Agenda Document Pack - Employee, Equalities, Diversity and Inclusion Forum - 17/06/2026
South Lanarkshire Council · 17 June 2026
Back to Employee, Equalities, Diversity and Inclusion Forum — 17 June 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 09 June 2026 Dear Councillor Employee, Equalities, Diversity and Inclusion Forum The Members listed below are requested to attend a meeting of the above Forum to be held as follows:- Date: Wednesday, 17 June 2026 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Mo Razzaq (Chair), Margaret Cowie (Depute Chair), Walter Brogan, Janine Calikes, Ross Clark, Grant Ferguson, Ross Lambie, Catherine McClymont, Mark McGeever, Kirsten Robb Substitutes Mathew Buchanan, Poppy Corbett, Cal Johnston-Dempsey, Gavin Keatt, Katy Loudon, Norman Rae 1
Page 2
BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Employee, Equalities, Diversity and Inclusion Forum held on 4 March 2026 submitted for approval as a correct record. (Copy attached) 3 - 8 Item(s) for Consideration 3 Council-wide Workforce Monitoring – 1 January to 31 March 2026 Report dated 14 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 9 - 30 4 Housing and Technical Resources – Workforce Monitoring – 1 January to 31 March 2026 Joint report dated 13 May 2026 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 31 - 38 5 Annual Report - Mainstreaming Equality and Diversity - Housing and Technical Resources Report dated 13 May 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 39 - 50 6 Harriett Gardens Supported Accommodation Presentation by J Fernie, Homelessness and Housing Support Manager, Housing and Technical Resources 7 Employee Equalities Diversity and Inclusion Action Plan Progress Report Report dated 12 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 51 - 66 Urgent Business 8 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Ishara Opatha Clerk Telephone: 07385 370069 Clerk Email: ishara.opatha@southlanarkshire.gov.uk 2
Page 3
EMPLOYEE, EQUALITIES, DIVERSITY AND INCLUSION FORUM Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 4 March 2026 Chair: Councillor Mo Razzaq Councillors Present: Councillor Walter Brogan, Councillor Janine Calikes, Councillor Ross Clark, Councillor Margaret Cowie (Depute), Councillor Grant Ferguson, Councillor Catherine McClymont Councillors' Apologies: Councillor Ross Lambie, Councillor Mark McGeever, Councillor Kirsten Robb Attending: Finance and Corporate Resources A Bell, Team Leader, Consultation, Organisational Development and Equality; A Floyd, Learning and Development Adviser; K Gormal, Employee Development and Diversity Manager; S Jessup, Administration Assistant; E McPake, HR Business Manager; I Opatha, Administration Officer Also Attending: G Buchanan, UNITE; C Calder, Manager, Seniors Together; T Slaven, UNISON 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Employee, Equalities, Diversity and Inclusion Forum held on 5 November 2025 were submitted for approval as a correct record. The Forum decided: that the minutes be approved as a correct record. 3 Age-Friendly South Lanarkshire A presentation on ‘Age-Friendly South Lanarkshire’ was delivered by C Calder, Manager, Seniors Together. An ‘age-friendly city’ was an inclusive and accessible community environment that optimised opportunities for health, participation, and security for all people, in order that quality of life and dignity were ensured as people aged. Information was provided on:- the background to the Council becoming one of the World Health Organisation’s Age- Friendly Communities and the first in Scotland the 8 domains of an Age-Friendly Community, which included:- transportation civic participation and employment housing communication and information social participation community support and health services respect and social inclusion outdoor spaces and buildings 2 3
Page 4
Senior Together inputs to South Lanarkshire’s Local Development Plan 3 and Placemaking Guide the inclusion of the Seniors Together Chairperson as a member of the South Lanarkshire Community Planning Partnership Board the development of the Ageing Well Ambassadors Programme and the intention to seek endorsement from the Community Planning Partnership Board The Chair requested that a link to the video within the presentation be circulated to members and thanked C Calder for the informative presentation. The Forum decided: that the presentation be noted. 4 Council-wide Workforce Monitoring – 1 October to 31 December 2025 A report dated 30 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the following Council-wide employee information for the period 1 October to 31 December 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring Staffing Watch as at 13 December 2025 The Forum decided: that the report be noted. [Reference: Minutes of 5 November 2025 (Paragraph 4)] 5 Finance and Corporate Resources – Workforce Monitoring – 1 October to 31 December 2025 A report dated 30 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the following employee information for Finance and Corporate Resources for the period 1 October to 31 December 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring Staffing Watch at 13 December 2025 The Forum decided: that the report be noted. [Reference: Minutes of 11 December 2024 (Paragraph 5)] 4
Page 5
6 Annual Report on Mainstreaming Equalities and Diversity – Finance and Corporate Resources A report dated 6 January 2026 by the Executive Director (Finance and Corporate Resources) was submitted advising of the strategic and operational work being undertaken by Finance and Corporate Resources to meet the commitments within ‘South Lanarkshire Working for You’ Mainstreaming Equalities Report 2025 to 2029. Details were provided on the strategic and operational activities being undertaken or planned by the Resource in relation to the following:- supporting equalities mainstreaming equalities Administration and Legal Services the Benefits and Revenue team Money Matters Advice Service Communications and Strategy Services the Customer Services Centre Finance Services Information Technology Services Personnel Services the Vocational Development team communication and support partnerships including:- Seniors Together South Lanarkshire Community Planning Partnership community-led Community Partnerships neighbourhood planning stakeholder groups British Sign Language (BSL) activities Gaelic language activities performance measurement The Employee Development and Diversity Manager undertook to provide the Forum with further information on the schools selected for the free school meals pilot. The Forum decided: (1) that the report be noted; and (2) that the work being undertaken by Finance and Corporate Resources in terms of mainstreaming equalities be noted. [Reference: Minutes of 11 December 2024 (Paragraph 6)] 7 Disability Policy A report dated 16 February 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the introduction of a standalone Disability Policy to enhance and support the Council’s duties under the Equality Act 2010. In 2018, the Council became a Disability Confident Scheme member at level 3, which was 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. 5
Page 6
Information was provided on:- the Council’s current polices that addressed disability exclusion the improvements that would be introduced through the implementation of the Disability Policy The draft Disability Policy, attached as Appendix 1 to the report, would be submitted to the Finance and Corporate Resources Committee on 6 May 2026. In response to a member’s question, the HR Business Manager undertook to review the wording in Appendix 3, Section 2, Step 9 to clarify the requirements for returning equipment. The Forum decided: (1) that the content of the report be noted; (2) that the draft Disability Policy, attached as Appendix 1 to the report, be noted; and (3) to note that the Policy would be submitted to the Finance and Corporate Resources Committee on 6 May 2026 for approval. 8 Employee, Equalities, Diversity and Inclusion Action Plan Progress Report A report dated 12 February 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Employee, Equalities, Diversity and Inclusion (EEDI) Action Plan. Recruitment equalities monitoring information was reported through workforce monitoring reports submitted to Resource committees, this Forum and other relevant groups. At each stage, data was separated by sex, age, disability, ethnicity, and previous service in the armed forces. Information was provided on a recent assessment of the percentage of Black and Minority Ethnic (BME) applicants, which showed that the percentage of applicants appointed was broadly representative of the South Lanarkshire BME population. An update was provided on progress against the following actions outlined in the EEDI Action Plan, attached as Appendix 1 to the report:- review recruitment processes training for recruitment panels diverse interview panels enhanced advertising collaborate with community organisations The Chair, on behalf of the Forum, congratulated officers on the work undertaken in developing the Action Plan and acknowledged the significant effort involved. The Forum decided: (1) that the content of the report be noted; and (2) that progress against each of the actions in the Plan be noted. [Reference: Minutes of 28 May 2025 (Paragraph 7)] 6
Page 7
9 Forward Plan for Employee, Equalities, Diversity and Inclusion Forum A report dated 23 February 2026 by the Executive Director (Finance and Corporate Resources) was submitted on potential future topics for consideration by the Forum. The Forum had already received reports from each of the Council’s Resources on the progress against the Council’s 2025 to 2029 Mainstreaming Equalities Outcomes, as outlined in Appendix 1 to the report. Following consultation with members, the following topics were proposed as potential topics for consideration by the Forum:- British Sign Language (BSL) activity Diversity Liaison Officers legislation updates gender-based violence Scottish Women’s Budgeting Group and gender budgeting calendar of equality events and commemorations recruitment activity neurodiversity digital inclusion understanding the Fairer Scotland Duty This list was not exhaustive and would be considered in line with the Forum’s existing structures, enabling flexibility as required, should other key topics of work arise. Trades Unions would be consulted on key topics as they arose as part of the agreed partnership working arrangements. The Forum decided: that the content of the report be noted. [Reference: Minutes of 5 November 2025 (Paragraph 7)] 10 Urgent Business There were no items of urgent business. 7
Page 8
8
Page 9
\ Report Agenda Item Report to: Employee, Equalities, Diversity and Inclusion Forum Date of Meeting: 17 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Council-wide Workforce Monitoring – 1 January to 31 March 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information relating to the Council for the period 1 January to 31 March 2026 [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for the period 1 January to 31 March 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 Employee, Equalities, Diversity and Inclusion Forum. This report for the Council provides information on the position for the period 1 January to 31 March 2026. 4. Attendance Statistics 4.1. Information on absence statistics for the Council and each Resource, as analysed for March 2026, is provided in appendices 1 to 8. Points to note are:- The Council’s absence rate for March 2026, shown in Appendix 1, is 6.7% which represents a decrease of 0.1% when compared to the previous month and a decrease of 0.1% when compared to March 2025. When compared to March 2025, the APT&C absence rate has decreased by 0.4%, the teachers’ figure has increased by 0.3% and the manual workers’ figure has increased by 0.3%. 3 9
Page 10
