Agenda Document Pack - Housing and Technical Resources Committee - 14/05/2025
South Lanarkshire Council · 14 May 2025
Back to Housing and Technical Resources Committee — 14 May 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 06 May 2025 Dear Councillor Housing and Technical Resources Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 14 May 2025 Time: 10:00 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 Davie McLachlan (Chair), Margaret Cowie (Depute Chair), Joe Fagan (ex officio), Walter Brogan, Archie Buchanan, Mathew Buchanan, Janine Calikes, Gerry Convery, Margaret Cooper, Andrea Cowan, Maureen Devlin, Colin Dewar, Allan Falconer, Grant Ferguson, Alistair Fulton, Ross Gowland, Geri Gray, Martin Lennon, Richard Lockhart, Julia Marrs, Ian McAllan, Kenny McCreary, Norman Rae, Kirsten Robb, David Shearer, Kirsty Williams Substitutes Robert Brown, Monique Equi, Gladys Ferguson-Miller, Elise Frame, Martin Hose, Cal Johnston-Dempsey, Susan Kerr, Eileen Logan, Richard Nelson, Helen Toner, Margaret B Walker, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Housing and Technical Resources Committee held on 26 February 2025 submitted for approval as a correct record. (Copy attached) 5 - 14 3 Minutes of Special Meeting Minutes of the special meeting of the Housing and Technical Resources Committee held on 5 March 2025 submitted for approval as a correct record. (Copy attached) 15 - 24 Monitoring Item(s) 4 Housing and Technical Resources - Revenue Budget Monitoring 2024/2025 - Housing Revenue Account (HRA) Joint report dated 16 April 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 25 - 28 5 Housing and Technical Resources - Revenue Budget Monitoring 2024/2025 - (Excl Housing Revenue Account (HRA)) Joint report dated 16 April 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 29 - 34 6 Housing and Technical Resources - Capital Budget Monitoring 2024/2025 (HRA) Joint report dated 16 April 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 35 - 38 7 Housing and Technical Resources - Capital Budget Monitoring 2024/2025 (excl Housing Revenue Account (HRA)) Joint report dated 15 April 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 39 - 42 8 Housing and Technical Resources – Workforce Monitoring – January and February 2025 Joint report dated 3 April 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 43 - 50 Item(s) for Decision 9 Housing and Technical Resource Plan 2025/2026 Report dated 23 April 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 51 - 80 10 Review of South Lanarkshire Council’s ‘Scheme of Assistance’ Report dated 8 April 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 81 - 94 2
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11 Reinforced Autoclaved Aerated Concrete (RAAC) Update and Proposed Works for Christie Place, Cambuslang Report dated 28 March 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 95 - 100 12 High Blantyre Hall – Community Asset Transfer to 3rd Blantyre Community Group Report dated 7 April 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 101 - 106 13 Tileworks Pitches and Pavilion, Stonehouse – Community Asset Transfer to Albert Football Club Limited Report dated 7April 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 107 - 112 14 Dolphinton Hall, Edinburgh Road, Dolphinton, EH46 7AD – Concessionary Lease to Dolphinton Hall Community Association Report dated 7 April 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 113 - 118 Item(s) for Noting 15 Update on the Property Asset Management Plan 2021 to 2025 Report dated 30 January 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 119 - 138 16 Extension of Lease of 26 Units Within the Former Student Residencies at 2 Barrack Street, Hamilton for the Purposes of Accommodating Ukrainian Refugees and Resettlement Report dated 25 March 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 139 - 142 Urgent Business 17 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 3
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HOUSING AND TECHNICAL RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 26 February 2025 Chair: Councillor Davie McLachlan Councillors Present: Councillor Walter Brogan, Councillor Archie Buchanan, Councillor Mathew Buchanan, Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Margaret Cowie (Depute), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Allan Falconer, Councillor Grant Ferguson, Councillor Elise Frame (substitute for Councillor Janine Calikes), Councillor Alistair Fulton, Councillor Ross Gowland, Councillor Geri Gray, Councillor Ross Lambie, Councillor Martin Lennon, Councillor Richard Lockhart, Councillor Julia Marrs, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Norman Rae, Councillor David Shearer, Councillor Kirsty Williams Councillors' Apologies: Councillor Janine Calikes, Councillor Margaret Cooper, Councillor Joe Fagan (ex officio) Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); K Gowrie, Finance Manager (Resources); L Hamilton, Administration Officer; E McPake, Human Resources Business Manager; L Wyllie, Administration Assistant Housing and Technical Resources S Gibson, Executive Director; A Craigen, Section Leader (Surveys); S Egan, Head of Housing Services; C Jardine, Head of Property Services; G McParland, Property Manager (Assets and Estates); C Mitchell, Strategy and Support Manager 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Housing and Technical Resources Committee held on 27 November 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of Special Meeting The minutes of the special meeting of the Housing and Technical Resources Committee held on 22 January 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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4 Revenue Budget Monitoring 2024/2025 - Housing and Technical Resources - Housing Revenue Account (HRA) A joint report dated 29 January 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April to 27 December 2024 and providing a forecast for the year to 31 March 2025 for Housing and Technical Resources (HRA). As at 27 December 2024, there was a forecast breakeven position against the budget, as detailed in Appendix A to the report. The Committee decided: that the forecast to 31 March 2025 of a breakeven position on the Housing and Technical Resources’ Revenue budget (HRA), as detailed in Appendix A to the report, be noted. [Reference: Minutes of 27 November 2024 (Paragraph 4)] Councillor Lennon joined the meeting during this item of business 5 Revenue Budget Monitoring 2024/2025 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 29 January 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April to 27 December 2024 and providing a forecast for the year to 31 March 2025 for Housing and Technical Resources (excl HRA). A Service Analysis Statement, which outlined key highlights by Service for the Resource, was provided at Appendix A to the report. The detailed financial position, with variance explanations by budget category, was provided in appendices B to D of the report. As at 27 December 2024, the projected outturn position for 2024/2025 was an underspend of £0.705 million, before transfer to reserves, as detailed in Appendix A to the report. Following the Council’s formal Probable Outturn exercise, the forecast to 31 March 2025 was a breakeven position, following approved transfers to reserves, as outlined in appendices B to D to the report. Virements were proposed to realign budgets and those were detailed in appendices C and D to the report. The Committee decided: (1) that the forecast to 31 March 2025 of a breakeven position on the Housing and Technical Resources’ revenue budget (excl HRA), as detailed in Appendix A to the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of 27 November 2024 (Paragraph 3) and Minutes of the Executive Committee of 12 February 2025 (Paragraph 3)] 6
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6 Capital Budget Monitoring 2024/2025 - Housing and Technical Resources (Housing Revenue Account (HRA)) A joint report dated 29 January 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising on the progress of the capital programme for Housing and Technical Resources (HRA) for the period 1 April to 27 December 2024. The Housing Capital Programme for 2024/2025 totalled £77.248 million, as detailed in Appendix A to the report. This budget was based on the original programme approved by the Council in February 2024, budget carried forward from financial year 2023/2024 and the Scottish Government Affordable Housing Grant available for 2024/2025. The forecast for 2024/2025 from Housing and Technical Resources had identified an outturn of £73.112 million for the year, an underspend of £4.136 million. This was as a result of delays in site starts at Cairnswell Avenue, Cambuslang and Brackenhill Farm, Hamilton. In addition, the average purchase price for properties purchased through the Market Purchase Scheme had reduced reflecting the current size of properties. Any Council funding not utilised would be carried forward into the next financial year. The spend to 30 December 2024 on the Housing Capital Programme amounted to £43.425 million and £43.425 million of funding had been received. The Committee decided: that the revised Housing and Technical Resources’ (HRA) capital programme of £77.248 million, and forecast expenditure of £73.112 million, be noted. [Reference: Minutes of 27 November 2024 (Paragraph 6) and Minutes of South Lanarkshire Council of 21 February 2024 (Paragraph 3)] 7 Capital Budget Monitoring 2024/2025 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 28 January 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising on the progress of the capital programme for Housing and Technical Resources (excl HRA) for the period 1 April to 30 December 2024. The revised budget of £9.984 million was based on the overall Capital Programme for 2024/2025 and included updates approved by the Executive Committee on 11 December 2024. Appendix A to the report detailed a forecast for the financial year of £8.120 million. This forecast underspend reflected the timing of spend across this year and into the new financial year, and resulted in budget required in 2025/2026, rather than 2024/2025. Actual expenditure at 30 December 2024 was £5.012 million. The Finance Manager (Strategy) responded to a member’s question regarding the private house scheme of assistance budget. 7
