 - £44.22 £67,430 - £80,697 £87,456 - £104,664 £87,456 - £104,664 Transformation and Business Change Adviser 1 Grade 4 Level 2-5 82-88 £30.02 - £32.83 £54,783 - £59,911 £71,054 - £77,705 £71,054 - £77,705 Total 2 £158,510 - £182,349 7. Financial Implications 7.1. On 4 February 2026 the Council’s Executive Committee approved that £1.000 million of underspend from the Revenue Budget 2025/2026 would be transferred to reserves to allow the Council to provide financial support to contribute towards the response to questions posed by the Marmot initiative. The report noted that this £1.000 million would allow the Council to contribute towards the cost of taking forwards activity to progress Marmot findings, including any required staffing and implementation costs. The Transformation/Marmot Team will be met from existing approved Marmot programme resources. 8. Climate Change, Sustainability and Environmental Implications 8.1. The Transformation/Marmot approach is explicitly focused on reducing inequalities and is aligned to long-term sustainable outcomes for communities. 8.2 Future service alignment proposals will consider how Marmot delivery supports both health equity and sustainable place-based outcomes. 9. Risk and Other Implications 9.1. There are no other implications associated with this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a permanent new policy or service and therefore does not require an Integrated Impact Assessment at this stage. 10.2 Trade Unions will be updated on the Marmot pilot activity through the JTUC Executive. Jackie Taylor Executive Director (Finance and Corporate Resources) 5 June 2026 161
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Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs. Working with and respecting others Ambitious, self-aware and improving Fair, open and sustainable. Excellent employer Previous References Executive Committee, 4 March 2026 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 162
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Report Agenda Item Report to: Finance and Corporate Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate) Subject: Staff Survey Responses 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present a summary of the responses of the Employee Survey conducted between 2 February and 13 March 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted. [1recs] 3. Background 3.1. South Lanarkshire Council's Connect Plan 2022 to 2027 aims to ensure a safe, healthy environment and respectful treatment for all employees, assessed through an employee survey. 3.2. Previous employee surveys were conducted in 2008, 2011, 2014, 2016, and 2019. In 2020, two pulse surveys were conducted as a means of keeping in contact with employees during the pandemic. 3.3. The 2026 Employee Survey ran from 2 February to 13 March 2026 to gather staff feedback; the statements used in the Survey and the responses are listed in Appendix 1. Personnel circulars and management bulletins were used to promote the completion of the survey. 3.4. Employee surveys are carried out to give staff a structured opportunity to share their views and experiences, ensuring that their responses help inform decisions, shape improvement activity and support a positive working environment across the Council. 3.5. The feedback and insights gathered through the survey provide an opportunity to strengthen staff morale, build trust in leadership and support ongoing organisational improvement. By taking forward the feedback provided, the Council can help improve engagement, retention and overall organisational effectiveness. 4. Survey structure, statements and overall responses received 4.1. The 2026 Employee Survey received 2,224 responses. Employees responded to 24 questions on a five-point scale from strongly agree to strongly disagree. A free text box allowed further comments from employees. 17 163
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4.2. Respondents were also asked to confirm their work style as per the Agile Working arrangements in place and responses were received from employees who identified as fixed front line, as agile office, as fixed office, and as fixed office (Grade 5 and above). 4.3 The survey looked at the following themes:- workplace environment Council standards and complaints management expectations and communication teamworking learning and development respect and inclusion job satisfaction 4.4. The employee survey results set out in this report reflect employees’ views and experiences at the time the survey was completed. 