Based on annual trends and the absence rate to March 2026, the annual average absence rate for the Council for 2025/2026 is 6.0%. In comparison to March 2025 (Appendix 8):- psychological and musculoskeletal conditions are the top 2 reasons for absence total days lost due to psychological conditions have decreased by 15 days total days lost due to musculoskeletal conditions have increased by 205 days Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 5. Occupational Health 5.1. Information on Occupational Health for the period 1 January to 31 March 2026 is provided in Appendix 9. during the period there were 541 employees referred for a medical examination, which is an increase of 13 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 535 employees attended physiotherapy treatment, showing an increase of 39 when compared to the same period last year. Of the 535 employees referred, 59% remained at work whilst undertaking treatment during the period 623 employees were referred to the Employee Support Officer, showing an increase of 34 when compared with the same period last year. Of the referrals made this period, 90% related to personal reasons 225 employees were referred to the PAM Assist counselling service this period, showing an increase of 3 when compared with the same period last year. All the referrals made this period were made directly by employees. Personal reasons accounted for 17% of the referrals made, 17% were for work related reasons and 66% were for other reasons 20 employees were referred for Cognitive Behavioural Therapy this period, a decrease of 35 when compared to the same period last year 6. Accidents/Incidents 6.1. The accident/incident report for 1 January to 31 March 2026 is contained in Appendix 10. the number of accidents/incidents recorded was 706, of those, all 706 have been investigated of those investigated, 2 specified injuries were recorded of those investigated, there were 117 minor accidents/incidents of those investigated, there were no accidents that resulted in an absence lasting over 3 days of those investigated, there was 1 accident that resulted in an absence lasting over 7 days 10
Page 11
7. Discipline, Grievance, Dignity at Work Hearings and Mediation Referrals 7.1. Information on Disciplinary, Grievance Hearings, Dignity at Work and Mediation Referrals for 1 January to 31 March 2026 is contained in appendices 11, 12a and 12b. During the period:- a total of 55 disciplinary hearings were held across Resources within the Council, this figure has increased by 6 when compared to the same period last year action was taken in 53 of these cases. No appeals were raised against the outcome our target is to convene disciplinary hearings within 6 weeks, 44% of hearings met this target. The main reason(s) for not meeting this target relate to the availability of all the relevant parties including requests to reschedule dates due to annual leave and/or absences. Personnel Services works with employees and the relevant trades unions to ensure hearings are convened as timeously as possible and there is an action plan in place to monitor timescales and to take steps to address areas of concern no appeals were heard at Resource level 7 appeals were submitted to the Appeals Panel, 4 were not upheld, 2 were withdrawn and 1 is scheduled to be heard in May 2026 9 grievances were submitted, all of which are currently being investigated. 11 Dignity at Work complaints were raised, all of which are currently being investigated no referrals for mediation were submitted 8. Analysis of Leavers and Exit Interviews 8.1. Information on the number of leavers and exit interviews for the period 1 January to 31 March 2026 is contained in Appendix 13. Exit questionnaires are completed by employees who leave voluntarily. Labour Turnover Using information compiled from Resources and Staffing Watch information as at 14 March 2026, the Council’s turnover figure for 1 January to 31 March 2026 is as follows:- 128 leavers eligible for exit interviews/15,688 employees in post = Labour Turnover of 0.8%. Based on the figure at March 2026, the annual labour turnover figure for the financial year 2025/2026 for the Council is 4.8%. 8.2. Analysis of Leavers and Exit Questionnaires:- 128 employees left the Council that were eligible to complete an exit questionnaire, this is an increase of 1 when compared with the same period last year a total of 31 exit interviews were conducted which is an decrease of 2 when compared with same period last year 9. Recruitment Monitoring 9.1. Information on Recruitment Monitoring for 1 January to 31 March 2026 is contained within Appendix 14. 11
Page 12
From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:- overall, 7,857 applications and 7,857 completed Equal Opportunities Monitoring Forms were received of those applicants who declared themselves as disabled (452), 285 were shortleeted for interview and 20 were appointed of those applicants of a black/ethnic minority background (1118), 392 were shortleeted for interview and 28 were appointed of those applicants who are ex-armed forces (62), 37 were shortleeted for interview and 11 were appointed 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. 11. Employee Implications 11.1. There are no implications for employees arising from the information presented in this report. 12. Financial Implications 12.1. All financial implications are accommodated within existing budgets. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no climate change, sustainability or environmental implications arising from the information presented in this report. 14. Other Implications 14.1. There are no implications for risk in terms of the information contained within this report. 15. Integrated Impact Assessment and Consultation Requirements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 15.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 14 May 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 12
Page 13
Previous References Employee, Equalities, Diversity and Inclusion Forum – 4 March 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 13
Page 14
2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.2 5.2 6.0 April 2.8 2.9 3.5 April 7.0 7.3 7.3 April 5.1 5.2 5.7 May 5.1 5.4 5.6 May 3.2 3.0 3.8 May 6.2 7.1 7.4 May 5.1 5.3 5.6 June 4.9 5.3 5.6 June 2.2 2.8 2.9 June 6.5 7.2 7.5 June 4.7 5.2 5.4 July 4.0 4.3 4.6 July 1.1 1.0 1.4 July 5.8 6.3 6.5 July 3.8 4.1 4.3 August 4.2 4.6 5.0 August 1.3 1.9 1.7 August 6.2 7.5 7.0 August 4.1 4.7 4.7 September 5.2 6.2 5.9 September 2.9 3.5 4.1 September 7.6 8.3 8.3 September 5.3 6.1 6.1 October 5.2 6.3 6.0 October 2.7 3.8 4.2 October 7.1 7.7 8.4 October 5.1 6.0 6.2 November 6.1 7.0 6.8 November 4.3 5.0 5.3 November 8.1 8.4 8.8 November 6.2 6.9 7.0 December 6.7 7.1 7.3 December 4.8 5.4 5.6 December 7.8 8.5 9.5 December 6.6 7.0 7.5 January 5.8 6.8 6.2 January 4.8 4.9 5.0 January 7.8 8.3 8.4 January 6.1 6.7 6.5 February 6.3 7.0 6.4 February 4.9 4.9 5.1 February 8.0 9.0 9.1 February 6.4 7.0 6.8 March 6.3 7.0 6.6 March 4.1 4.5 4.8 March 8.1 8.4 8.7 March 6.3 6.8 6.7 Annual Average 5.4 6.0 6.0 Annual Average 3.3 3.6 4.0 Annual Average 7.2 7.8 8.1 Annual Average 5.4 5.9 6.0 7328 4003 4438 15769 Council Wide No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Council Wide APT&C Teachers No of Employees at 31 March 2026 No of Employees at 31 March 2026 Manual Workers 14
Page 15
2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 3.6 3.2 3.5 April 6.3 6.8 7.2 April 6.0 6.3 6.6 April 5.1 5.2 5.7 May 3.7 3.1 2.6 May 6.3 6.3 7.4 May 5.9 5.9 6.6 May 5.1 5.3 5.6 June 4.3 4.1 3.6 June 5.9 6.4 7.4 June 5.7 6.0 6.8 June 4.7 5.2 5.4 July 2.3 3.8 3.6 July 4.6 4.5 5.9 July 4.3 4.4 5.5 July 3.8 4.1 4.3 August 3.0 3.4 2.5 August 5.2 6.2 6.7 August 4.9 5.7 6.1 August 4.1 4.7 4.7 September 2.5 3.8 3.5 September 7.1 7.5 8.2 September 6.4 6.9 7.4 September 5.3 6.1 6.1 October 2.0 4.2 3.3 October 7.0 7.2 8.2 October 6.3 6.7 7.4 October 5.1 6.0 6.2 November 2.6 3.6 3.3 November 8.1 8.3 8.6 November 7.3 7.6 7.7 November 6.2 6.9 7.0 December 3.0 3.8 4.6 December 7.5 8.1 9.1 December 6.8 7.4 8.4 December 6.6 7.0 7.5 January 3.6 3.9 4.1 January 7.4 7.8 8.0 January 6.9 7.2 7.4 January 6.1 6.7 6.5 February 4.0 4.0 3.6 February 7.8 8.7 9.0 February 7.2 7.9 8.1 February 6.4 7.0 6.8 March 3.2 3.5 4.8 March 7.9 8.2 8.6 March 7.2 7.4 8.0 March 6.3 6.8 6.7 Annual Average 3.2 3.7 3.6 Annual Average 6.8 7.2 7.9 Annual Average 6.2 6.6 7.2 Annual Average 5.4 5.9 6.0 590 2862 3452 15769No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 2 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total 15
Page 16
2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.0 5.4 6.8 April 2.8 2.9 3.5 April 3.8 4.0 4.9 April 5.1 5.2 5.7 May 5.4 6.0 6.6 May 3.2 3.0 3.8 May 4.2 4.4 5.0 May 5.1 5.3 5.6 June 4.8 5.5 6.3 June 2.2 2.8 2.9 June 3.4 4.1 4.4 June 4.7 5.2 5.4 July 3.4 3.2 3.8 July 1.1 1.0 1.4 July 2.2 2.0 2.4 July 3.8 4.1 4.3 August 4.0 3.9 4.4 August 1.3 1.9 1.7 August 2.5 2.8 2.8 August 4.1 4.7 4.7 September 5.9 6.6 5.8 September 2.9 3.5 4.1 September 4.3 4.9 4.8 September 5.3 6.1 6.1 October 5.5 6.5 6.6 October 2.7 3.8 4.2 October 4.0 5.0 5.2 October 5.1 6.0 6.2 November 7.1 7.8 8.2 November 4.3 5.0 5.3 November 5.6 6.2 6.6 November 6.2 6.9 7.0 December 8.1 8.6 8.5 December 4.8 5.4 5.6 December 6.3 6.8 6.9 December 6.6 7.0 7.5 January 6.6 8.0 7.2 January 4.8 4.9 5.0 January 5.6 6.3 5.9 January 6.1 6.7 6.5 February 7.2 8.4 7.5 February 4.9 4.9 5.1 February 6.0 6.5 6.1 February 6.4 7.0 6.8 March 7.5 8.3 7.8 March 4.1 4.5 4.8 March 5.7 6.2 6.1 March 6.3 6.8 6.7 Annual Average 5.9 6.5 6.6 Annual Average 3.3 3.6 4.0 Annual Average 4.5 4.9 5.1 Annual Average 5.4 5.9 6.0 3246 4003 7249 15769 Resource Total No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 3 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Education Resources Council WideAPT&C Teachers 16
Page 17
2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 3.6 2.8 3.0 April 0.0 0.0 0.0 April 3.6 2.8 3.0 April 5.1 5.2 5.7 May 3.9 3.2 2.7 May 0.0 0.0 0.0 May 3.9 3.2 2.7 May 5.1 5.3 5.6 June 4.2 3.2 2.9 June 0.0 0.0 0.0 June 4.2 3.2 2.9 June 4.7 5.2 5.4 July 3.5 3.5 3.0 July 0.0 0.0 0.0 July 3.5 3.5 3.0 July 3.8 4.1 4.3 August 3.8 2.6 4.0 August 0.0 0.0 0.0 August 3.8 2.6 4.0 August 4.1 4.7 4.7 September 3.9 3.2 4.0 September 0.0 0.0 0.0 September 3.9 3.2 4.0 September 5.3 6.1 6.1 October 3.2 3.2 3.9 October 0.0 0.0 0.0 October 3.2 3.2 3.9 October 5.1 6.0 6.2 November 3.5 4.6 4.5 November 0.0 0.0 0.0 November 3.5 4.6 4.5 November 6.2 6.9 7.0 December 3.3 4.4 4.7 December 0.0 0.0 0.0 December 3.3 4.4 4.7 December 6.6 7.0 7.5 January 2.8 3.7 3.5 January 0.0 0.0 0.0 January 2.8 3.7 3.5 January 6.1 6.7 6.5 February 3.5 3.5 4.1 February 0.0 0.0 0.0 February 3.5 3.5 4.1 February 6.4 7.0 6.8 March 2.6 3.7 3.9 March 0.0 0.0 0.0 March 2.6 3.7 3.9 March 6.3 6.8 6.7 Annual Average 3.5 3.5 3.7 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.7 Annual Average 5.4 5.9 6.0 822 0 822 15769 Appendix 4 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Finance and Corporate Resources No of Employees at 31 March 2026 No of Employees at 31 March 2026 APT&C Council WideManual Workers No of Employees at 31 March 2026 Resource Total No of Employees at 31 March 2026 17
Page 18
2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.7 5.3 5.6 April 6.9 7.2 4.8 April 6.2 6.1 5.3 April 5.1 5.2 5.7 May 4.9 5.2 4.5 May 6.1 8.1 5.7 May 5.4 6.4 5.0 May 5.1 5.3 5.6 June 5.4 5.7 5.1 June 6.8 8.4 6.0 June 6.0 6.8 5.5 June 4.7 5.2 5.4 July 5.0 5.3 5.2 July 8.1 8.6 6.4 July 6.2 6.7 5.7 July 3.8 4.1 4.3 August 5.1 5.5 5.4 August 8.5 8.8 6.0 August 6.4 6.9 5.7 August 4.1 4.7 4.7 September 4.7 7.5 5.9 September 7.8 7.4 6.7 September 6.0 7.5 6.2 September 5.3 6.1 6.1 October 4.9 7.3 5.7 October 5.2 6.0 7.1 October 5.0 6.8 6.3 October 5.1 6.0 6.2 November 4.8 6.8 6.9 November 6.7 6.2 7.8 November 5.6 6.5 7.2 November 6.2 6.9 7.0 December 5.1 6.4 6.6 December 7.4 5.8 8.9 December 6.0 6.2 7.5 December 6.6 7.0 7.5 January 4.4 7.0 5.2 January 6.0 6.2 5.9 January 5.0 6.7 5.5 January 6.1 6.7 6.5 February 5.2 7.0 6.1 February 6.3 7.1 5.8 February 5.6 7.0 6.0 February 6.4 7.0 6.8 March 5.3 6.8 5.6 March 7.2 5.9 5.5 March 6.1 6.4 5.6 March 6.3 6.8 6.7 Annual Average 5.0 6.3 5.7 Annual Average 6.9 7.1 6.4 Annual Average 5.8 6.7 6.0 Annual Average 5.4 5.9 6.0 881 564 1445 15769 Council Wide No of Employees at 31 March 2026No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2023/2024, 2024/2025 & 2025/2026 APT&C Manual Workers 18