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The Committee decided: that the Housing and Technical Resources’ (excl HRA) Capital Programme of £9.984 million, and forecast expenditure of £8.120 million, be noted. [Reference: Minutes of 27 November 2024 (Paragraph 6) and Minutes of the Executive Committee of 11 December 2024 (Paragraph 4)] 8 Housing and Technical Resources – Workforce Monitoring – October to December 2024 A joint report dated 31 January 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted on the following employee information for Housing and Technical Resources for October to December 2024:- attendance statistics occupational health statistics accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews The Committee decided: that the report be noted. [Reference: Minutes of 27 November 2024 (Paragraph 7)] 9 Housing Allocation Policy – Local Letting Plans 2025/2026 A report dated 23 January 2025 by the Executive Director (Housing and Technical Resources) was submitted advising on progress against the 2024/2025 letting targets and requesting approval for:- the 2025/2026 letting targets the 2025/2026 Local Letting Initiatives (LLIs) Local Letting Plans (LLPs) were a key feature of the Housing Allocation Policy and continued to ensure that a strategic and flexible approach was taken in the allocation of Council housing. Annually, LLPs were prepared for each housing management area and provided an overview of local supply and demand, setting out:- annual letting targets for each of the 4 housing lists (in relation to mainstream and sheltered properties) details of LLIs in operation within a local area LLPs and associated targets were subject to this Committee’s approval and this was the sixth annual report since the revised Housing Allocation Policy had been introduced. Information was provided on:- the contribution of letting targets towards achieving the priority objectives of the Homelessness Strategic Plan the projected outcomes in relation to the 2024/2025 letting targets the proposed mainstream and sheltered housing letting targets for 2025/2026, as outlined in appendices 1 and 2 to the report the proposed LLIs to be retained during 2025/2026, as outlined in Appendix 3 to the report 8
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The Committee decided: (1) that progress against the 2024/2025 letting targets be noted; (2) that the 2025/2026 mainstream housing letting targets, attached as Appendix 1 to the report, be approved; (3) that the 2025/2026 sheltered housing letting targets, attached as Appendix 2 to the report, be approved; and (4) that the Local Letting Initiatives, attached as Appendix 3 to the report, be approved. [Reference: Minutes of 7 February 2024 (Paragraph 9)] 10 Homeless Pressures Update A report dated 6 January 2025 by the Executive Director (Housing and Technical Resources) was submitted:- providing an update on the continuing pressure on homelessness services ♦ providing an update on the impact of approved mitigations ♦ requesting approval for the continuation of the Homelessness Strategic Action Plan for one further year to 2025/2026 Regular updates had been provided to this Committee over the last year outlining the severe pressure placed on homelessness services due to the sustained high levels of demand. This position led to a range of mitigations being incorporated within the Homelessness Strategic Action Plan 2024/2025, approved by this Committee on 18 September 2024. Information was provided on:- ♦ a comparison of 2022/2023 and 2024/2025 performance measures identified to gauge the impact of mitigations ♦ the proposal to extend the Homelessness Strategic Action Plan for a further year to 2025/2026 ♦ the further year of Rapid Re-housing Transition Plan funding being allocated to local authorities ♦ the next steps to be undertaken, including continuing to monitor performance and providing an update on progress to Committee The work of officers dealing with homeless pressures was commended. The Committee decided: (1) that the scale and nature of the continued high demand for homelessness assistance, both nationally and locally, be noted; (2) that the impact of mitigating actions set out in the Homelessness Strategic Action Plan 2024/2025 be noted; and (3) that the continuation of the Homelessness Strategic Action Plan for one further year to 2025/2026 be approved. [Reference: Minutes of 18 September 2024 (Paragraph 13) and Minutes of the Executive Committee of 8 May 2024 (Paragraph 12)] 9
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11 South Lanarkshire Council Housing Repairs Policy A report dated 13 January 2025 by the Executive Director (Housing and Technical Resources) was submitted on the revised South Lanarkshire Council Housing Repairs Policy. In terms of the Housing (Scotland) Act 2001, the Council had a statutory duty to provide a repairs service to maintain its housing stock and related assets to an acceptable standard. In accordance with the Housing and Technical Resources’ Policy and Strategy review schedule, a review of the Housing Repairs Policy had been undertaken during 2024. Information was provided on:- ♦ the review and consultation process undertaken ♦ the key changes made to the Policy reflecting the feedback received The proposed revised Policy was attached as Appendix 1 to the report. Subject to endorsement by this Committee, the revised Housing Repairs Policy would be submitted to the Executive Committee for consideration at its meeting on 30 April 2025 and, if approved, would be implemented from 5 May 2025. The Chair thanked the Tenant Participation Co-ordination Group for the work that the Group did. Officers responded to a member’s question regarding the process for checking for alterations made without permission. The Committee decided: (1) that the revised South Lanarkshire Council Housing Repairs Policy, attached as Appendix 1 to the report, be endorsed and referred to the Executive Committee for approval; and (2) that it be noted that, if approved, the revised Policy would be implemented with effect from 5 May 2025. [Reference: Minutes of 23 May 2018 (Paragraph 8)] 12 Hollandbush Golf Course and Clubhouse, Lesmahagow – Community Asset Transfer to Hollandbush Golf Club A report dated 20 January 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for asset transfer, by lease, of Hollandbush Golf Course and Clubhouse to Hollandbush Golf Club and requesting approval of the principal terms and conditions of asset transfer, as detailed in the report. Hollandbush Golf Course was managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from the Golf Course and Clubhouse and control was returned to the Council. Information was provided on:- the extent of the property, as shown on the plan attached as an appendix to the report the purpose of Hollandbush Golf Club the assessment of the application and proposed terms and conditions of the lease 10
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The Committee decided: (1) that the subjects at Hollandbush Golf Course and Clubhouse, New Trows Road, Lesmahagow be leased to Hollandbush Golf Club, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 13 Dunedin Pitches and Pavilion, East Kilbride – Community Asset Transfer to EKRFC Dunedin Project Limited A report dated 20 January 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for asset transfer, by lease, of Dunedin Pitches and Pavilion to EKRFC Dunedin Project Limited and requesting approval of the principal terms and conditions of asset transfer, as detailed in the report. Dunedin Pitches and Pavilion were managed by South Lanarkshire Leisure and Culture (SLLC), however, had been dormant for a number of years and the SLLC Board had confirmed that it was in support of the transfer of this site under the Community Asset Transfer. Information was provided on:- the extent of the property, as shown on the plan attached as an appendix to the report the purpose of the EKRFC Dunedin Project Limited the proposed use of the facility the assessment of the application and proposed terms and conditions of the lease The Property Manager (Assets and Estates) responded to a member’s question regarding the determination of the length of a lease. The Committee decided: (1) that the subjects at Dunedin Pitches and Pavilion, Dunedin Drive, East Kilbride, be leased to EKRFC Dunedin Project Limited, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 14 Raploch Pitches and Pavilion, Larkhall – Community Asset Transfer to Larkhall Thistle Community Football Club A report dated 20 January 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for asset transfer, by lease, of Raploch Pitches and Pavilion to Larkhall Thistle Community Football Club and requesting approval of the principal terms and conditions of asset transfer, as detailed in the report. 11