5. Summary of Quantitative Responses 5.1. The quantitative responses from the survey have been summarised at a high level below with more detail provided in Appendix 1 in graph form. 5.1.2 Working Environment 51% of employees indicated that they strongly agree or agree that their work environment helps them to perform at their best 68% of employees indicated that they strongly agree or agree that they feel safe and comfortable at work 58% of employees that the strongly agree or agree that they have the equipment and resources needed to do their job well 74% of employees strongly agree or agree that they are trusted to make decisions about their job The quantitative data responses highlight that at work the majority of employees feel safe and comfortable at work and have the resources to do their job and make decisions about their job and this is a consistent strength across the organisation. The employee feedback will be used to inform service-level improvement activity. Priority will be given to strengthening communication on the benefits of current workplace arrangements and ensuring that services continue to engage with employees so that they have the appropriate equipment and space to carry out their role effectively. 5.1.3 Council Standards and Complaints 92% of employees strongly agree or agree that they are aware of Council Standards 78% of employees strongly agree or agree that they are aware of the Councils Complaint Handling procedures The quantitative data indicates a strong understanding of expected standards, behaviours and processes. 164
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The employee feedback will be used to communicate and reinforce expected standards, behaviours and processes across services. This will include supporting the roll-out of refreshed standards, updated training materials and ongoing reminder communications to help embed consistent understanding and application. 5.1.4 Management, Communication and Morale 73% of employees strongly agree or agree that their manager communicates expectations clearly 57% of employees strongly agree or agree that their manager provides feedback on their performance 84% of employees strongly agree or agree that they can approach their line manager when required 66% of employees strongly agree or agree that communication within their team is clear and effective The quantitative data indicates that the majority of employees believe their manager is approachable and communicates expectations clearly. The employee feedback will be used to inform further improvement activity. Priority will be given to reinforcing expectations around regular one-to-one meetings, team discussions and the appraisal process, alongside continued promotion of employee support arrangements and Council benefits. 5.1.5 Teamwork 67% of employees strongly agree or agree that they feel a valued member of their team 78% of employees strongly agree or agree that their team works well together to achieve the needs of the service 81% of employees strongly agree or agree that team members support each other when challenges arise 50% of employees strongly agree or agree that morale is good throughout their team The quantitative data indicates that the majority of employees believe that team members support each other when challenges arise and that their team works well together to achieve the needs of the service. The employee feedback will be used to shape improvement activity at service level. This will be supported through the refreshed management and leadership training approach, with a focus on strengthening team culture, recognition and consistent management practice. 5.1.6 Learning and Development 66% of employees strongly agree or agree that they have opportunities to learn in their current role 69% of employees strongly agree or agree that they have access to the training and development programmes to meet their needs 51% of employees strongly agree or agree that they are encouraged to try new activities that help them grow personally and professionally The quantitative data reflects that the majority of employees have access to training and development opportunities to meet their needs. 165
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The employee feedback will be used to inform learning and development improvement activity. This will be supported through the refreshed management and leadership training approach, alongside updated mandatory training and induction arrangements. 5.1.7 Respect and Inclusion 67% of employees strongly agree or agree that they feel respected and included at work 70% of employees strongly agree or agree that the organisation values diversity and promotes inclusion 65% of employees strongly agree or agree that they can express their ideas without fear of bias or discrimination The quantitative data indicates that the majority of employees believe that the Council values diversity and promotes inclusion and that they feel respected and included at work. The employee feedback will be used to inform further improvement activity. This will be supported through the re-establishment of the employee network in May 2026 and the ongoing review and refresh of equality-related training where required. 5.1.8 Satisfaction and Pride 60% of employees strongly agree or agree that they are satisfied with their current role 45% of employees strongly agree or agree that they are proud to work for the Council 52% of employees would recommend the Council as a great place to work The quantitative data indicates that the majority of employees say they are satisfied within their current role and would recommend the Council as a great place to work. The employee feedback will be used to inform improvement activity across services. This will include progressing the employee recognition scheme, promoting employee support and Council benefits. 