Page 19
2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 6.5 6.5 7.0 April 9.4 8.8 9.4 April 7.4 7.3 7.8 April 5.1 5.2 5.7 May 5.8 5.8 6.6 May 8.4 9.5 8.6 May 6.6 7.0 7.2 May 5.1 5.3 5.6 June 5.5 6.0 6.6 June 8.6 9.2 8.7 June 6.5 7.0 7.3 June 4.7 5.2 5.4 July 5.4 6.5 6.8 July 8.8 11.2 9.0 July 6.5 8.0 7.5 July 3.8 4.1 4.3 August 4.8 6.9 7.1 August 8.6 11.4 8.7 August 6.0 8.4 7.7 August 4.1 4.7 4.7 September 5.6 7.2 7.7 September 9.3 12.0 10.0 September 6.8 8.8 8.5 September 5.3 6.1 6.1 October 6.5 7.5 7.0 October 8.5 11.0 10.1 October 7.1 8.6 8.0 October 5.1 6.0 6.2 November 7.3 8.1 6.6 November 9.0 10.0 10.1 November 7.8 8.7 7.8 November 6.2 6.9 7.0 December 7.4 7.0 7.6 December 9.5 11.6 11.2 December 8.1 8.5 8.8 December 6.6 7.0 7.5 January 7.0 6.7 7.0 January 10.3 11.3 11.4 January 8.1 8.2 8.4 January 6.1 6.7 6.5 February 7.0 7.0 6.6 February 9.9 11.6 11.9 February 7.9 8.5 8.3 February 6.4 7.0 6.8 March 7.1 7.5 6.9 March 9.4 10.7 11.1 March 7.9 8.6 8.3 March 6.3 6.8 6.7 Annual Average 6.3 6.9 7.0 Annual Average 9.1 10.7 10.0 Annual Average 7.2 8.1 8.0 Annual Average 5.4 5.9 6.0 1789 1012 2801 15769 Manual Workers No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 6 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Social Work Resources APT&C Council WideResource Total 19
Page 20
Appendix 7 Absence by long and short term From: 1 January 2026 to 31 March 2026 Community and Enterprise 3452 2.6 4.8 7.4 2.9 5.2 8.1 2.3 5.7 8.0 Education 7249 2.6 3.3 5.9 2.3 3.8 6.1 2.2 3.9 6.1 Finance and Corporate 822 1.5 2.0 3.5 1.6 2.5 4.1 1.2 2.7 3.9 Housing & Technical 1445 2.3 3.2 5.5 2.7 3.3 6.0 2.3 3.3 5.6 Social Work 2801 3.1 5.3 8.4 2.8 5.5 8.3 2.6 5.7 8.3 Council Overall for January 2026 to March 2026 15769 2.6 3.9 6.5 2.5 4.3 6.8 2.2 4.5 6.7 February 2026 Total Short Term % Total Long Term % Resource Total Absence % March 2026 Total Short Term % Total Long Term % Resource Total Absence % Resource No of employees Total Long Term % Total Short Term % Resource Total Absence % January 2026 20
Page 21
From : 1 March 2026 to 31 March 2026 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1554 27 1445 17 84 14 273 18 812 21 4168 20 Psychological 1766 31 3176 37 358 60 565 37 1600 41 7465 37 Stomach, Bowel, Blood, Metabolic Disorders 451 8 1001 12 26 4 194 13 291 7 1963 10 Respiratory 594 10 859 10 76 13 204 13 399 10 2132 10 Other Classification 1364 24 2042 24 55 9 298 19 839 21 4598 23 Total Days Lost By Resource 5729 100 8523 100 599 100 1534 100 3941 100 20326 100 Total Work Days Available From : 1 March 2025 to 31 March 2025 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1471 29 1100 13 54 10 451 27 887 22 3963 20 Psychological 1691 34 3542 43 246 46 553 33 1448 36 7480 38 Stomach, Bowel, Blood, Metabolic Disorders 598 12 907 11 31 6 174 10 432 11 2142 11 Respiratory 465 9 974 12 60 11 180 11 554 14 2233 11 Other Classification 777 16 1703 21 147 27 300 18 727 18 3654 19 Total Days Lost By Resource 5002 100 8226 100 538 100 1658 100 4048 100 19472 100 Total Work Days Available Finance and Corporate Housing and Technical Resources 133560 71508 139522 15459 67309 14567 25767 Finance and Corporate 27519 47627 Appendix 8 Attendance Monitoring Absence Classification Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason 47027 Education Resources Percentage Housing and Technical Resources Education Resources Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason Percentage 21
Page 22
Appendix 9 Teachers Others 165 52 78 27 82 137 120 64 98 14 86 146 Jan - Mar 2025 Jan - Mar 2026 Jan - Mar 2025 Jan - Mar 2026 108 151 117 133 64 65 276 282 120 108 25 29 22 15 39 46 65 57 132 133 117 139 589 623 496 535 Reason Jan - Mar 2025 Jan - Mar 2026 Work Stress 107 38 Addiction 0 1 Jan - Feb 2025 Jan - Feb 2026 Personal 45 38 0 0 Anxiety/Depression 45 147 21 4 Bereavement 25 1 0 1 Total 222 225 0 2 3 1 31 12 55 20Total Not Disclosed Resource Education Community and Enterprise Finance and Corporate Education Housing and Technical Finance and Corporate Social Work Housing and Technical Total Social Work Total Analysis of Counselling Referrals by Cause No of Employees Referred For Cognitive Behavioural Therapy Resource Community and Enterprise Education (Teachers) Education (Others) Finance and Corporate Housing and Technical Social Work Total (Jan - Mar 2025) 528 No of Employees Referred For Physiotherapy Resource Community and Enterprise No of Employees Referred To Employee Support Officer Total (Jan - Mar 2026) 541 Occupational Health Reports From: 1 January 2026 - 31 March 2026 comparison with 1 January 2025 - 31 March 2025 Medical Referrals Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Totals 22
Page 23
Jan - Mar 2025 Jan - Mar 2026 Jan - Mar 2025 Jan - Mar 2026 Jan - Mar 2025 Jan - Mar 2026 Jan - Mar 2025 Jan - Mar 2026 Jan - Mar 2025 Jan - Mar 2026 Jan - Mar 2025 Jan - Mar 2026 Specified Injury 1 0 0 1 1 0 0 0 0 1 2 2 Specified Injury (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Specified Injury* 1 0 0 1 1 0 0 0 0 1 2 2 Over 7 Day 0 0 1 0 0 0 1 0 2 0 4 0 Over 7 Day (Violence) 0 0 1 1 0 0 0 0 1 0 2 1 Total Over 7 Day** 0 0 2 1 0 0 1 0 3 0 6 1 Over 3 Day 0 0 3 0 0 0 0 0 0 0 3 0 Over 3 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3 Day** 0 0 3 0 0 0 0 0 0 0 3 0 Minor Injury 14 20 30 56 3 1 6 13 19 27 72 117 Near Miss 0 10 7 8 0 0 0 5 6 7 13 30 Violence (Physical) 5 9 280 461 0 0 0 1 17 25 302 496 Violence (Verbal) 4 2 31 38 0 1 0 3 20 16 55 60 Total Minor*** 23 41 348 563 3 2 6 22 62 75 442 703 Total Finalised 24 41 353 565 4 2 7 22 65 76 453 706 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 24 41 353 565 4 2 7 22 65 76 453 706 Appendix 10 Analysis of Accidents / Incidents From: 1 January 2026 - 31 March 2026 comparison with 1 January 2025 - 31 March25 Accidents by Month of Occurrence Community and Enterprise Education Finance and Corporate Housing & Tech Social Work TOTAL **Over 3 Day /Over 7 Day absence relates to events outwith the specified injury category that resulted in an absence or inability to do normal work for more than 3/7 days (not including day of injury) ***A minor injury is an injury not covered by Over 7 day, Over 3 day or Specified ****In process relates to records not yet investigated/defined by managers *Specified Injury is any fracture (other than fingers/toes), amputation, loss or sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE 23
Page 24
APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 0 25 N/A 25 0 1 N/A 1 0 24 N/A 24 5 5 8 56% 18.56 Education 4 0 1 5 0 0 0 0 4 0 1 5 0 1 4 20% 5 Housing and Technical 1 3 N/A 4 0 0 N/A 0 1 3 N/A 4 1 2 1 75% 4 Social Work 2 19 N/A 21 0 1 N/A 1 2 18 N/A 20 1 4 14 26% 19 Total (Jan - Mar 2026) 7 47 1 55 0 2 0 2 7 45 1 53 7 12 27 42% 46 Total (Jan - Mar 2025) 11 34 4 49 0 1 1 2 11 33 3 47 6 10 12 57% APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (Jan - Mar 2026) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total (Jan - Mar 2025) 3 2 0 5 0 0 0 0 0 0 0 0 3 2 0 5 0 *Resources nil responses are not included in figures Appeal's Panel From: 1 January 2026 - 31 March 2026 Appeal's Panel Education Housing and Technical Social Work Total 1 0 0 2 2 0 0 0 0 4 4 2 00 0 2 2 2 10 0 0 0 0 4-6 Upheld in Part Not Upheld Upheld Upheld in Part Not Upheld Total Withdrawn Appeals pending to date Resource No of Appeals Outcome of Appeals Appeals Pending APT&C Manual/ Craft Teachers Total Upheld Appendix 11 Record of Disciplinary Hearings From: 1 January 2026 - 31 March 2026 comparison with 1 January 2025 - 31 March 2025 Resource No of Disciplinary Hearings Outcome of Disciplinary Hearings No of weeks to convene Disciplinary Hearing % Held within 6 Weeks APT&C Manual/ Craft 6+Teachers Total No Action Action Taken 3 24
Page 25
Appendix 12a Record of Grievances From: 1 January 2026 - 31 March 2026 comparison with 1 January 2025 - 31 March 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 3 0 0 0 3 Education 6 0 0 0 6 Total (Jan - Mar 2026) 9 0 0 0 9 Total (Jan - Mar 2025) 4 0 4 0 0 Dignity at Work From: 1 January 2026 - 31 March 2026 comparison with 1 January 2025 - 31 March 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 4 0 0 0 0 4 Finance and Corporate 1 0 0 0 0 1 Housing and Technical 3 0 0 0 0 3 Social Work 3 0 0 0 0 3 Total (Jan - Mar 2026) 11 0 0 0 0 11 Total (Jan - Mar 2025) 12 0 5 0 0 7 25
Page 26
Appendix 12b Referrals for Workplace Mediation As at March 2026 Workplace Mediation Jan-26 Feb-26 Mar-26 No of Referrals 0 2 0 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 1 0 2 Workplace Mediation Jan-25 Feb-25 Mar-25 No of Referrals 1 1 0 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 1 0 *successful/unsuccessful case outcomes may be shown outwith the month they were referred. 26
Page 27
Appendix 13 From 1 January - 31 March 2026 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 10 18 3 6 4 41 32% Child Caring / Caring Responsibilities 5 3 0 0 0 8 6% Disatisfaction with terms and conditions 0 0 0 1 0 1 1% Moving outwith area 1 0 1 2 1 5 4% Personal Reasons 9 16 1 2 7 35 27% Poor relationship with managers / colleagues 0 1 0 0 1 2 2% Travelling difficulties 0 0 0 0 1 1 1% Other 14 12 0 2 7 35 27% Total no. of leavers per Resource eligible for an exit questionnaire 39 50 5 13 21 128 100% Number of exit questionnaires completed 8 16 3 2 2 31 % of leavers 21% 32% 60% 15% 10% 24% From 1 January - 31 March 2025 Total no. of leavers per Resource eligible for an exit questionnaire 33 57 2 11 24 127 Number of exit questionnaires completed 6 16 1 7 3 33 % of leavers 18% 28% 50% 64% 13% 26% * Note these totals include temporary employees Analysis of leavers and exit questionnaires 27
Page 28
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 % 7857 3802 487 Male 48.3 25.74 2219 937 128 28% 25% 12% 26% Female 51.7 74.26 5638 2865 359 72% 75% 36% 74% Disabled 17 1.35 452 285 20 6% 7% 4% 4% Not disabled 83 95.63 7405 3517 467 94% 93% 45% 96% Disability not disclosed NA 3.02 0 0 0 0% 0% 0% 0% Under 50 57.1 57.12 6265 2924 391 80% 77% 37% 80% Over 50 42.9 42.88 1219 734 95 16% 19% 9% 20% Minority Ethnic 4 2.48 373 237 1 5% 6% 3% 0.2% BME (subset of ME) 4 1.25 1517 495 49 19% 13% 6% 10% White Scottish and White Other British 92 67.14 1118 392 28 14% 10% 5% 6% ***Ethnicity not disclosed/provided NA 30.38 6170 3139 428 79% 83% 40% 88% 170 75 10 2% 2% 1% 2% 62 37 11 1% 1% 0% 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) 3214 1593 265 703 366 82 22% 23% 11% 31% 2445 1179 183 76% 74% 37% 69% 191 103 9 6% 6% 3% 3% 2329 1289 191 72% 81% 40% 72% 613 349 71 19% 22% 11% 27% 2690 1403 249 84% 88% 44% 94% 567 159 8 18% 10% 5% 3% 14 1 0 0% 0% 0% 0% Appendix 14 Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age From : 1 January - 31 March 2026 Total Number of applications received: 7857 Total Number of Equal Opportunities Monitoring forms received: 7857 Total Number of posts filled: 329 Total Number of appointments: 487 Total No of applicants age not disclosed Gender / Disability / Ethnicity / Age Comparison demographic information Total EO Forms Received Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants not disabled Total No of applicants disability not disclosed Total No of applicants aged under 50 Total No of applicants aged over 50 Total No of Minority Ethnic applicants* Total No of BAME applicants** Total No of White applicants*** * source - 2022 census Total no of applicants ethnicity not disclosed **source - Mainstreaming Equalities Report 2025 Total No of Ex-armed forces applicants *Includes, Asian, Black, Mixed and White Irish, Polish, Gypsy/Traveller, Roma, Showman/Showwoman, other white and other ethnic backgrounds. *** Includes White Scottish and White Other British From : 1 January - 31 March 2025 Total Number of applications received: 3216 Total No of applicants aged under 50 Total Number of Equal Opportunities Monitoring forms received: 3214 Total Number of posts filled: 176 Total Number of appointments: 270 Gender / Disability / Ethnicity/ Age Total EO Forms Received Total No of Male Applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants aged over 50 Total No of White applicants Total No of BAME applicants* Total No of Veteran applicants * Includes Black, Asian, and Mixed ethnic backgrounds. 28