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Raploch Pitches and Pavilion were managed by South Lanarkshire Leisure and Culture (SLLC) and sub-leased to Larkhall Thistle Community Football Club, allowing them to maintain the pitches and site. The club advised that it wished to continue to operate the facility. Information was provided on:- the extent of the property, as shown on the plan attached as an appendix to the report the assessment of the application and proposed terms and conditions of the lease The Committee decided: (1) that the subjects at Raploch Pitches and Pavilion, Burnbrae Road, Larkhall be leased to Larkhall Thistle Community Football Club, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 15 Eastfield Community Hall, Cambuslang – Community Asset Transfer to Eastfield Community Centre Management Committee A report dated 20 January 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for the disposal, by asset transfer, of Eastfield Community Hall to Eastfield Community Centre Management Committee and requesting approval of the principal terms and conditions of asset transfer, as detailed in the report. Eastfield Community Hall was managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility and control was returned to the Council. The property remained operational, funded by the Community Fightback Fund, whilst negotiations took place with Eastfield Community Centre Management Committee regarding its future intentions. A request for a 1-year concessionary lease was approved by delegated authority on 23 August 2024, which resulted in the Eastfield Community Centre Management Committee taking over the day-to-day responsibility for the facility, pending submission of a full Community Asset Transfer application. Information was provided on:- the extent of the property requested, as shown on the plan attached as an appendix to the report the purpose of the Eastfield Community Centre Management Committee the assessment of the application and proposed terms and conditions of the sale The Property Manager (Assets and Estates) responded to a member’s question seeking clarification on the meaning of a 2-tier Scottish Charitable Incorporated Organisation. The Committee decided: (1) that the subjects at Eastfield Community Hall, Dukes Road, Cambuslang be disposed of to Eastfield Community Centre Management Committee, subject to the terms and conditions detailed in Section 5 of the report; and 12
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(2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the disposal and enter into the necessary legal agreements on terms which were in the best interests of the Council. 16 Delegated Authority Report – Update A report dated 14 January 2025 by the Executive Director (Housing and Technical Resources) was submitted on transactions processed by Property Services during Quarter 3 of 2024/2025. The Executive Director (Housing and Technical Resources), under delegated powers, had authority to deal with various transactions including:- leases up to the value of £50,000 per annum and a maximum period of 20 years rent reviews up to an increase of £20,000 per annum disposals up to a value of £200,000 acquisitions up to a value of £200,000 Details of the transactions undertaken during Quarter 3, as contained at Appendix 1 to the report, were as follows:- Quarter 3 2024/2025: Number of transactions 75 Total value of lease transactions £59,300 per annum Total value of capital transactions £4,499,971.25 Total number of miscellaneous transactions 5 The Committee decided: that the transactions processed by delegated authority by Property Services during Quarter 3 of 2024/2025 be noted. [Reference: Minutes of 27 November 2024 (Paragraph 15)] 17 Urgent Business There were no items of urgent business. 13
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HOUSING AND TECHNICAL RESOURCES COMMITTEE Minutes of the special meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 5 March 2025 Chair: Councillor Davie McLachlan Councillors Present: Councillor Walter Brogan, Councillor Archie Buchanan, Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Margaret Cowie (Depute), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Allan Falconer, Councillor Grant Ferguson, Councillor Elise Frame (substitute for Councillor Geri Gray), Councillor Ross Gowland, Councillor Ross Lambie, Councillor Richard Lockhart, Councillor Julia Marrs, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Norman Rae, Councillor David Shearer, Councillor Helen Toner (substitute for Councillor Alistair Fulton), Councillor Kirsty Williams Councillors' Apologies: Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Margaret Cooper, Councillor Joe Fagan (ex officio), Councillor Alistair Fulton, Councillor Geri Gray, Councillor Martin Lennon Attending: Finance and Corporate Resources L Hamilton, Administration Officer; L Wyllie, Administration Assistant Housing and Technical Resources S Gibson, Executive Director; C Jardine, Head of Property Services; G McParland, Property Manager (Assets and Estates); J Read, Strategy and Policy Adviser 1 Declaration of Interests The following interest was declared:- Councillor(s) Item(s) Nature of Interest(s) Marrs Former Netherburn Community Hall, 40 Overton Road, Netherburn - Concessionary Lease to Rivals School of Martial Arts Previous involvement with applicant 2 Community Asset Transfer of Ferniegair Hall, Hamilton A report dated 31 January 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for asset transfer, by lease, of Ferniegair Hall, Carlisle Road, Hamilton to the Martial Arts Community Hub and requesting approval of the principal terms and conditions, as detailed in the report. Ferniegair Hall was formerly managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. The Hall had remained open through support from the Community Fightback Fund which had been introduced to support hall transfers to the community and the Martial Arts Community Hub had been managing the Hall successfully since 12 August 2024, as outlined in the report. 3 15
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Information was provided on:- the terms of the lease request the Hall requested, as shown on the plan attached as an appendix to the report the purpose of the Martial Arts Community Hub the proposed use of the Hall the assessment of the application and proposed terms and conditions of the lease of Ferniegair Hall to the Martial Arts Community Hub The Propery Manager (Assets and Estates) responded to members’ questions in general about asset transfers in relation to the local community having access to and being able to book halls and the redress available to the Council should issues in relation to access to community halls be raised. The Committee decided: (1) that Ferniegair Hall, Carlisle Road, Hamilton be leased to the Martial Arts Community Hub, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. Councillor Falconer joined the meeting during this item of business 3 Community Asset Transfer of Stewartfield Community Centre, East Kilbride A report dated 31 January 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for asset transfer, by lease, of Stewartfield Community Centre, East Kilbride to East Kilbride Gymnastics Club (EKGC) and requesting approval of the principal terms and conditions, as detailed in the report. Stewartfield Community Centre was formerly managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. The Hall had remained open through support from the Community Fightback Fund which had been introduced to support hall transfers to the community. A previous request for asset transfer, by lease, from another organisation had been withdrawn and, thereafter, a 1-year lease to EKCG had been approved, with the transfer taking place on 18 November 2024. EKGC had now requested a 2-year lease to enable the organisation to continue to operate the facility and develop a longer-term strategy. Information was provided on:- the terms of the lease request the Community Centre requested, as shown on the plan attached as an appendix to the report the purpose of EKGC the proposed use of the Community Centre the assessment of the application and proposed terms and conditions of the lease of Stewartfield Community Centre to EKGC 16
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The Propery Manager (Assets and Estates) responded to a member’s question regarding the length of the lease of the Centre to EKGC. The Committee decided: (1) that Stewartfield Community Centre, 3 Macneith Way, East Kilbride be leased to East Kilbride Gymnastics Club, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 4 Community Asset Transfer of The Fountain Community Centre, Lesmahagow A report dated 31 January 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for asset transfer, by lease, of The Fountain Community Centre, Lesmahagow to Lesmahagow Development Trust and requesting approval of the principal terms and conditions, as detailed in the report. The Fountain Community Centre was formerly managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. Lesmahagow Development Trust had requested an annual lease of the facility to enable it to re- open for community use as quickly as possible. This allowed the Trust to operate the facility and test the viability of a future Community Asset Transfer. The Trust had been successfully operating the facility since August 2023 and the Trust had now requested a 25-year lease. Information was provided on:- the terms of the lease request the Community Centre, as shown on the plan attached as an appendix to the report the purpose of the Lesmahagow Development Trust the proposed use of the Community Centre the assessment of the application and proposed terms and conditions of the lease of The Fountain Community Centre, Lesmahagow to Lesmahagow Development Trust The Committee decided: (1) that The Fountain Community Centre, Abbeygreen Road, Lesmahagow be leased to Lesmahagow Development Trust, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 17