6. High- level “Free Text” Summary by Resource (Qualitative Responses) 6.1. The survey offered a free text option should employees wish to supplement their responses by providing additional context and or their experiences, using their own words. 6.2. Across the Council, comments show strong commitment to public service, local team support and pride in delivering services, alongside recurring responses about workload, workplace conditions, communication, trust in decision-making and consistency in the application of working arrangements. 6.3. Summaries are provided in Appendix 2 of the main qualitative themes by Resource and are intended to support Executive Directors in Resources to create a local improvement action plan. The full survey results have been shared with Resource Executive Directors to support the creation of their action plan. 7. Communication, Action Planning and timeline 7.1 Providing feedback to employees on the survey themes and the actions being taken will help maintain confidence in the survey process and support ongoing engagement. 166
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7.2. Each Executive Director is leading on the development of a Resource improvement action plan to address the feedback identified within their area. 7.3. Communications to employees will be a key part of this process, ensuring key messages from the survey are being communicated and what actions and progress are being made. 7.4. The communication approach for the survey feedback and ongoing actions will be:- Personnel Circular and Management Bulletin intranet survey results page Resource-level briefings public summary on the Council website 8. Employee Implications 8.1. There are no further employee implications arising from this report. 9. Financial Implications 9.1. There are no financial implications arising from this report. 10. Climate Change, Sustainability and Environmental Implications 10.1 There are no climate change, sustainability, or environmental implications from this report. 11. Risk and Other Implications 11.1 There are no other implications from this report. 12. Integrated Impact Assessment and Consultation Requirements 12.1 Although there is no requirement for an integrated impact assessment, trade union colleagues will be consulted as required through the normal partnership working arrangements. 11 June 2026 Jackie Taylor Executive Director (Finance and Corporate Resources) Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Previous References None 167
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List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Michelle Milne, Head of Personnel Services Tel: (01698) 454330 E-mail: michelle.milne@southlanarkshire.gov.uk 168
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Appendix 1 Quantitative Data Work Environment 143 352 586 812 318 0 100 200 300 400 500 600 700 800 900 Strongly disagree Disagree Neutral Agree Strongly agree My work environment helps me perform my best Respondents 106 244 414 925 581 0 100 200 300 400 500 600 700 800 900 1000 Strong disagree Disagree Neutral Agree Strongly agree I feel safe and comfortable in my workplace Respondents 150 355 407 896 391 0 100 200 300 400 500 600 700 800 900 1000 Strongly disagree Disagree Neutral Agree Strongly agree I have the equipment and resources I need to do my job well Respondents 169
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Council Standards and Complaints 57 164 339 1064 580 0 200 400 600 800 1000 1200 Strongly disagree Disagree Neutral Agree Strongly agree I am trusted to make decisions about my job Respondents 228 349 612 701 306 0 100 200 300 400 500 600 700 800 Strongly disagree Disagree Neutral Agree Strongly agree I feel valued as an employee of South Lanarkshire Council Respondents 5 33 127 1186 858 0 200 400 600 800 1000 1200 1400 Strongly disagree Disagree Neutral Agree Strongly agree I am aware of council standards Respondents 170
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Management, Communication, and Morale 22 143 295 1072 670 0 200 400 600 800 1000 1200 Strongly disagree Disagree Neutral Agree Strongly agree I am aware of the council's complaints handling procedure Respondents 55 177 347 898 735 0 100 200 300 400 500 600 700 800 900 1000 Strongly disagree Disagree Neutral Agree Strongly agree My manager communicates expectations clearly Respondents 171
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132 302 512 756 506 0 100 200 300 400 500 600 700 800 Strongly disagree Disagree Neutral Agree Strongly agree I receive regular feedback on my performance that helps me improve Respondents 44 93 192 820 1052 0 200 400 600 800 1000 1200 Strongly disagree Disagree Neutral Agree Strongly agree I can approach my line manager when required Respondents 93 240 393 838 642 0 100 200 300 400 500 600 700 800 900 Strongly disagree Disagree Neutral Agree Strongly agree Communication within my team is clear and effective Respondents 172