Page 29
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 13 December 2025 Analysis by Resource Total Number of Employees Full-Time Equivalent Male Female Salary Band Quarterly Joint Staffing Watch Return : Number Employed On 14 March 2026 Analysis by Resource Total Number of Employees Full-Time Equivalent Male Female Salary Band 29
Page 30
30
Page 31
Report Agenda Item Report to: Employee, Equalities, Diversity and Inclusion Forum Date of Meeting: 17 June 2026 Report by: Executive Director (Finance and Corporate Resources) and Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources – Workforce Monitoring – 1 January to 31 March 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for January to March 2026 relating to Housing and Technical Resources [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- (1) that the following employment information for January to March 2026 relating to Housing and Technical 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 of 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 Employee, Equalities, Diversity and Inclusion Forum. This report for Housing and Technical Resources provides information on the position for January to March 2026. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of March 2026 for Housing and Technical Resources. The Resource absence figure for March was 5.6%, this figure has decreased by 0.4% when compared to the previous month and is 1.1% lower than the Council- wide figure. When compared to March 2025, the Resource absence figure has decreased by 0.8%. 4 31
Page 32
Based on the absence figure at March 2026 and annual trends, the annual average absence for the Resource for 2025/2026 is 6.0% which is the same as the Council- wide annual average figure. 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) There were 192 occupational health referrals made this period, representing a decrease of 6 when compared with the same period last year. These include referrals for medical, physiotherapy and counselling services. 4.3. Accident/Incident Statistics There were 22 accidents/incidents recorded within the Resource this period, this figure has increased by 13 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 4 disciplinary hearings were held within the Resource, this figure has increased by 1 when compared to the same period last year. No appeals were heard by the Resource, which remains unchanged when compared to the same period last year. No grievances were raised during the period, which also remains unchanged when compared to the same period last year. Three Dignity at Work complaints were raised and are currently in process, this figure has increased by 2 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were 13 leavers in the Resource this period who were eligible to complete an exit questionnaire. This number has increased by 3 when compared to the same period last year. 2 exit interviews were completed, which is a decrease of 3 when compared to the same period last year. 5. Staffing Watch 5.1. There has been an increase of 7 employees in the 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. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 32
Page 33
10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 13 May 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 Employee, Equalities, Diversity and Inclusion Forum – 12 March 2025 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Elaine.maxwell@southlanarkshire.gov.uk 33
Page 34
2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.7 5.3 5.6 April 6.9 7.2 4.8 April 6.2 6.1 5.3 April 5.1 5.2 5.7 May 4.9 5.2 4.5 May 6.1 8.1 5.7 May 5.4 6.4 5.0 May 5.1 5.3 5.6 June 5.4 5.7 5.1 June 6.8 8.4 6.0 June 6.0 6.8 5.5 June 4.7 5.2 5.4 July 5.0 5.3 5.2 July 8.1 8.6 6.4 July 6.2 6.7 5.7 July 3.8 4.1 4.3 August 5.1 5.5 5.4 August 8.5 8.8 6.0 August 6.4 6.9 5.7 August 4.1 4.7 4.7 September 4.7 7.5 5.9 September 7.8 7.4 6.7 September 6.0 7.5 6.2 September 5.3 6.1 6.1 October 4.9 7.3 5.7 October 5.2 6.0 7.1 October 5.0 6.8 6.3 October 5.1 6.0 6.2 November 4.8 6.8 6.9 November 6.7 6.2 7.8 November 5.6 6.5 7.2 November 6.2 6.9 7.0 December 5.1 6.4 6.6 December 7.4 5.8 8.9 December 6.0 6.2 7.5 December 6.6 7.0 7.5 January 4.4 7.0 5.2 January 6.0 6.2 5.9 January 5.0 6.7 5.5 January 6.1 6.7 6.5 February 5.2 7.0 6.1 February 6.3 7.1 5.8 February 5.6 7.0 6.0 February 6.4 7.0 6.8 March 5.3 6.8 5.6 March 7.2 5.9 5.5 March 6.1 6.4 5.6 March 6.3 6.8 6.7 Annual Average 5.0 6.3 5.7 Annual Average 6.9 7.1 6.4 Annual Average 5.8 6.7 6.0 Annual Average 5.4 5.9 6.0 881 564 1445 15769 Council Wide No of Employees at 31 March 2026No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 1 Housing & Technical Resources Resource Total Absence Trends - 2023/2024, 2024/2025 & 2025/2026 APT&C Manual Workers 34
Page 35
Jan to Mar Jan to Mar 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 39 46 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 2 TOTAL 198 192 Jan to Mar Jan to Mar 2025 2026 Over 7 day absences 3 0 Minor 4 13 Near Miss *** 0 5 Violent Incident: Verbal***** 2 4 Total Accidents/Incidents 9 22 Jan to Mar Jan to Mar 2025 2026 Total Number of Hearings 3 4 Time Taken to Convene Hearing - 1 January to 28 February 2026 0-3 Weeks 4-6 Weeks Over 6 Weeks 1 2 1 Jan to Mar Jan to Mar 2025 2026 Number of Grievances 0 0 Jan to Mar Jan to Mar 2025 2026 Number of Incidents 1 3 Number Resolved at Formal Stage 1 0 Still in Process 0 3 ***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 HOUSING AND TECHNICAL RESOURCES 86 82 8 5 65 57 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS 35
Page 36
Jan to Mar Jan to Mar 2025 2026 Career Advancement 5 6 Disatisfaction with terms and conditions 0 1 Moving outwith area 1 2 Personal Reasons 2 2 Other 2 2 Total Number of Leavers Eligible for Exit Interview 10 13 Number of Exit Interviews conducted 5 2 Percentage of interviews conducted 50% 15% ANALYSIS OF REASONS FOR LEAVING Appendix 2a HOUSING AND TECHNICAL RESOURCES 36
Page 37
As at 14 March 2026 Total Number of Employees F/T P/T F/T P/T 791 111 361 151 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 204.17 698.81 363.72 30.49 10.00 0.00 1.69 0.00 1311.88 As at 13 December 2025 Total Number of Employees F/T P/T F/T P/T 779 115 362 151 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 209.36 686.94 361.02 32.29 9.00 0.00 1.69 0.00 1303.30 1407 *Full - Time Equivalent No of Employees Salary Bands 1414 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL Appendix 3 JOINT STAFFING WATCH RETURN HOUSING & TECHNICAL RESOURCES MALE FEMALE TOTAL 37
Page 38
38
Page 39
Report Agenda Item Report to: Employee, Equalities, Diversity and Inclusion Forum Date of Meeting: 17 June 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Annual Report - Mainstreaming Equalities and Diversity -Housing and Technical Resources 1. Purpose of Report 1.1 The purpose of the report is to:- provide an overview of progress made in relation to mainstreaming equalities within Housing and Technical Resources during 2024/2025 highlight the key actions progressed during 2025/2026 2. Recommendation(s) 2.1 The Forum is asked to approve the following recommendation(s):- (1) that the progress made during 2024/2025 and key actions for 2025/2026 in relation to mainstreaming equalities be noted. 3. Background 3.1 The Housing and Technical Resources Equality and Diversity Coordination Group has responsibility for ensuring that the Resource’s Equality and Diversity work plan is progressed, that a consistent approach is taken to mainstreaming equality and diversity across the Resource and that work undertaken links to the wider corporate equalities’ agenda. 3.2 The range of work being carried out across the Resource in relation to mainstreaming equality and diversity is reported on an annual basis, with the last report for 2023/2024 presented to the Employee, Equalities, Diversity and Inclusion Forum on 12 March 2024. 3.3 This report provides details of the activities progressed during 2024/2025, whilst setting out the key priorities progressed during 2025/2026. 4. National and Local Policy Developments 4.1 New Housing Act The Housing (Scotland) Bill was published by the Scottish Government in March 2024 and aimed to support delivery of Housing to 2040 and ‘A New Deal for Tenants’. The main objectives of the Bill were to prevent homelessness and strengthen tenants’ rights through:- the introduction of an ‘ask and act’ duty on social landlords and other bodies, such as health boards and police, to ask about a person’s housing situation, and act to avoid them becoming homeless wherever possible 5 39
Page 40
reform of provision for people threatened with homelessness up to six months ahead, including provision for tenants experiencing domestic abuse other proposals related to the private rented sector and included long term rent controls for private tenancies, new rights to keep pets, decorate rented homes and stronger protection against eviction The Resource responded to various consultations and calls for views during the Bill’s progress through the Parliamentary process. The Bill received royal assent in November 2025, becoming an Act of Parliament, although the more complex aspects of the Act require further development and secondary legislation to fully implement. The Resource will consider and respond to new or updated requirements from the introduction of the Act as appropriate. 4.2 Public Sector Equality Duty The Public Sector Equality Duty requires public bodies to set out, monitor and report on Equality Outcomes to address human rights and inequalities at four-yearly intervals. The Equality Outcomes for the Resource for the period 2021 to 2025 focused on homelessness, with the headline Equality Outcome being ‘Prevent homelessness occurring and significantly reduce homelessness’, with specific actions and measures aligned to the Local Housing Strategy (LHS) 2022 to 2027 and Rapid Rehousing Transition Plan (RRTP) 2019 to 2024 . Between January and March 2025, the Resource undertook a review of its Equality Outcomes to determine the priorities for the four years, 2025 to 2029. Considering current national and local priorities, it was agreed that the focus would remain on homelessness, with a revised headline Equality Outcome ‘Prevent homelessness occurring wherever possible, thus reducing its impact’. Revised actions and measures to support the delivery of the revised Equality Outcome continue to align with the LHS 2022 to 2027 and the Homelessness Strategic Action Plan, which replaced the RRTP. The final progress report on the Council’s 2021 to 2025 Equality Outcomes, as well as the new Equality Outcomes for 2025 to 2029, has been published and is available to view on the Council’s website. 4.3 Integrated Impact Assessment During 2024/2025, a new Integrated Impact Assessment (IIA) was introduced across the Council. The new IIA aims to ensure compliance with statutory and non-statutory duties and incorporates Equality Impact and Fairer Scotland Duty assessments as well as considerations in relation to human rights, children and young people’s rights, the Consumer Duty, sustainability and the Armed Forces Covenant Duty, as part of policy/strategy development processes. During 2024/2025, the Resource undertook a range of Integrated Impact Assessments, with details of these provided in Appendix 1. 40
Page 41