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5 Former Netherburn Community Hall, 40 Overton Road, Netherburn - Concessionary Lease to Rivals School of Martial Arts A report dated 3 February 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of the former Netherburn Community Hall, Netherburn to Rivals School of Martial Arts and requesting approval of the principal terms and conditions, as detailed in the report. The former Netherburn Community Hall was formerly managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. In recognition of the potential impact on communities, the Council had invited local organisations to continue to operate facilities by leasing them on a concessionary lease with a view to ascertaining if a more permanent arrangement was viable. Information was provided on:- the terms of the lease request the extent of the property the purpose of the Rivals School of Martial Arts the proposed use of the Community Hall the assessment of the application and proposed terms and conditions of the lease of the former Netherburn Community Hall to Rivals School of Martial Arts The Committee decided: (1) that the former Netherburn Community Hall, 40 Overton Road, Netherburn be leased to Rivals School of Martial Arts, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. Councillor Marrs, having declared an interest in the above item, withdrew from the meeting during its consideration 6 Former Braehead Village Hall, 11 Carnwath Road, Braehead - Concessionary Lease to The White Hall @ Braehead A report dated 3 February 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of the Braehead Village Hall to The White Hall @ Braehead and requesting approval of the principal terms and conditions, as detailed in the report. The former Braehead Village Hall was formerly managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. In recognition of the potential impact on communities, the Council had invited local organisations to continue to operate facilities by leasing them on a concessionary lease with a view to ascertaining if a more permanent arrangement was viable. 18
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Information was provided on:- the terms of the lease request the extent of the property the purpose of the White Hall @ Braehead the proposed use of the Village Hall the assessment of the application and proposed terms and conditions of the lease of the former Braehead Village Hall to The White Hall @ Braehead The Committee decided: (1) that the former Braehead Village Hall, 11 Carnwath Road, Braehead be leased to The White Hall @ Braehead, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 7 Uddingston Community Centre, Bellshill Road, Uddingston - Concessionary Lease to Access to All Martial Arts and Community Sports Scottish Charitable Incorporated Organisation A report dated 3 February 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of Uddingston Community Centre to Access to All Martial Arts and Community Sports (AAMACS) Scottish Charitable Incorporated Organisation (SCIO) and requesting approval of the principal terms and conditions, as detailed in the report. Uddingston Community Centre was managed by South Lanarkshire Leisure and Culture (SLLC) and operated by a community-led management committee. Following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. The Centre had remained open through support from the Community Fightback Fund which allowed SLLC to continue to operate the facility in the short-term while work was undertaken to identify local organisations which would consider operating the facility on behalf of the community. AAMACS SCIO had requested a concessionary lease to enable the organisation to operate the facility whilst developing an application for a longer lease through the Community Asset Transfer process. Information was provided on:- the extent of the property the purpose of AAMACS SCIO the proposed use of the Community Centre the assessment of the application and proposed terms and conditions of the lease of Uddingston Community Centre to AAMACS SCIO The Committee decided: (1) that Uddingston Community Centre, Bellshill Road, Uddingston be leased to AAMACS SCIO, subject to the terms and conditions detailed in Section 5 of the report; and 19
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(2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 8 Former Carstairs Community Centre, School Road, Carstairs - Concessionary Lease to Carstairs Community Management Group A report dated 3 February 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of the former Carstairs Community Centre to Carstairs Community Management Group and requesting approval of the principal terms and conditions, as detailed in the report. The former Carstairs Community Centre was owned by the Council and services from the Centre were currently provided through a short-term lease agreement with Carstairs Community Management Group via South Lanarkshire Leisure and Culture (SLLC). Information was provided on:- the terms of the lease request the extent of the property the purpose of Carstairs Community Management Group the proposed use of the Community Centre the assessment of the application and proposed terms and conditions of the lease of Carstairs Community Centre to Carstairs Management Group The Committee decided: (1) that the former Carstairs Community Centre, School Road, Carstairs be leased to Carstairs Community Management Group, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 9 North Halfway Hall, 23 Graham Avenue, Halfway - Concessionary Lease to The Halfway Hall Scottish Charitable Incorporated Organisation A report dated 3 February 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of North Halfway Hall to The Halfway Hall Scottish Charitable Incorporated Organisation (SCIO) and requesting approval of the principal terms and conditions, as detailed in the report. North Halfway Hall was formerly managed by South Lanarkshire Leisure and Culture (SLLC) and operated by a community-led management committee. Following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. The management committee had indicated that it wished to continue to operate the premises and had restructured the organisation, working on a business plan and reconstitution as an SCIO. 20
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Information was provided on:- the extent of the property the purpose of the Halfway Hall SCIO the proposed use of the Hall the assessment of the application and proposed terms and conditions of the lease of North Halfway Hall to The Halfway Hall SCIO The Committee decided: (1) that North Halfway Hall, 23 Graham Avenue, Halfway be leased to The Halfway Hall SCIO, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 10 Former Springwells Neighbourhood Hall, 141 Parkville Drive, Blantyre - Concessionary Lease to Rivals School of Martial Arts A report dated 3 February 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of the former Springwells Neighbourhood Hall to Rivals School of Martial Arts and requesting approval of the principal terms and conditions, as detailed in the report. Springwells Neighbourhood Hall was owned by the Council and was currently vacant following use as a Covid-19 vaccination centre. Information was provided on:- the terms of the lease request the extent of the property the purpose of Rivals School of Martial Arts the proposed use of the Hall the assessment of the application and proposed terms and conditions of the lease of the former Springwells Neighbourhood Hall to Rivals School of Martial Arts The Committee decided: (1) that the former Springwells Neighbourhood Hall, 141 Parkville Drive, Blantyre be leased to Rivals School of Martial Arts, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 21
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11 Former Crawford Village Hall, 87 Carlisle Road, Crawford - Concessionary Lease to the Crawford Elvanfoot and Dear Action Resource A report dated 3 February 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of the former Crawford Village Hall to Crawford Elvanfoot and Dear Action Resource (CEDAR) and requesting approval of the principal terms and conditions, as detailed in the report. The former Crawford Village Hall was managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. CEDAR was constituted on 13 June 2024 as a Scottish Charitable Incorporated Organisation (SCIO) and had requested a concessionary lease of the Hall while testing the viability of its business model and supported a potential Community Asset Transfer. Information was provided on:- the extent of the property the purpose of CEDAR the proposed use of the Hall the assessment of the application and proposed terms and conditions of the lease of the former Crawford Village Hall to CEDAR The Committee decided: (1) that the former Crawford Village Hall, 87 Carlisle Road, Crawford be leased to Crawford Elvanfoot and Dear Action Centre (CEDAR), subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 12 Kirktonholme Hall, 110 Kirktonholme Road, West Mains, East Kilbride - Concessionary Lease to Calderwood Baptist Church A report dated 3 February 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of Kirktonholme Hall to Calderwood Baptist Church and requesting approval of the principal terms and conditions, as detailed in the report. Kirktonholme Hall was managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. The Community Fightback Fund allowed SLLC to continue to operate the facility in the short- term while work was undertaken to identify local organisations which would consider operating the facility on behalf of the community. Calderwood Baptist Church had requested a concessionary lease to enable the organisation to operate the facility whilst developing an application for a longer lease through the Community Asset Transfer process. Information was provided on:- the extent of the property 22