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Teamwork 90 206 406 893 611 0 100 200 300 400 500 600 700 800 900 1000 Strongly disagree Disagree Neutral Agree Strongly agree I feel valued as a member of my team Respondents 39 115 310 952 789 0 100 200 300 400 500 600 700 800 900 1000 Strongly disagree Disagree Neutral Agree Strongly agree My team works well together to achieve the needs of the service Respondents 35 111 258 939 862 0 100 200 300 400 500 600 700 800 900 1000 Strongly disagree Disagree Neutral Agree Strongly agree Team members support each other when challenges arise Respondents 173
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211 354 532 687 424 0 100 200 300 400 500 600 700 800 Strongly disagree Disagree Neutral Agree Strongly agree Morale is good throughout my team Respondents 174
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Learning and Development 82 218 430 975 501 0 200 400 600 800 1000 1200 Strongly disagree Disagree Neutral Agree Strongly agree I have opportunities to learn in my current role Respondents 62 172 448 1004 520 0 200 400 600 800 1000 1200 Strongly disagree Disagree Neutral Agree Strongly agree I have access to the Training and Development programmes to meet my needs Respondents 125 294 646 718 421 0 100 200 300 400 500 600 700 800 Strongly disagree Disagree Neutral Agree Strongly agree I feel encouraged to try new activities that help me grow personally or professionally Respondents 175
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Respect and Inclusion 69 221 431 951 528 0 100 200 300 400 500 600 700 800 900 1000 Strongly disagree Disagree Neutral Agree Strongly agree I feel respected and included at work Respondents 56 110 488 1015 532 0 200 400 600 800 1000 1200 Strongly disagree Disagree Neutral Agree Strongly agree The organisation values diversity and promotes inclusion Respondents 109 199 460 937 501 0 100 200 300 400 500 600 700 800 900 1000 Strongly disagree Disagree Neutral Agree Strongly agree I can express my ideas without fear of bias or discrimination Respondents 176
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Satisfaction and Pride 66 158 650 877 457 0 100 200 300 400 500 600 700 800 900 1000 Strongly disagree Disagree Neutral Agree Strongly agree I am satisfied with my current role Respondents 228 349 612 701 306 0 100 200 300 400 500 600 700 800 Strongly disagree Disagree Neutral Agree Strongly agree I am proud to work for this organisation Respondents 123 243 688 772 379 0 100 200 300 400 500 600 700 800 900 Strongly disagree Disagree Neutral Agree Strongly agree I would recommend this organisation as a great place to work Respondents 177
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Appendix 2 High- Level Overview by Resource Community and Enterprise – Summary Staff report strong commitment to frontline and community-facing work and pride in local teams. These sentiments reflect a deep sense of responsibility towards delivering essential services directly to the public and fostering positive relationships within their immediate working groups. Employees frequently express satisfaction in the tangible impact their roles have on the wider community. There is an opportunity to remind managers of the Council’s agreed working styles and ensure consistency of application of this and of workplace arrangements for DSE, meeting/quiet spaces, whilst raising awareness of local processes on how decision making is made. Education – Summary Staff commitment to pupils and colleagues remains high. Staff demonstrate resilience and dedication. There is a strong sense of teamwork, pride in their roles, and commitment to providing high-quality support and education. Many employees’ express satisfaction in the positive impact they have on pupils and colleagues, and value the collaborative culture within their settings. Morale is bolstered by supportive relationships, visible leadership, and opportunities to learn. To improve employee sentiment and experience there could be an opportunity to raise awareness of the work taking place in health and safety and the activity taking place on accidents and incident reporting; while reinforcing the Council commitment to essential CPD time for frontline staff. Finance and Corporate – Summary Staff report feeling supported within teams, with many expressing appreciations for the collaborative atmosphere and camaraderie amongst colleagues. There is a strong sense of community, with team members readily offering guidance and encouragement, which helps to foster resilience and a positive workplace culture. Employees frequently acknowledge the commitment of their peers and the visible efforts made by managers to create an inclusive and supportive environment. To improve employee sentiment and experience there is an opportunity to re-confirm agile working arrangements and supports in place. A refresh of communications around meeting space and continue work around service improvements and efficiencies and strengthen and reinforce expectations for regular performance conversations and recognition. Housing and Technical – Summary Staff report high commitment to tenants and service users and strong performance in many local teams. Many staff continue to demonstrate resilience and adaptability in the face of change. Employees often highlight the value of supportive colleagues and the sense of camaraderie within teams, which contributes positively to morale. Opportunities for collaboration and open communication help individuals feel 178