4.4 South Lanarkshire Progressive Housing Framework On 8 May 2024, a report was presented to the Executive Committee highlighting the development of the South Lanarkshire Progressive Housing Framework and detailing arrangements for the implementation of the Framework. Progressive Housing is an approach which reflects the Council’s response to people’s changing housing, support and care needs over the course of their lives. It aims to promote independent living through re-focusing operating models in relation to the types of accommodation provided, the location of new housing sites, the way care is provided, and the level of support that is delivered. A key aspect of progressive housing has been the development and roll-out of the Home and Health Assessment Service (HHAS), which was introduced on 1 April 2024. Delivered jointly by Housing Services and the Occupational Therapy Service, the service takes a holistic approach to assessing medical applications for housing, ensuring that the applicant’s health needs and housing circumstances are fully taken into account to allow a more accurate assessment to be carried out. It aims to help people remain within their existing home, however where this is not possible, an appropriate level of priority is awarded under the Housing Allocation Policy to help them move to a more suitable home. The Progressive Housing approach builds on existing joint working and aligns with wider ambitions of the Resource and South Lanarkshire University Health and Social Care Partnership, as set out within key strategic documents including:- the Local Housing Strategy 2022 to 2027 the Strategic Commissioning Plan 2025 to 2028 the Strategic Housing Investment Programme (SHIP) 2025 to 2030 5. Key Areas of Progress 2024/2025 5.1 Key highlights in relation to mainstreaming equalities for Housing and Technical Resources during 2024/2025 include:- 180 homes (50 new build and 130 properties bought through the Council’s Market Purchase Scheme) delivered through the Council’s Affordable Housing Supply Programme, with a continued focus on ensuring that homes are accessible to meet a variety of current and future needs. Of the 50 new build Council homes delivered, eight (16%) were wheelchair accessible properties, exceeding the 10% target set within the Local Housing Strategy 2022 to 2027 862 homes adapted to support people with health conditions or disabilities to continue to live independently within their existing homes, without the need for rehousing or moving to a care setting development and implementation of the Homelessness Strategic Action Plan for 2024/2025, with specific actions and measures to help address the continued pressures and demands on homelessness services, while focusing on preventing and alleviating homelessness successful delivery of the first year of the new Home and Health Assessment Service. This service ensures a more holistic approach to the assessment of the medical aspect of housing applications and is a key aspect of the Progressive Housing Framework continued provision of tenant-led site improvements and services to the Gypsy/Traveller community, including the installation of solar panels at both sites, the commencement of amenity unit extensions at Shawlands Crescent and engagement with residents of Springbank Park on the design of a new play area 41
Page 42
to support the objectives of The Promise Scotland, the Resource continued to work in partnership with other Council Resources and key agencies to prevent, where possible, children and young people entering the care system, and to better support care experienced children and young people. The Promise aims to ensure that care experienced children and young people grow up loved, safe and respected with better life chances as they progress into adulthood the continued development of services for sheltered housing tenants including the expansion of digital inclusion, promoting technology enabled care (TEC) initiatives to support independent living and ensuring the service is well prepared for the upcoming analogue to digital switchover of telephone land lines and dispersed alarms delivery of the fourth bi-annual sheltered tenants conference which was attended by around 150 sheltered housing tenants continued partnership working with the South Lanarkshire Autism Strategy Group and the Autism Resources Co-ordination Hub (ARCH) to raise awareness and deliver improved housing pathways for individuals and families affected by autism and other forms of neurodivergence 5.2 Further details on the above and other areas of work progressed by the Resource in relation to mainstreaming equalities during 2024/2025 can be found in Appendix 1. 6. Consultation, Engagement and Customer Feedback 6.1 As part of the Resource’s annual consultation programme and in addition to the broader programme of engagement, officers continued to work closely with a range of equalities groups and stakeholders including:- Disability Partnership Housing Subgroup South Lanarkshire Access Panel Residents of the Council’s two Gypsy/Traveller sites Sheltered Housing tenants People with lived experience of homelessness Veterans / Armed Forces Community Care-experienced young people Seniors Together South Lanarkshire Violence Against Women and Girls Strategic Partnership South Lanarkshire Autism Strategy Group See Hear Strategic Working Group Financial Inclusion Network Digital Inclusion Sub-group South Lanarkshire Youth Council Bord-na-Gaidhlig During 2024/2025, the Resource continued to work in partnership with these stakeholder groups to support the development, review and implementation of key housing services and policies/strategies, including the review of the Housing Repairs Policy. 7. Complaints 7.1 During 2024/2025, there were no complaints recorded by the Resource under the equalities category. 42
Page 43
8. Employee Learning and Development 8.1 During 2024/2025, Resource employees participated in a range of equality and diversity related e-learning activities. These are listed below:- Age Discrimination (9) Autism Awareness (3) Challenging Ageist Stereotypes (8) Communicating with People who are d/Deaf (9) Deaf Awareness (10) Disability Awareness (89) Equality and Diversity Awareness (179) Forced Marriage (9) Gaelic and Scotland (3) Gender Reassignment (99) LGB&T People and Public Services (4) Marriage and Civil Partnership (101) Race Discrimination (103) Religion and Belief (3) Sex Discrimination (97) Sexual Orientation (95) Sight Loss Awareness (3) Transgender Awareness (96) Unconscious Bias (178) The programme of equalities training continues to be rolled out by Employee Development on an ongoing basis. Specific training opportunities for Housing and Technical Resources staff will also continue to be identified by the Resource and delivered as required. 9. Key Priorities During 2025/2026 9.1 The Resource Equality and Diversity Coordination Group (EDCG) continued to oversee and progress work in relation to mainstreaming equality across Housing and Technical Resources during 2025/2026. 9.2 Key priorities for the Resource during 2025/2026 included:- track progress in relation to the implementation of the Housing (Scotland) Act 2025 ensuring that the Resource responds timeously and appropriately to any new requirements arising from the Act continue to take forward a range of actions to support delivery of the Resource Equality Outcomes 2025 to 2029, with a specific focus on preventing homelessness where possible and reducing its impact undertake Integrated Impact Assessments for all new or revised policies and strategies, as outlined in the Policy Review Schedule for 2025/2026 continue the programme of consultation and engagement with a range of equality groups to help shape housing services and practice and ensure they remain inclusive for everyone. This includes consultation on the review of the Housing Allocation Policy and Gypsy/Traveller Pitch Allocation Policy implement the Council’s Affordable Housing Supply programme to increase the supply and choice of Council homes across South Lanarkshire continue to deliver adaptations in both Council and private homes to support independent living for older people and those with disabilities 43
Page 44
ensure delivery of the Homelessness Strategic Action Plan for 2025/2026 continue the programme of engagement with Gypsy/Travellers to deliver the 2025/2026 site masterplans, including the installation of the new play area at Springbank Park and amenity unit extensions at Shawlands Crescent continue to work in partnership with other agencies to deliver the aims and objectives of ‘The Promise’ and improve outcomes for care experienced children and young people through the Care Inspectorate quality assurance framework, take forward a range of initiatives to improve service delivery, promote health and wellbeing and support independent living for sheltered housing tenants working in partnership with the ARCH, deliver a suite of training for Housing and Property Services staff to raise the profile of autism and other forms of neurodivergence 10. Next Steps 10.1 Housing and Technical Resources continues to implement and progress a wide range of work to support mainstreaming equality across its housing and homelessness services during 2025/2026. 10.2 Reporting arrangements for updating on progress made during the year includes:- Resource Management Team Parent Joint Consultative Council Housing and Technical Resources Committee Employee, Equalities, Diversity and Inclusion Forum 11. Employee Implications 11.1 There are no employee implications associated with this report. 12. Financial Implications 12.1 There are no financial implications associated with this report. 13. Climate Change, Sustainability and Environmental Implications 13.1 This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 14. Other Implications 14.1 There is a risk to the Council should the Resource not comply with the relevant equality duties and legislation. 14.2 The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement to the Scottish Housing Regulator. 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 or formal consultation is required. Stephen Gibson Executive Director (Housing and Technical Resources) 13 May 2026 44
Page 45
Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work to put people first and reduce inequality We will work to progress and improve We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities People live the healthiest lives possible Our children and young people thrive Good quality, suitable and sustainable places to live Previous References Annual Report - Mainstreaming Equality and Diversity within Housing and Technical Resources, Employee, Equalities, Diversity and Inclusion Forum, 12 March 2025 List of Background Papers Housing (Scotland) Bill (The Scottish Government – 26 March 2024) South Lanarkshire Rapid Rehousing Transition Plan 2019 to 2024 South Lanarkshire Equality Outcomes Final Report 2021 to 2025 South Lanarkshire Equality Outcomes Report 2025 to 2029 South Lanarkshire Local Housing Strategy 2022 to 2027 South Lanarkshire Strategic Commissioning Plan 2025 to 2028 Strategic Housing Investment Programme (SHIP) 2025 to 2030 Homelessness Strategic Action Plan 2025 to 2026 Contact for further information If you would like to inspect the background papers or want further information, please contact:- Jonathan Read, Strategy and Support Manager Tel: 01698 454862 E-mail: Jonathan.read@southlanarkshire.gov.uk 45
Page 46