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the purpose of Calderwood Baptist Church the proposed use of the Hall the assessment of the application and proposed terms and conditions of the lease of Kirktonholme Hall to Calderwood Baptist Church The Committee decided: (1) that Kirktonholme Hall, 110 Kirktonholme Road, West Mains, East Kilbride be leased to Calderwood Baptist Church, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 13 Strathaven Park Sports Pavilion, John Hastie Park, Strathaven - Concessionary Lease to Strathaven Community Tennis Club A report dated 3 February 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of Strathaven Park Sports Pavilion to Strathaven Community Tennis Club and requesting approval of the principal terms and conditions, as detailed in the report. Strathaven Park Sports Pavilion was formerly managed by South Lanarkshire Leisure and Culture (SLLC) and, following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility, and control was returned to the Council. In recognition of the potential impact on communities, the Council had invited local organisations to continue to operate facilities by leasing them on a concessionary lease with a view to ascertaining if a more permanent arrangement was viable. Information was provided on:- the extent of the property, as shown on the plan attached as an appendix to the report the purpose of Strathaven Community Tennis Club the proposed use of the Sports Pavilion the assessment of the application and proposed terms and conditions of the lease of Strathaven Park Sports Pavilion to Strathaven Community Tennis Club The Committee decided: (1) that Strathaven Park Sports Pavilion, John Hastie Park, Strathaven, be leased to Strathaven Community Tennis Club, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 14 Urgent Business There were no items of urgent business. 23
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources - Revenue Budget Monitoring 2024/2025 - Housing Revenue Account (HRA) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April 2024 to 21 February 2025 for Housing and Technical Resources (HRA) provide a forecast for the year to 31 March 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the forecast breakeven position on Housing and Technical Resources’ (HRA) revenue budget, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. 3. Background 3.1. This is the fourth revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2024/2025. 3.2. This report reflects the actual spend to 21 February 2025 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 21 February 2025, there is a forecast breakeven position against the budget. This is outlined in Appendix A. 5.2. This breakeven position includes a lower than budgeted Transfer from Reserves reflecting a net reduction in expenditure for the year. This is detailed in Appendix A. 5.3. Appendix A also notes the actual position as at 21 February 2025, being a net income position of £36.334 million. This reflects the timing of income and expenditure at that point in the year. 4 25
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5.4. Work is ongoing to finalise the year-end position for the Housing Revenue Account. This will be reported to the Executive Committee in June 2025 and the next meeting of this Committee (13 August 2025). 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the move to routine forecasting and the work within the Resource and Finance teams, ensures early warning for corrective action to be taken where appropriate. 7.2. Inflationary and budget pressures increase the risk of overspend however these pressures are assessed and managed within the budget planning exercise for current and future years. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 16 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial ledger and budget monitoring results to 21 February 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kathleen Gowrie, Finance Manager Ext: 2680 (Tel: 01698 452601) E-mail : Kathleen.Gowrie@southlanarkshire.gov.uk 26
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 21 February 2024 (No.12) Housing Revenue Account Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 14,415 14,543 (128) over (0.89%) 12,771 1 Property Costs 60,703 60,258 445 under 0.73% 48,705 2 Supplies & Services 1,543 1,553 (10) over (0.65%) 534 Transport & Plant 195 160 35 under 17.95% 160 Administration Costs 5,594 5,469 125 under 2.23% 384 3 Payments to Other Bodies 2,975 3,354 (379) over (12.74%) 2,531 4 Payments to Contractors 100 100 0 - 0.00% 446 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 33,572 33,572 0 - 0.00% 33 Total Controllable Exp. 119,097 119,009 88 under 0.07% 65,564 Total Controllable Inc. (123,397) (124,700) 1,303 over recovered (1.06%) (101,898) 5 Transfer to/(from) Balance Sheet (4,862) (3,310) (1,552) under recovered 31.92% 0 6 Net Controllable Exp. (9,161) (9,001) (161) under 1.76% (36,334) Loan Charges 9,161 9,001 161 under 1.76% 0 7 Net Controllable Exp. / (Inc.) 0 0 0 - 0.00% (36,334) Variance Explanations 1. The non-recurring overspend reflects internal staff costs associated with new system development. 2. The underspend in property costs is due to the net effect of lower than forecast bad debt write offs and forecast expenditure on grounds maintenance charges partially offset by greater than forecast repairs and maintenance expenditure, electricity charges and fixtures and fittings due to increased demand. 3. The underspend is mainly due to lower than forecast expenditure on postage, printing and stationery and mobile phone costs. 4. The overspend in Payments to Other Bodies reflects additional support payments for current IT systems. 5. The over recovery in income is due to greater than budgeted income from rent collection offset in part by lower-than-expected income from laundry charges and reflects the severe weather insurance settlement being less than expected. 6. The transfer to reserves is anticipated to be lower than budget due to the overall projected position. 7. The underspend is due to forecast loan charges being lower than budget along with interest on revenue balances being greater than anticipated. Virements There are no virements to report. 27
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources - Revenue Budget Monitoring 2024/2025 - (Excl Housing Revenue Account (HRA)) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April 2024 to 21 February 2025 for Housing and Technical Resources (excl HRA) provide a forecast for the year to 31 March 2025. [1pur 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the forecast to 31 March 2025 of a breakeven position after approved transfer to reserves as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the fourth revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2024/2025. 3.2. The report details the financial position for Housing and Technical Resources (excluding HRA). Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and appendices B to D provide the detailed financial position with variance explanations by budget category. 3.3 This report reflects the actual spend to 21 February 2025 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. The output from the formal Probable Outturn exercise is noted in paragraph 5.2. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 21 February 2025, the Resource’s projected outturn position for 2024/2025 is an underspend of £0.705 million, before transfers to reserves. This is outlined in Appendix A. 5 29
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5.2. Probable Outturn - Following the Council’s formal Probable Outturn exercise, the forecast for the budget to 31 March 2025 is a breakeven position after transfers to reserves of £0.705 million approved at the Executive Committee (12 February 2025). This position is outline in appendices B to D. 5.3. Work is ongoing to finalise the year-end position for the Resource. This position will be reported to the Executive Committee in June 2025, and then to the next meeting of this Committee (13 August 2025). 5.4. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 16 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial ledger and budget monitoring results to 21 February 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kathleen Gowrie, Finance Manager Ext: 2680 (Tel: 01698 452601) E-mail : kathleen.gowrie@southlanarkshire.gov.uk 30
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Appendix A Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period 12 Ended 21 February 2025 (No. 12) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Housing Services 9,182 8,615 567 6.18% 9,844 Property Services 5,906 5,768 138 2.34% 9,652 Net Controllable Exp. 15,088 14,383 705 4.67% 19,496 Service Heading Explanation for significant projected outturn variances Housing Services The service is anticipated to underspend at the year-end mainly due to reduced payments to external providers for sheltered housing. Expenditure on temporary accommodation within the Homelessness service is forecast to overspend however this is offset by an underspend on commissioned services and anticipated increased rental income. Transfers to reserves of £0.455m have been approved by the Executive Committee (12 February 2025): £0.237m for Homelessness Temporary Accommodation and £0.218m for the Ukraine Resettlement Funding. Property Services The service is anticipated to underspend at the year-end mainly due to lower than forecast rates charges within Office Accommodation and employee costs within CCTV and Estates. These underspends are offset in part by overspends in repairs and maintenance within Property Maintenance. There is also a forecast underspend on employee costs within Building Services and an over recovery in income which are anticipated to offset an overspend in payment to contractors. There is a proposed transfer to reserves of £0.250m at the end of the financial year relating to an underspend in Office Accommodation budgets. 31