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empowered to share their ideas and take initiative, fostering a culture where discretionary effort is recognised and appreciated. To improve employee sentiment and experience there is an opportunity to reinforce approaches to working styles with communication on reasonable adjustments in line with the current policy. Practical, environment improvements that support and enable confidential work; ensure system changes are supported with fit-for-purpose training; address workload and vacancy hotspots and communicate visible follow-through on survey themes. Social Work – Summary Staff report strong professional commitment and team-level support, staff within each service area consistently display outstanding dedication, resilience, and adaptability, even when faced with challenging circumstances. Their unwavering commitment to supporting colleagues, fostering positive relationships, and prioritising high-quality service delivery contributes significantly to a culture of teamwork and shared pride. Employees frequently highlight the satisfaction they gain from making a meaningful difference in their roles, valuing both the collaborative spirit and opportunities for professional growth within their teams. Visible leadership, supportive environments, and access to learning have all played a key role in encouraging staff to strive for excellence. To improve employee sentiment and experience there could be an opportunity to communicate to employees all the supports available in the workplace and processes around reporting and requesting a refresh of equipment; and review of work requirements as part of the appraisal processes; ensuring and reminding managers of allocating time for supervision, learning and reflection; increase visible senior engagement and feedback on actions taken. 179
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Report Agenda Item Report to: Finance and Corporate Resources Committee Date of Meeting: 1 July 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Notification of Contracts Awarded: 1 October 2025 to 31 March 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification to Committee, in accordance with Standing Orders on Contracts, of contracts awarded by Finance and Corporate Resources during the period 1 October 2025 to 31 March 2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. The details of contracts awarded for the period 1 October 2025 to 31 March 2026, on the basis of lowest offer and/or most economically advantageous offer submitted, is provided at Appendix 1. 4.2. The details of contracts extended for the period is provided at Appendix 2. 5. Employee Implications 5.1. There are no employee implications arising from this report. 6. Financial Implications 6.1. Appropriate budget provision is in place for all contracts awarded. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications arising from the information presented in this report. 18 181
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8. Risk and Other Implications 8.1. There are no direct risks or implications for sustainability in terms of the information contained in this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy nor recommend a change to an existing policy, function or strategy and therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 1 May 2026 Link(s) to Council Values/Priorities/Outcomes Value: Accountable, effective, efficient and transparent Previous Reference Finance and Corporate Resources Committee, 19 November 2025 List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.UK 182
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Appendix 1 Contracts Awarded by Finance and Corporate Resources over £50,000 in value Contract Reference Number Contract Description Contractor Name Estimated Value Start Date End Date Extension Date Award date SLC/FC/25/070 NBS Chorus Subscription Hubexo north UK ltd 106,907.50 01/10/2025 30/09/2026 30/09/2027 01/10/2025 SLC/FC/24/018 Supply, Installation and Maintenance of a Corporate Telematics Solution Ctrack telematics ltd 275,355.00 01/03/2026 31/08/2027 31/12/2027 03/10/2025 SLC/FC/24/047 Legal Services – Burness Paull LLP (CCS Public Sector) Burness Paull 450,000.00 01/04/2024 05/09/2028 - 10/10/2025 SLC/FC/25/045 Lease Management Software Yardi systems ltd 155,204.00 10/11/2025 09/11/2027 09/11/2028 07/11/2025 SLC/FC/25/080 Payables Fraud Software Computacenter (UK) ltd 91,789.68 01/12/2025 30/11/2027 - 02/12/2025 SLC/FC/24/040 Upgrade of SLC Website – SLC Website, Intranet and Galaxy Jadu creative ltd 155,530.75 15/12/2025 14/12/2029 14/12/2031 15/12/2025 SLC/FC/25/010 Licensing & Registration Solution Nec software solutions UK ltd 183,850.00 01/01/2026 31/12/2030 31/12/2035 22/12/2025 SLC/FC/25/087 Environmental Health and Trading Standards System (Civica Cx) Civica UK limited 98,001.00 01/02/2025 31/01/2028 - 23/12/2025 SLC/FC/24/029 Mobile Client Devices HP Inc UK limited 2,400,000.00 16/11/2025 15/11/2027 15/11/2029 23/12/2025 SLC/FC/25/007 Causeway Project Accounting (CPA) System Causeway technologies ltd 266,990.98 22/12/2025 21/12/2026 21/12/2027 26/12/2025 SLC/FC/26/003 Mobile Device Management - Omnissa Workspace ONE Computacenter (UK) ltd 166,950.00 29/01/2026 28/01/2027 - 23/01/2026 SLC/FC/25/109 BACS Processing Software Bottomline technologies ltd 300,219.82 28/01/2026 27/01/2030 27/01/2031 27/01/2026 SLC/FC/26/014 Technical Insurance Policy Aon UK ltd 1,373,069.60 01/02/2026 31/03/2030 - 30/01/2026 SLC/FC/25/097 BT Private Circuits Renewals British telecommunications plc 849,388.17 24/09/2020 01/05/2028 - 12/02/2026 SLC/FC/25/083 Payment Acceptance Worldpay (uk) ltd 477,760.72 01/03/2026 28/02/2027 28/02/2028 16/02/2026 183
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Contract Reference Number Contract Description Contractor Name Estimated Value Start Date End Date Extension Date Award date SLC/FC/25/021 Provision of Employee Physiotherapy Services Physicare 747,112.50 08/06/2026 07/06/2029 07/06/2031 16/02/2026 SLC/FC/24/121 Provision of Sheriff Officer Services Stirling Park & co 196,987.39 01/03/2026 28/02/2029 28/02/2031 27/02/2026 SLC/FC/23/079 Debt Management & Diligence Services Stirling Park & co 455,385.51 01/04/2026 31/03/2029 31/03/2031 01/03/2026 SLC/FC/25/113 Oracle - Technical Support Services Oracle corporation UK ltd 189,260.93 06/04/2026 05/04/2027 - 03/03/2026 SLC/FC/25/022 Hosted Energy Management System (Energy Manager) Systemslink 2000 limited 84,944.00 01/04/2026 31/03/2029 31/03/2030 13/03/2026 SLC/FC/25/024 Provision of Security for Offices Securigroup services ltd 844,635.54 01/04/2026 31/03/2028 31/03/2030 17/03/2026 SLC/FC/26/022 ConSol Annual Maintenance and Technical Support Fujitsu services 197,748.00 01/04/2026 31/03/2027 - 20/03/2026 SLC/FC/26/017 Citrix Licence Renewal Proact it UK limited 83,992.50 01/04/2026 31/03/2029 - 30/03/2026 SLC/FC/26/016 RedSky Software Maintenance & Support Redsky IT (Hemel) ltd 142,573.69 01/05/2026 30/04/2029 30/04/2032 30/03/2026 SLC/FC/25/086 NFC199 Adobe Licenses Bytes software services ltd 150,025.89 31/03/2026 30/03/2029 30/03/2030 31/03/2026 184
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Appendix 2 Contract Extensions for contracts over £50,000 in value Contract Reference Number Contract Description Contractor Name Estimated Value (£) Extension Value (£) Date of Extension Start Date End Date Further Extension Date SLC/PS/FINCOR/ 21/104 Support & Maintenance of Committee Administration System (CMIS) Astech consultants ltd 77,079.88 34,478.88 09/10/2025 01/12/2025 30/11/2028 SLC/FC/25/019 Provision of Employee Physiotherapy Services Physicare 189,339.95 98,608.56 02/12/2025 08/12/2025 07/06/2026 SLC/FC/23/054 Legal Services Providers Harper MacLeod LLP, Brodies LLP, Morton Fraser LLP, Anderson Strathern LLP, Shepard and Wedderburn LLP, DWF Biggart Bailies LLP, Clyde & Co. (Scotland) LLP, CMS Cameron McKenna Nabarro Olswang LLP, Olswang LLP 666,667.00 200,000.16 27/01/2026 21/12/2024 20/12/2026 20/08/2027 SLC/PS/FINCOR/ 20/079 Supply and Maintenance of Software and Hardware for Parking System Imperial Civil Enforcement Solutions £226,917.55 £44,634.00 12/12/2025 01/04/2026 31/03/2028 SLC/PS/FINCOR/ 22/095 Orbis Annual Support, Maintenance and Consultancy Nec software solutions UK ltd 1,124,260.00 468,704.00 29/12/2025 01/04/2026 31/03/2028 SLC/PS/FINCOR/ 22/158 SLC Website Hosting Jadu creative ltd 311,247.62 78,448.89 11/02/2026 01/04/2026 31/03/2027 31/03/2028 185
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SLC/PS/FINCOR/ 22/020 Supply & Delivery of First Aid Materials Fast-aid products ltd 227,000.00 50,098.40 16/02/2026 01/04/2026 31/03/2027 SLC/FC/24/003 ArcGIS Licences and Maintenance Esri (UK) ltd 165,064.92 85,559.92 16/02/2026 01/04/2026 31/03/2027 SLC/PS/FINCOR/ 23/015 Legal Online Research Package - Annual Subscription Crown Office & Procurator Fiscal service 64,102.50 21,672.00 22/02/2026 01/04/2026 31/03/2028 SLC/FC/25/031 Annual Renewal of CMER AutoDesk AutoCAD Licences Computacenter (UK) ltd 76,074.52 34,812.79 27/02/2026 14/04/2026 13/04/2027 SLC/PS/FINCOR/ 22/083 Grantvisor and BizVisor Software Idcomputer Software ltd 80,337.33 16,957.73 16/03/2026 01/04/2026 31/03/2027 31/03/2028 SLC/FC/23/133 Property Insurance Risk management partners 12,172,620.96 7,440,000.00 29/03/2026 01/04/2027 31/03/2030 SLC/FC/25/025 Building Standards Regulations (CIS) Licenses Allium UK holding ltd 85,990.49 33,071.27 29/03/2026 17/04/2026 16/04/2027 186