APPENDIX 1 KEY AREAS OF PROGRESS 2024/25 Affordable Housing Supply Programme During 2024/25, a total of 180 additional affordable homes for social rent were delivered by the council. This included 50 new build homes and 130 properties acquired through the council’s Market Purchase Scheme. In delivering the new build housing programme, the Resource delivered eight wheelchair accessible homes, which accounted for 16% of all new build homes delivered. This is above the 10% target set within the Local Housing Strategy 2022-2027. All new homes within the programme meet the housing for varying needs standard and are ‘future proofed’, meaning they are designed in such a way that they can be easily adapted to meet the specific needs of a wide range of customers now and in the future. Adaptations Programme During 2024/25, a total of 862 homes were adapted to support people with health conditions or disabilities to continue to live independently within their own homes, without the need for rehousing or moving to a care setting. The Resource completed 721 adaptations to council properties and a further 141 adaptations were completed in private homes through grant funding provided through the Scheme of Assistance. Housing and Homelessness The fifth and final annual review of the Rapid Rehousing Transition Plan (RRTP) was reported to Housing and Technical Resources Committee on 18 September 2024 together with a new Homelessness Strategic Action Plan for 2024/25. During 2024/25, the operating context in relation to homelessness, locally and nationally continued to be challenging, with sustained pressures and demands on homelessness services. The Homelessness Strategic Action Plan continues to focus on the priority objectives detailed within the RRTP, while also detailing a range of high-level actions identified to address system pressures. Despite the extremely challenging context, the following progress was secured: • a continued strong focus on partnership working to deliver homelessness prevention and tenancy sustainment services. • close partnership working to develop the Strategic Commissioning Plan 2025-28. • a continued focus on early detection of housing risk factors and interventions to prevent homelessness where possible, through the Integrated Housing Options model. Despite an increase in the demand for the service, over half of advice cases were closed with support being provided, preventing homelessness from occurring. • fifteen temporary tenancies were flipped to a Scottish Secure Tenancy, taking the total to 132 since the approach was introduced in 2019/20. • 92% of homeless households who were provided with a home, sustained their tenancy for more than 12 months. • continuation of Housing First, with just over 40 households having now been supported through the programme. • the continuation of the positive Personal Housing Planning approach for vulnerable groups including women experiencing domestic abuse, care leavers and people leaving prison. • implementation of SLC Futures project in partnership with Barnardo’s and Social 46
Page 47
Work Resources to assist care experienced young people transition successfully into independent living. The council and its partners have a strong history of delivering effective homelessness services and the partnership remain committed to continuing to work together to prevent and alleviate the impact of homelessness. Launch of the Home and Health Assessment Service Following a successful test of the model and approach, the new Home and Health Assessment Service was launched in April 2024. The service provides a more effective assessment of the health/medical aspect of housing applications and is a key aspect of the Progressive Housing Framework. The service is delivered jointly by Housing Services and the South Lanarkshire University Health and Social Care Partnership’s Occupational Therapy Service and aims to assist people to remain in their existing home where it is appropriate for them to do so. Where this is not possible, a level of priority is awarded under the Housing Allocation Policy to help them to move to a more suitable home. Over the course of the year, the service was fully embedded and provided a range of positive outcomes for applicants. The proportion of applicants awarded the highest level of medical need doubled from 3.5% under the previous service model, to 7%, demonstrating the effectiveness of the new service in identifying those in the greatest level of need. 465 applicants moved to medically suitable properties, following an award of medical priority, including 53 applicants assessed as having the highest medical need. In addition, 21 applicants were supported to remain in their own home through the provision of equipment and/or adaptations. To support delivery of the new service, local housing teams applied an enhanced approach to managing enquiries relating to medical priority. This ensures that applicants are fully aware and understand the policy position, allowing them to make an informed decision on whether to apply for medical priority. As a result of this approach, there has been a 38% reduction in the number of applications for medical priority received. Gypsy/Travellers Throughout 2024/25, the Resource continued to ensure the appropriate provision of services to residents of South Lanarkshire Council’s two Gypsy/Traveller sites. This includes the latest phase of the resident-led site masterplans, delivering projects prioritised by residents to make significant improvements to accommodation and communal facilities on both sites, with investment from the council’s Housing Revenue Account, the Scottish Government’s Gypsy/Traveller Accommodation Fund, and the Scottish Procurement Alliance. Progress during the year included the planned programmes of amenity unit extensions at Shawlands Crescent, installation of solar panels and batteries at Shawlands Crescent and Springbank Park, and upgrades to meters at Shawlands Crescent. The installation of a play area at Springbank Park, co-designed with site residents, is underway and anticipated to be completed during 2025/26. Support to Care Experienced Children and Young People To support the objectives of The Promise, during 2024/25 the Resource worked in partnership to implement a number of initiatives to prevent where possible, children and 47
Page 48
young people entering the care system, and to better support children and young people experiencing care. This included: - • Breaking the Cycle team continued to support families with children to improve parenting skills, address anti-social behaviours, identify and address risk, sustain accommodation, maximise opportunities in relation to income and connect to community networks, with successful outcomes reported. • Delivery of the Housing Services and Social Work Resources continuing care protocol. Throughcare Housing Officer provides monthly ‘drop-in’ advice and assistance sessions to care-experienced young people in relation to housing matters, which has proved an extremely popular and valuable resource. • Homelessness advice YouTube video link circulated to all South Lanarkshire high schools for distribution to students during Personal Social Education classes. • SLC Futures Project successfully supported care experienced young people to transition into independent living. The Project is delivered in partnership with Social Work and Barnardo’s and provides an opportunity for young people leaving care to experience independent living in a transition flat supported by Barnardo’s before moving onto a permanent home of their own. Due to the success of the Project, a further four transition flats will be established during 2025/26. • Continued to commission specialist support from third sector to meet multiple and complex support needs, including Housing First approach. Support to Victims of Domestic Abuse The Resource has a well-established person-centred housing pathway approach for people experiencing domestic abuse. The pathway considers options to support victims that can include agency support and safety planning to remain in their current accommodation or provision of housing advice, should they wish to move to a different location. During 2024/25, there were 33 contacts in this category, resulting in 15 housing pathways being completed, 11 being provided with extensive housing advice and signposting, two were assisted to make a homelessness presentation and five cases did not engage with the process. Refugee Resettlement Programme Since December 2015 to the end of March 2025, 77 families (282 individuals) have been settled across South Lanarkshire through the UK Refugee and Afghan resettlement programmes, supported by specialist Support Officers from the Asylum and Refugee Resettlement Team. Support for Ukrainian arrivals following the start of the Ukrainian conflict in 2022 has been provided to resettle 92 families (232 individuals) in communities across South Lanarkshire. A further 266 guests have been welcomed by 324 hosts in the area since 2022. An additional 239 Ukrainians have been supported in interim accommodation as a move on option from Scottish Government led ‘warm welcome’ hotel provision. Officers from the Resource’s Asylum and Refugee Resettlement Team continues to work closely with Youth, Family and Community Learning Officers (ESOL), within Education Resources, enabling individuals to access opportunities, positively engage with employers, communities and develop English language skills. Asylum Dispersal During 2024/25, the Resource continued to work with a range of internal and external partners to support the implementation of the UK Government’s proposals to widen dispersal of asylum seekers. This work included ensuring the council is represented at national meetings and contributes effectively to ongoing discussions and liaison with the UK 48
Page 49
Government’s Asylum Accommodation and Support Provider and other agencies, in the identification of suitable accommodation options within South Lanarkshire. Sheltered Housing During 2024/25, the sheltered housing service continued to ensure the delivery of high- quality services to sheltered housing tenants through a range of initiatives which included: - • Continued to promote digital inclusion for tenants, supported by the service’s Digital Champions. • Promoted technology enabled care initiatives for tenants, including the use of technology and the benefits of wearables for health and wellbeing and falls prevention, whilst also ensuring the service is well prepared for the upcoming analogue to digital switchover of telephone land lines and dispersed alarms. • Delivered a range of initiatives for tenants living with dementia to support independent living including dementia awareness training for all sheltered housing staff and dementia-friendly design principles within sheltered developments. • Worked jointly with partners including, Scottish Fire and Rescue Service, Police Scotland and Trading Standards to help ensure the safety interests of tenants were protected. • Delivery of the fourth sheltered tenants conference. This event brought together around 150 tenants from across the service creating a wider sense of community and providing an opportunity for tenants to meet new people and learn about how to improve their health and wellbeing. • Continued to produce the dedicated sheltered housing newsletter, keeping tenants up to date with local and strategic news. This included an audio version of the publication to help ensure the needs of tenants living with visual impairment were met. These actions alongside the day-to-day service provision led to 96% of sheltered housing tenants who responded to a survey stating that they were either very satisfied or satisfied with the quality of the housing support they receive. South Lanarkshire Autism Strategy During 2024/25, the Resource continued to contribute to the work of the council’s Autism Strategy Group to help support delivery of the South Lanarkshire Autism Action Plan. Building on the success of Autism Awareness training rolled out to Housing and Technical Resources staff in 2023/24, during 2024/25, an Autism Awareness Toolbox Talk was rolled out to all Building Services Operatives. As part of the Toolbox Talk, Operatives were issued with an at-a-glance pocket-sized card, offering practical tips and advice for communicating with people with autism and other forms of neurodivergence. This was considered useful for tradespersons when working in tenant’s homes. The Resource continued to receive a steady flow of referrals from the Autism Resources Co-ordination Hub (ARCH) in relation to individuals and families affected by autism and other forms of neurodivergence with particular housing needs. Working closely with local housing offices, a number of successful housing outcomes were delivered for service users following referrals from ARCH. This ranged from the provision of housing options advice to re-housing families to more suitable property types. Armed Forces Covenant During 2024/25, the Resource continued to support delivery of the Armed Forces Covenant. Building on the principles of the current Housing Allocation Policy which makes provision for Veterans, the Resource continued to implement the Veterans / Armed Forces housing enquiries tracker to help ensure that housing issues pertaining to this equality group were 49
Page 50