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 21 February 2025 (No.12) Housing and Technical Resources Summary (excl HRA) Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 46,193 43,577 2,616 under 5.66% 38,588 Property Costs 20,655 22,029 (1,374) over (6.65%) 23,471 Supplies & Services 13,430 11,683 1,747 under 13.01% 5,425 Transport & Plant 4,657 4,361 296 under 6.36% 4,079 Administration Costs 3,727 3,736 (9) over (0.24%) 657 Payments to Other Bodies 7,477 7,775 (298) over (3.99%) 4,219 Payments to Contractors 12,376 18,430 (6,054) over (48.92%) 15,438 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 156 168 (12) over (7.69%) 22 Total Controllable Exp. 108,671 111,759 (3,088) over (2.84%) 91,899 Total Controllable Inc. (93,583) (97,376) 3,793 over recovered (4.05%) (72,403) Net Controllable Exp. 15,088 14,383 705 - 4.67% 19,496 Transfer to Reserves 0 705 (705) Position after Transfer to Reserves 15,088 15,088 0 - 0.00% Variance Explanations Variances are shown in Appendices C and D. Budget Virements Virements are shown in Appendix D. Approved Transfers to Reserves Transfer to Reserves are shown in Appendices C and D. 32
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 21 February 2025 (No.12) Housing Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 3,519 3,504 15 under 0.43% 2,957 Property Costs 7,625 8,164 (539) over (7.07%) 9,142 1 Supplies & Services 112 86 26 under 23.21% 82 Transport & Plant 127 106 21 under 16.54% 83 Administration Costs 149 155 (6) over (4.03%) 73 Payments to Other Bodies 4,824 4,729 95 under 1.97% 2,950 2 Payments to Contractors 2,295 2,172 123 under 5.36% 2,172 3 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 12 13 (1) over (8.33%) 2 Total Controllable Exp. 18,663 18,929 (266) over (1.43%) 17,461 Total Controllable Inc. (9,481) (10,314) 833 over recovered (8.79%) (7,617) 4 Net Controllable Exp. 9,182 8,615 567 under 6.18% 9,499 Transfer to Reserves 0 455 (455) 0.00% Position after Transfer to Reserves 9,182 9,070 112 under 1.22% Variance Explanations 1. The forecast overspend relates to additional costs of accommodation, including bed and breakfast and fixture and fittings in the homelessness budget where expenditure varies according to service requirements, and is offset by the over recovery of income (see 4. below). 2. The forecast underspend is mainly due to lower than budgeted payments to Registered Social Landlords for Housing Support Services. 3. The underspend relates to commissioned services in the homelessness budget where expenditure varies according to service requirements. 4. The forecast over recovery of income mainly offsets the additional costs in relation to the homelessness service (see 1. above). Approved Transfers to Reserves (£0.455m): i. Homelessness Temporary Accommodation (£0.237m). There is an underspend in the current year forecast, and it is proposed to transfer this to reserves to fund future investment in the Homelessness service to meet future demands. ii. Ukraine Resettlement Funding (£0.218m). This funding forms part of the 2024/2025 revenue grant redeterminations and will be carried forward for use in 2025/2026. 33
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 21 February 2025 (No.12) Property Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 42,674 40,073 2,601 under 6.10% 35,631 1, a Property Costs 13,030 13,865 (835) over (6.41.%) 14,329 2, b Supplies & Services 13,318 11,597 1,721 under 12.92% 5,343 3 Transport & Plant 4,530 4,255 275 under 6.07% 3,996 4 Administration Costs 3,578 3,581 (3) over (0.08%) 584 Payments to Other Bodies 2,653 3,046 (393) over (14.81%) 1,269 5 Payments to Contractors 10,081 16,258 (6,177) over (61.27%) 13,266 6 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 144 155 (11) over 7.64% 20 Total Controllable Exp. 90,008 92,830 (2,822) over (3.14%) 74,438 Total Controllable Inc. (84,102) (87,062) 2,960 over recovered (3.52%) (64,786) 7 Net Controllable Exp. 5,906 5,768 138 under 2.34% 9,652 Transfer to Reserves 0 250 (250) Position after Transfer to Reserves 5,906 6,018 (112) over (1.90%) Variance Explanations 1. The forecast underspend relates to turnover and vacancies in Building Services and Estates which are actively being recruited as required. 2. The forecast overspend relates to service charges within Estates and costs associated with planned and reactive maintenance of Council properties. 3. The forecast underspend mainly relates to lower than anticipated expenditure on materials within Building Services due to the timing of capital and revenue works. It also includes an underspend on minor adaptations (refer 5 below). 4. The level of expenditure on scaffolding, plant and other transportation costs varies depending on the current workload demands and timing of works on a wide variety of capital and revenue works within Building Services. 5. The forecast overspend is in relation to grants for Homeowners via the Private Sector Scheme of Assistance and is offset by an underspend in Supplies and Services for minor adaptations (refer 3 above). 6. The forecast overspend reflects current workload demands and timing of works by Building Services, on a wide variety of capital and revenue works. 7. The forecast over recovery of income is due to the recharge of the net additional spend incurred by Building Services, reflecting the level and type of revenue and capital works undertaken this financial year. Budget Virements a. Transfer of budget to Finance & Corporate Resources for share of Community Asset Liaison Officer post. Net effect (£0.024m): Employees (£0.024m) b. Transfer of budget in relation to Net Zero Innovation Fund (2024/2025 Investment monies). Net effect (£0.075m). (Property Costs £0.075m) Approved Transfers to Reserves (£0.250): i. Office Accommodation (£0.250m). Underspend from property rationalisation to be used to support future property requirements. 34
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources - Capital Budget Monitoring 2024/2025 (HRA) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Housing and Technical Resources (HRA) for the period 1 April 2024 to 21 February 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the revised Housing and Technical Resources’ (HRA) capital programme of £77.248 million and forecast expenditure of £71.204 million be noted. 3. Background 3.1. This is the fourth capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2024/2025. 3.2. The budget is based on the revised capital programme for the year, which was approved by the Executive Committee on 11 November 2024. 3.3. The report details the financial position for Housing and Technical Resources (HRA) on Appendix A. 4. Employee Implications 4.1. There are no employee implications contained within this report. 5. Financial Implications 5.1. The Housing Capital Programme for 2024/2025 totals £77.248 million and is detailed along with the funding sources at Appendix A to this report. This budget is based on the original programme approved by the Council in February 2024, budget carried forward from financial year 2023/2024 and the Scottish Government Affordable Housing grant available for 2024/2025. 5.2. As at 21 February, the forecast for 2024/2025 from Housing and Technical Resources has identified an outturn of £71.204 million for the year, an underspend of £6.044 million. As reported previously, this is a result of delays in site starts at Cairnswell Avenue, Cambuslang and Brackenhill Farm, Hamilton. In addition, the average purchase price for properties purchased through the Market Purchase Scheme has reduced reflecting the current size of properties. 6 35
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5.3. This outturn underspend of £6.044 million has increased by £1.908 million from the £4.136 million underspend previously reported and is due to the lack of supply in the housing market in January 2025 which negatively impacted the acquisition target for 2024/2025. At the 21 February, a number of these ongoing acquisitions were anticipated to settle early in April 2025. 5.4. The year-end position is currently being finalised and will be reported to the Executive Committee on 25 June 2025, and the next meeting of this Committee (13 August 2025). Any Council funding not utilised in 2024/2025 will carry forward into the next financial year. 5.5. 2024/2025 Actual Position: Spend to 21 February 2025 on the Housing Capital Programme amounts to £50.399 million. 5.6. As at 21 February 2025, £50.399 million of funding had been received. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk is mitigated through the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment management meetings. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was also 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) 16 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 13 November 2024 List of Background Papers Financial ledger to 21 February 2025 36
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kathleen Gowrie, Finance Manager (Resources) Ext: 2601 (Tel: 01698 452601) E-mail: Kathleen.Gowrie@southlanarkshire.gov.uk 37
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South Lanarkshire Council Appendix A Housing Capital Programme 2024/2025 As at 21 February 2025 2024/25 Annual Budget 2024/25 Forecast Spend 2024/25 Forecast Variance 2024/25 Actual to 21/02/25 £m £m £m £m Expenditure 2024/25 Budget 77.248 71.204 6.044 50.399 2024/25 Annual Budget 2024/25 Actual to 21/02/25 £m £m Income Capital Receipts 0.000 0.202 Capital Funded from Current Revenue 33.506 33.506 Prudential Borrowing 23.363 3.748 Scottish Government Specific Grant: - New Build 17.259 10.035 - Open Market Purchase Scheme 3.000 2.174 - Mortgage to Rent 0.120 0.416 Other Income 0.000 0.318 77.248 50.399 38
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources - Capital Budget Monitoring 2024/2025 (excl Housing Revenue Account (HRA)) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Housing and Technical Resources (excl. HRA) for the period 1 April 2024 to 21 February 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation:- [recs] (1) that the Housing and Technical Resources’ capital programme of £9.984 million, and forecast expenditure of £8.120 million, be noted. [1recs] 3. Background 3.1. This is the fourth capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2024/2025. 3.2. The revised budget of £9.984 million for Housing and Technical Resources is based on the overall Capital Programme for 2024/2025, as approved by the Executive Committee on 26 June 2024 and adjusted for approved changes during the year. There has been no change to this budget since the last report to this Committee. 3.3. The report details the financial position for Housing and Technical Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2024/2025 Budget As detailed in Section 3.2, the revised capital programme for Housing and Technical Resources is £9.984 million. 7 39
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5.2. 2024/2025 Forecast Appendix A shows a forecast for the financial year of £8.120 million, an underspend of £1.864 million. This forecast underspend reflects the timing of spend across this year and into the new financial year, and results in budget required in 2025/2026 rather than 2024/2025. Funding for projects remaining underspent at the financial year end will be carried forward to allow the projects to be completed in 2025/2026. Officers have continued to work to maximise spend in 2024/2025, where possible. 5.4. The year-end position is currently being finalised and this will be reported to the Executive Committee on 25 June 2025 and the next meeting of this Committee (13 August 2025). 5.5. For information, actual expenditure to 21 February 2025 is £6.344 million. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 15 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 26 June 2024 List of Background Papers Financial ledger to 21 February 2025 40
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 41
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Appendix A South Lanarkshire Council Capital Expenditure 2024/2025 Housing and Technical Resources Programme (excl HRA) For Period 1 April 2024 to 21 February 2025 Housing and Technical Resources (excl. HRA) Base Budget £000 Budget Adjustments £000 Slippage/ Acceleration £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Asset Management Programme 8,675 - - 8,675 7,261 1,414 5,890 Private Housing Scheme of Assistance 1,000 (1,000) - - - - - Other Housing 1,254 700 (645) 1,309 859 450 454 TOTAL 10,929 (300) (645) 9,984 8,120 1,864 6,344 42
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Finance and Corporate Resources) and Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources – Workforce Monitoring – January and February 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for January and February 2025 relating to Housing and Technical Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for January and February 2025 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 at 14 December 2024 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Housing and Technical Resources provides information on the position for January and February 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of February 2025 for Housing and Technical Resources. The Resource absence figure for February was 7.0%, this figure has increased by 0.3% when compared to last month and has remains unchanged with the Council- wide figure. Compared to February 2024, the Resource absence figure has increased by 1.4%. 8 43
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Based on the absence figures at February 2025 and annual trends, the projected annual average absence for the Resource for 2024/2025 is 6.6% compared to a Council-wide average figure of 5.9%. Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, 161 referrals were made this period. This represents an increase of 33 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 6 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 2 disciplinary hearings were held within the Resource, this figure remains unchanged 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 within the Resource, which remains unchanged when compared to the same period last year. One Dignity at Work complaint was raised within the Resource, this figure has increased by 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were 5 leavers in the Resource this period eligible for an exit interview. The number of leavers has decreased by 4 when compared with last year. During the period 3 exit interviews were conducted, this figure has decreased by 5 when compared to the same period last year. 5. Staffing Watch 5.1. There has been a decrease of 4 employees in post from 14 September 2024 to 14 December 2024. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 44
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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) 3 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Housing and Technical Resources, 26 February 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: (Tel: 01698 454647) E-mail: elaine.maxwell@southlanarkshire.gov.uk 45
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 5.5 5.7 5.3 April 10.6 6.9 7.2 April 7.6 6.2 6.1 April 5.6 5.1 5.2 May 4.5 4.9 5.2 May 8.1 6.1 8.1 May 6.0 5.4 6.4 May 5.4 5.1 5.3 June 4.9 5.4 5.7 June 8.5 6.8 8.4 June 6.4 6.0 6.8 June 5.3 4.7 5.2 July 5.5 5.0 5.3 July 8.9 8.1 8.6 July 6.9 6.2 6.7 July 4.6 3.8 4.1 August 4.7 5.1 5.5 August 7.1 8.5 8.8 August 5.7 6.4 6.9 August 4.4 4.1 4.7 September 4.5 4.7 7.5 September 6.3 7.8 7.4 September 5.2 6.0 7.5 September 5.4 5.3 6.1 October 4.3 4.9 7.3 October 7.8 5.2 6.0 October 5.8 5.0 6.8 October 5.8 5.1 6.0 November 4.6 4.8 6.8 November 7.8 6.7 6.2 November 5.9 5.6 6.5 November 6.5 6.2 6.9 December 4.4 5.1 6.4 December 7.2 7.4 5.8 December 5.6 6.0 6.2 December 7.0 6.6 7.0 January 4.5 4.4 7.0 January 5.5 6.0 6.2 January 4.9 5.0 6.7 January 5.8 6.1 6.7 February 4.4 5.2 7.0 February 6.2 6.3 7.1 February 5.1 5.6 7.0 February 5.9 6.4 7.0 March 5.3 5.3 March 6.8 7.2 March 5.9 6.1 March 6.4 6.3 Annual Average 4.8 5.0 6.2 Annual Average 7.6 6.9 7.3 Annual Average 5.9 5.8 6.6 Annual Average 5.7 5.4 5.9 Average Apr-Feb 4.7 5.0 6.3 Average Apr-Feb 7.6 6.9 7.3 Average Apr-Feb 5.9 5.8 6.7 Average Apr-Feb 5.6 5.3 5.8 855 542 1397 15654 Manual Workers Council Wide No of Employees at 28 February 2025No of Employees at 28 February 2025 No of Employees at 28 February 2025 No of Employees at 28 February 2025 Appendix 1 Housing & Technical Resources Resource Total Absence Trends - 2022/2023, 2023/2024 & 2024/2025 APT&C 46
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Jan - Feb Jan - Feb 2024 2025 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 14 28 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 128 161 Jan - Feb Jan - Feb 2024 2025 Over 7 day absences 1 3 Minor 3 3 Near Miss *** 1 0 Total Accidents/Incidents 5 6 Jan - Feb Jan - Feb 2024 2025 Total Number of Hearings 2 2 Jan - Feb Jan - Feb 2024 2025 Number of Grievances 0 0 Still in Progress 0 0 Jan - Feb Jan - Feb 2024 2025 Number of Incidents 0 1 Still in Process 0 1 ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 HOUSING AND TECHNICAL RESOURCES 46 62 24 28 44 43 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 47
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Jan - Feb Jan - Feb 2024 2025 Career Advancement 5 3 Disatisfaction with terms and conditions 1 0 Moving outwith area 2 1 Personal Reasons 0 1 Other 1 0 Total Number of Leavers Eligible for Exit Interview 9 5 Number of Exit Interviews conducted 8 3 Percentage of interviews conducted 89% 60% ANALYSIS OF REASONS FOR LEAVING Appendix 2a HOUSING AND TECHNICAL RESOURCES 48
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As at 14 December 2024 Total Number of Employees F/T P/T F/T P/T 770 116 341 165 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 195.37 680.22 359.41 33.49 9.00 0.00 2.00 0.00 1282.49 As at 14 September 2024 Total Number of Employees F/T P/T F/T P/T 774 120 334 168 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 196.94 674.12 365.25 33.09 10.00 0.00 2.00 0.00 1284.40 Salary Bands Appendix 3 JOINT STAFFING WATCH RETURN HOUSING & TECHNICAL RESOURCES 1392 1396 *Full - Time Equivalent No of Employees MALE FEMALE MALE FEMALE TOTAL TOTAL *Full - Time Equivalent No of Employees Salary Bands 49
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resource Plan 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- present the Housing and Technical Resource Plan 2025/2026 for approval and note the monitoring arrangements 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Resource Plan 2025/2026, attached as Appendix 1, be approved; (2) that the Resource Plan 2025/2026 be uploaded onto the Council’s website following consideration by this Committee; (3) that following Committee approval, all Resource Plans will be presented to the Executive Committee on 25 June 2025, for noting; and (4) that Progress Reports on the Resource Plan 2025/2026 be provided at Quarter 2 and Quarter 4 to future meetings of this Committee. 3. Background 3.1. The Resource Plans for 2025/2026 were prepared in line with the corporate Resource Planning guidance. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the priorities and outcomes set out in the Council Plan Connect 2022 to 2027. 3.3. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework, the Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams, Resource Committees and the Performance and Review Scrutiny Forum. The focus has been on reporting progress on Council outcomes, statutory 9 51