resolved as quickly as possible. A total of eight cases were supported during 2024/25. A service development session on the Covenant and “due regard” was also rolled out to staff across Housing Services. Hospital Discharge Working in partnership with colleagues in NHS Lanarkshire, the Resource continued to implement the joint hospital discharge tracker and protocol. During 2024/25, a total of eight cases were supported. This helped ensure that tailored housing advice was provided to people ready to be discharged from hospital, assisting them to return to their homes as quickly as possible whilst also reducing hospital ‘bed blocking’. Accessibility During 2024/25, the Resource continued to work in partnership with the South Lanarkshire Disability Partnership Housing Subgroup and the Access Panel. A key aspect of this was working in consultation with both groups on the accessibility aspects of council homes and buildings, as well as key housing policies and strategies. Integrated Impact Assessment Following the roll-out of the new Integrated Impact Assessment (IIA) during 2024/25 (as detailed at 4.3), the Resource undertook a range of IIAs for new and revised policies and strategies as a means of mitigating potential inequalities. These were in respect of: - Scheme of Assistance Housing Revenue and Capital Account Budget 2025/26 Proposed Financial Savings 2025/26 Local Letting Plans 2025/26 Housing Repairs Policy 2025-30 Strategic Housing Investment Plan (SHIP) 2025-30 Translation and Interpretation Services The Resource continued to provide a range of translation (written) and interpretation (verbal) services to customers with specific communication requirements, including sign language provision and translation of documents such as tenancy agreements. These services have helped to make housing services more inclusive for people whose first language is not English. 50
Page 51
Report Agenda Item Report to: Employee, Equalities, Diversity and Inclusion Forum Date of Meeting: 17 June 2026 Report by: Executive Director (Finance and Corporate Resource) Subject: Employee, Equalities, Diversity and Inclusion Action Plan Progress Report 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an updated position on the Employee, Equalities, Diversity and Inclusion (EEDI) Action Plan approved at the EEDI Forum in May 2025 [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendations:- [recs] (1) that content of the report be noted; and (2) that progress against each of the actions in the Plan be noted. 3. Background 3.1. Recruitment equalities monitoring information is reported through the Workforce Monitoring Report, which is presented to the Council committee meetings and the EEDI Forum. 3.2. The workforce monitoring reports provide detailed information on the number of applicants at key stages of the recruitment process: applications received, applicants interviewed, and applicants appointed. This information is drawn from the equalities monitoring information provided by applicants during the recruitment process. 3.3. Workforce monitoring trend data is summarised in Appendix 1 showing the percentage of Black and Minority Ethnics (BME) applicants and appointments from 2019 to 2026. Data for the period January to March 2026 is also summarised in Table 1, below. Table 1: Workforce monitoring data January to March 2026 Equal Opportunities Monitoring Information Percentage % of BME people aged 16 to 64 years in South Lanarkshire 4.4% % of applicants that declared BME 14% %of interviews that declared BME 10% % of appointments that declared BME 6% 7 51
Page 52
3.4. The EEDI Action Plan was approved at the EEDI Forum in May 2025. This paper provides an update on the five actions outlined in the Action Plan, as detailed in Appendix 2. 1. Review recruitment processes 2. Training for recruitment panels 3. Diverse interview panels 4. Enhanced advertising 5. Collaborate with community organisations 4. EEDI Action Plan – progress to date An update is provided to show the progress that has taken place since the Forum’s last meeting on 4 March 2026. 4.1. Action 1 – Review Recruitment Processes Completed Actions a recruitment improvement Plan has been established to enhance the candidate experience of the application process. Actions delivered to date include the introduction of anonymous recruitment. This ensures that personal details are not visible to managers until interview stage to mitigate against unconscious bias a review of workforce monitoring reports has taken place, and changes have been made to the presentation of the recruitment equalities monitoring information tabled at the relevant committees and forums recruitment Key Performance Indicators (KPIs) have been introduced for candidates, hiring managers and Personnel Services. The KPIs help to ensure that that the recruitment process is delivered as efficiently as possible, ensuring that candidates move swiftly through the recruitment pipeline and take up their new employment with the minimum of delay Ongoing Actions work continues in relation to incremental improvements to the recruitment process and the creation of guidance to further streamline the experience for candidates. This will include additional on-system actions and the implementation of more user- friendly screen layouts for all users a recruitment equality, diversity, and inclusion (EDI) checklist is being introduced into the recruitment process and all associated training from July 2026. This checklist will guide hiring managers and reinforce the Council’s expectations of compliance with EDI requirements, best practice and Council policy. The checklist will also cover considerations linked to disability and ex-service personnel. The checklist is shown in Appendix 3. Panel chairpersons will be required to complete the checklist to demonstrate that fair practices have been applied across all stages of the recruitment process. In the event of concerns around lack of consistency, equality or bias relating to recruitment decisions from any of the panel member, these would be escalated to the relevant Head of Service for further investigation in addition to the above, interview questions are currently shared in advance with candidates as a reasonable adjustment in certain circumstances. Consideration is being given to broadening this practice to include more applicants. An initial pilot is underway to share interview questions with all candidates directly before their interview. Feedback will be gathered from candidates and panel members before 52
Page 53
a decision is taken around extending this practice further. Guidance and communication will be updated as appropriate the role of resource Diversity Liaison Officer (DLO) has been reviewed and will be relaunched in September 2026. This will ensure that hiring managers are aware of their resource DLO and the support and advice that can be provided in respect of the recruitment process further analysis of the equalities monitoring information from 2025-2026 has been undertaken and the findings will be shared with the Forum at its next meeting on 16 September 2026 work continues in relation to updating and modernising the Council’s recruitment policy, associated procedures and guidance which will sit with a wider recruitment and selection strategy. This strategy is planned for approval at committee in the last quarter of 2026 4.2. Action 2 – Training for Recruitment Panels Completed Actions a comprehensive range of training covering the recruitment process, the Equality Act 2010, protected characteristics and unconscious bias is available and integrated into the employee onboarding process where appropriate. This includes both induction materials and mandatory training modules Table 2, below, shows completion rates of training in April-May 2026 across the Council:- Table 2 Completions 1 April to 31 May 2026 Equality and Diversity Awareness 242 Preparing and Conducting Interviews 15 Recruitment and Selection and the Law 16 Safer Recruitment using the PVG Scheme 6 The Interview Panel 7 Unconscious Bias 159 Interview Questions and Additional Selection Tools 10 Total 455 training completion figures from January 2022 to March 2026 are attached as Appendix 4 Ongoing Actions a terms of reference for the review of the Council’s current approach to mandatory training, including those who hold a managerial role, has been created. Final proposals are due in August 2026 for implementation thereafter a review has also taken place of the Council’s approach to management and leadership development, and a revised framework has been created. Work has commenced on the development of a calendar of activity to support the revised framework. This will include recruitment training for employees who serve as panel members 53
Page 54
the Employee Development and Diversity (ED&D) team has prepared a management bulletin that will set out the Council’s expectations, including the requirement for all employees participating in recruitment panels to complete unconscious bias training. This is included as Appendix 5 training completion is being monitored on a quarterly basis, with compliance reports submitted to Resources via the Workforce Planning and Development Board, which takes place on an eight‑weekly cycle the Equality and Diversity Working Group will be issued with the agreed equality, diversity, and inclusion actions for each resource area from the Boards, with an expectation that individual implementation plans will be developed and progress updates submitted through the Forum the Recruitment Team continues to provide support to hiring managers across all stages of the recruitment process, including guidance on best practice for interview panels 4.3. Action 3 – Diverse Interview Panels Ongoing Actions the EDI checklist will remind panel chairs to ensure that recruitment panels are diverse, so that a mix of ethnicity, gender, experience and background is achieved wherever possible. This guidance will also recommend that, where possible, recruitment panel membership should be rotated frequently to avoid the same managers being involved in recruitment decisions, especially in areas of high- volume recruitment 4.4. Action 4 – Enhancing Advertising Completed Actions benchmarking was undertaken against advertisement wording used by other Scottish local authorities and public sector bodies. As a result, the Council’s advert text has been modernised to set out its commitment to diversity, equity and inclusion more clearly and to promote an inclusive working environment Ongoing Actions consideration is still being given to how the Council’s approach to advertising could be enhanced. This includes the use of other job boards and social networks specifically aimed at attracting BME and other underrepresented applicants. 4.5. Action 5 – Collaborate with Community Organisations Ongoing Actions Lanarkshire Ethnic Minority Action Group (LEMAG) were contacted in February and May 2026. The group is not currently meeting and has no plans for future activity. Alternative avenues will be sought for engaging with diverse communities the Council’s Employee Network met on 6 May and are devising a refreshed programme of activity. The Network was consulted on the potential to relaunch individual meetings of the 4 subgroups, including the BME group. Network attendees were supportive of this proposal. A new Microsoft Teams site has been launched with channels for each subgroup, and we will continue to encourage new attendees to the Network through the rest of 2026. This will let us build towards the critical mass of people required for individual meetings to be effective 54
Page 55
5. Financial Implications 5.1. There are no financial implications from this report. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability, or environmental implications from this report. 7. Employee Implications 7.1. Hiring managers will be required to complete refresher training on equality, diversity and inclusion prior to participating in any recruitment activity. 7.2. As per item 4.5, employees will be encouraged to engage with and contribute to the Council’s Employee Networks. These networks are designed to empower employees, strengthen engagement, and provide a platform to raise issues that matter to them. They also play a key role in identifying and proposing positive actions and solutions, to improve workplace culture for all. Active staff networks additionally help position the Council as an employer of choice for prospective candidates. 7.3. The EEDI Action Plan now forms a central component of the Equality and Diversity Working Group’s programme. This group brings together representatives from all Resources to coordinate and deliver actions across the organisation. 8. Integrated Impact Assessment and Consultation Requirements 8.1. There are no integrated impact assessment or consultation requirements at this time. 8.2. Consultation will take place with trade unions, and they will be updated at local Joint Consultative Committees, Joint Trade Union Committee, and Joint Consultative Forum. Jackie Taylor Executive Director (Finance and Corporate Resources) 12 May 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 Employee, Equalities, Diversity and Inclusion Forum – 4 March 2025 List of Background Papers None 55
Page 56
Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ali Floyd, Learning and Development Adviser Ext: 4627 (Tel: (01698) 454627) E-mail: ali.floyd@southlanarkshire.gov.uk 56
Page 57
Appendix 1 South Lanarkshire Council Applicant and Recruitment Data 2019-26 2025/ 26 2024/ 25 2023/ 24 2022/ 23 2021/ 22 2020/ 21 2019/ 20 % of BME people aged 16-64 years in South Lanarkshire 4.4% 4.4% 4.4 % % of all applicants that declare BME 13.0% 11.2% 12.7% 5.5% 3.8% 3.4% 3.1% % of people interviewed that declare BME 9.1% 5.9% 10.1 % 3.6% 2.7% 3.2% 2.9% % of appointments that declare BME 4.5% 2.4% 4.6 % 2% 1.6% 2.3% 2.1% 57
Page 58
Appendix 2 Action Plan - Mainstreaming Equality – Equality Outcome One – Increase ethnic minority representation Summary of Actions in Action Plan: Action 1: Review Recruitment Processes Action 2: Training for Recruitment Panels Action 3: Diverse Interview Panels Action 4: Enhanced Advertising Action 5: Collaborate with Community Organisations. 58
Page 59
Action 1: Review Recruitment Processes Address unintentional biases and improve success rates for ethnic minority candidates. This supports the duty to advance equality of opportunity Measure: Analysis of success rates shows increase in number of ethnic minority candidates Action 2: Training for Recruitment Panels Ensure everyone involved in the recruitment process is trained to current standards in recruitment best practice. This should include understanding and recognising all relevant forms of discrimination, including bias. Anyone involved in the selection process to have undertaken learning in the following areas within the 12 months prior to being a member of any recruitment panel: Recruitment techniques, including sifting and interviewing. Unconscious bias Diversity/race equality awareness Measure The number of people involved in the recruitment process who have undertaken the required learning activities. Action 3: Where possible ensure that interview panel members are from diverse backgrounds to show commitment to different points of view and opinions and that SLC values diversity. Measures Increase in the number of ‘ethnic minority employees being part of recruitment panels. Increase in the development opportunities for employees to be part of the recruitment process. Increase in numbers of people from ethnic minorities backgrounds employed by SLC. Action 4: Advertise more widely to attract candidates from diverse backgrounds. Include additional wording in vacancy adverts stating that South Lanarkshire Council welcomes applications from people from black and minority ethnic background to encourage applications from ethnic minority communities. Testimonials from people from black and minority ethnic groups at all levels within the organisation sharing their experiences of working for the organisation. Use positive images of black and minority ethnic employees in any marketing and advertising campaigns. 59
Page 60
Measures: Analysis of the workforce data relating to job applicants shows an increased number of applications from black and minority ethnic people. Monitor the number of jobs advertised using ethnic minority specific publications/ websites/ organisations. Increase in the number of people from black and minority ethnic backgrounds applying for reemployment in SLC. Action 5: Work with ethnic minority community organisations, particularly those who have an employability remit, to engage with local ethnic minority communities. Work with ethnic minority communities to help them better understand the recruitment process, including improving their ability to undertake competency- based tests. With the support of external organisations whose aims are to build the capacity and sustainability of the ethnic minority voluntary sector and its communities: Inform ethnic minority young people of Modern Apprenticeships opportunities available within South Lanarkshire Council. Inform ethnic minority people of work experience opportunities available within South Lanarkshire Council. Inform ethnic minority people of opportunities to join South Lanarkshire Council Citizens Panel. Measures: An increase in the number of minority ethnic young people applying for and being successful for Modern Apprenticeships. The number of minority ethnic people applying for and being successful for work experience opportunities increases. The number of minority ethnic people joining the South Lanarkshire Council Citizens Panel increase. 60
Page 61
Appendix 3 Recruitment Panel Equality, Diversity and Inclusion Checklist It is the responsibility of the chairperson of the recruitment panel to ensure that selection decisions at each stage of the recruitment process have been fair, consistent and free from bias (unconscious or conscious). The EDI checklist below should be signed off by the panel chair to demonstrate that best practice and council policy has been met in regard to equality, diversity and inclusion for each stage of the recruitment process wherever possible. Panel members should raise concerns about the fairness of recruitment decisions with their Head of Service immediately. Post details Post name Shortlist date: Interview date Recruitment panel members: Chair of the recruitment panel: Panel Composition • Where possible ensure the recruitment panel is diverse. This includes mixed gender, ethnicity, age, disability and background to reduce potential subjective bias. • Avoid tokenism—ensure underrepresented panel members are present in a meaningful way and take an active role in the recruitment discussions and decisions. • Where possible rotate panel membership to prevent the same individuals from influencing hiring decisions. (This can also include maintaining a balance between experienced interviewers and new panel members.) • Ensure the recruitment key dates have been agreed in advance and panel members have committed to meet these in order that KPIs are achieved. Timelines | Recruitment timelines | myWorks Actions complete 61
Page 62
Training and Preparation • Ensure all panel members have completed the appropriate recruitment training before joining the recruitment panel (including the necessary unconscious bias training.) • Ensure all panel members are familiar with the council’s commitment to equality, inclusiveness and fairness and this will be reflected throughout the recruitment process. • Before any selection decisions are made, panel members have been briefed on the job requirements, person specification criteria, scoring guidance, and expectations on equality and inclusiveness at each stage of the process. • Ensure that panel members are aware of the Council’s obligations regarding the Disability Confident Scheme and Armed Forces Covenant. (Candidates who declare themselves as disabled and/or are ex service personnel are guaranteed an interview if the essential criteria are met. Written reasons for rejection should also be provided to unsuccessful candidates from these groups.) • Panel chairperson should contact the Resource Diversity Liaison Officer with any diversity queries. and to verify any decisions not to appoint a disabled or ex service personnel applicant after interview • Panel members should be referred to the Fusion recruitment guides for each stage of the process. This includes the shortlisting overview and shortlisting form Actions complete Interview questions and scoring form • A structured interview format with standard questions for all candidates has been agreed in advance with the panel to ensure the process is fair and objective. • Where possible all candidates should be allocated time in advance of their interview to review the interview questions in advance. (Allow 10- 15 mins to review and prepare their responses.) • Agree with the panel how the scoring criteria for each question will be applied to the essential criteria on the person specification. • Ensure that panel members score each candidate independently after each interview and scores are only shared when all interviews have concluded. • Document panel decisions with consistent and transparent notes for each candidate. These should be Actions complete 62
Page 63
retained for 6 months (before confidential destruction.) This will help evidence the selection decision by objectively identifying the high performers, help the panel to justify their selection decision, aid the provision of constructive feedback to unsuccessful candidates and justify the decisions taken in the event of a recruitment complaint. • Panel members will be referred to the interview overview and the interview scoring form. Inclusivity and Accessibility • The interview accommodation is accessible for people with disabilities. • Reasonable adjustments for candidates have been made in advance if requested. Check with the candidate these are appropriate before the interview commences. • Where possible, provide candidates with the interview questions in advance allowing them at least 15 mins to review and prepare their responses- this approach is best practice for supporting neurodivergent candidates and those whose first language may not be English. • Ensure panel members use unbiased language in their interactions with candidates. • Guaranteed Interview candidates: advice sought from DLO as required. Actions complete 63
Page 64
Appendix 4 EDI training completion data 2022-26 Table 2 Completions January 2022 to March 2026 Equality and Diversity Awareness 9778 Preparing and Conducting Interviews 655 Recruitment and Selection and the Law 619 Safer Recruitment using the PVG Scheme 207 The Interview Panel 513 Unconscious Bias 4207 Interview Questions and Additional Selection Tools 566 Total 16545 64
Page 65
Appendix 5 Management Bulletin Issued: Number: To: Manager Distribution List From: Executive Director – Finance and Corporate Resources Subject: Inclusive Recruitment Panels The purpose of this bulletin is to update managers with responsibility for recruitment of on the council’s training and expectations for recruitment panels. As part of the Public Sector Equality Duty, the council has an obligation to ensure that equality of opportunity is advanced for all. From a staffing perspective, the very first contact that people have with South Lanarkshire Council is our recruitment process. It is therefore vital that this process is conducted in line with our statutory obligations around equality, diversity, and inclusion. The Employee Development and Diversity team have created a range of training modules for managers with recruitment responsibilities. Each of these are found within the Recruitment community on Fusion Learn: • Interview questions and additional selection tools • Online job interview tips • Preparing and conducting interviews • Recruitment and selection and the law In addition, there are learning modules focused on equality, diversity, and inclusion which must be completed by all interview panel members. These are located on Fusion Learn, in the Diversity and Inclusion Mandatory Training community: • Equality and Diversity Awareness • Marriage and Civil Partnership • Race Discrimination • Unconscious Bias Hiring managers are asked to ensure that they familiarise themselves with the modules well in advance of any planned recruitment activities. Further queries on this matter can be directed to the Equalities team at equalities@southlanarkshire.gov.uk. Jackie Taylor Executive Director – Finance and Corporate Resources 65
Page 66
66