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performance indicators, other key performance measures and high level Resource outcomes. Progress reports are provided at Quarter 2 and Quarter 4 to this Committee. 3.6. In preparing the Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 3.7. Following approval at individual Resource Committees, all Resource Plans will be presented, as a pack, to Executive Committee on 25 June 2025, for noting. 4. Resource Plan 2025/2026 4.1. The Resource Plan 2025/2026 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Outcomes 2025/2026 The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2025/2026. To support these outcomes, the Resource has developed performance measures in an action plan which is set out in section 4 of the Resource Plan. Key or strategic measures will be included in the Council Pan Connect Progress Reports 2025/2026, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Resource Plan covering the period 1 April 2025 to 30 September 2025 (Quarter 2) as well as an end of year progress report covering the full year 1 April 2025 to 31 March 2026 (Quarter 4). 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. 52
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All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 8. Other Implications 8.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. Stephen Gibson Executive Director (Housing and Technical Resources) 23 April 2025 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values, Priorities and Outcomes in the Council Plan Connect 2022 to 2027 Previous References None List of Background Papers Council Plan 2022-2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lynn Hayes (Performance and Support Advisor) Ext: 4823 (Tel: 01698 454823) E-mail: lynn.hayes@southlanarkshire.gov.uk 53
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Housing and Technical Resources Housing and Technical Resource Plan 2025-26 Appendix 1 9 55
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Section Contents 1.0 Introduction 2.0 Key areas of focus for the year ahead 3.0 Resource outcomes 4.0 Measures and actions 5.0 Resourcing the Plan 56
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Section One – Introduction I am pleased to introduce our Resource Plan for 2025/26 which sets out our intended outcomes and priorities for the coming year. This is the main annual business planning document for the Resource. It reflects the council’s key priorities set out in the council Plan ‘Connect’ and provides an overview of the Resource’s main areas of activity. This plan demonstrates our clear commitment to deliver on the priorities set out in ‘Connect’ and the vision, “To Improve the Lives and Prospects of Everyone in South Lanarkshire”. There are two Services within Housing and Technical Resources which help to ensure that the council operates successfully in an increasingly complex and challenging environment, and although diverse, each service is essential to the running of the council and the delivery of its vision, values and priorities. Housing Services is the fourth largest social landlord in Scotland and is responsible for providing a comprehensive housing management service, managing 25,923 homes, including 34 Sheltered Housing developments and two sites for the Gypsy / Traveller community. Housing Services is divided into the three distinct, yet interrelated service areas of Homelessness and housing support; Housing Management Services and Housing Strategy and Support. We provide homelessness and housing support services, working to prevent and alleviate homelessness; support independent living; improve levels of tenancy sustainment and support vulnerable households in our communities, including refugees. Housing Management Services includes a range of activities such as, allocating housing, managing tenancies and rent management. At a strategic level, we have responsibility for the development and implementation of the Strategic Housing Investment Plan (SHIP) and the Local Housing Strategy. The Service also provides both strategic and support functions across the Resource, contributing to the council and national agenda, including anti-social behaviour, tackling poverty, affordable warmth and the development and delivery of additional affordable homes. Property Services is responsible for ensuring that the council’s property portfolios, including housing and land, contribute effectively to service delivery by being fit for purpose, suitable, sustainable and efficient. The Service is split between three service areas, Building Services, Assets and Estates and Consultancy Services. These services have a wide range of responsibilities including working with all other Resources to develop, design, procure and, in many cases deliver property construction/improvement projects. The Service undertakes maintenance works across the property portfolio, including the out of hours repairs service and carries out legislative compliance works including electrical testing and gas safety checks. The Service also manages properties for sale and lease and undertakes acquisitions and valuations. Stephen Gibson Executive Director Housing and Technical Resources 57
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Section Two – Key areas of focus for the year ahead 2.0. Overview The Resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1. Cost of living crisis The UK is still experiencing the impact of the worst cost-of-living crisis in 40 years. While all sectors of society are seeing prices rise the impacts are greatest for those on the lowest incomes. The council recognises the immense pressures being faced by households across South Lanarkshire and acknowledges the additional demands on council services as a result. The council has in place a range of support which can help households manage scarce resources and services will continue, in the year ahead, to explore all avenues to support the most vulnerable. While doing all we can to support our communities in these difficult times, the council recognises that inflationary pressures will also present significant challenges for council services as budgets are increasingly squeezed by rising costs. 2.2. Housing to 2040 Published in 2021, the Scottish Government’s Housing to 2040 publication identifies significant policy changes planned for the housing sector over the next 20 years. This includes a target of delivering 110,000 additional affordable homes across Scotland, the introduction of a Rented Sector Strategy, including proposals to introduce new legislation aimed at aligning standards within both the private and social rented sectors, new housing quality standards, an emphasis on place-based strategy and accelerated energy efficiency targets. The Resource will continue to monitor progress in relation to all aspects of this document, working with housing, health and homelessness partners across South Lanarkshire to meet any new requirements. In the year ahead, major aspects of the Housing to 2040 programme will be progressed through the implementation of a new Housing Bill, including reform of the private rented sector tenants ,the introduction of new homelessness prevention requirements and the establishment of the new accessible homes standard with phased implementation between 2025 and 2030. 2.3. Financial considerations In order to continue to maintain, invest and meet legislative requirements for council housing and services, maximising rental income and minimising arrears will continue to be a priority for the Resource. However, we recognise that the socio-economic context is continuing to have an adverse impact on the financial capacity and security of our tenants and other customers. It is therefore our intention to continue to set affordable rents and provide a person-centred approach to supporting our tenants and customers who face financial difficulties, while contributing to the wider tackling poverty agenda. During 2025/26 the number of tenants moving onto Universal Credit will significantly increase through the ‘managed migration’ process and the Resource will continue to monitor the impact upon tenants and rent arrears. The scale and nature of investment in the council’s property assets is changing as a result of restricted budgets, new technology and the requirements in relation to achieving net zero. The Resource will review operational models to ensure that property services continue to be delivered effectively, and staff are upskilled. 58
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2.4. Severe pressure on homelessness services A key priority for the Resource is addressing homelessness as identified in the Local Housing Strategy and the South Lanarkshire affordable housing supply programme. The Resource continues to work closely with our partners to address emerging issues and the priorities identified in the South Lanarkshire Homelessness Strategic Plan, including preventing homelessness occurring and reducing the time spent by households in temporary accommodation and minimise moves before moving to a settled home. The introduction of the Housing Bill in relation to homelessness prevention duty will require landlords to take specific actions to reduce the risk of homelessness. Homelessness has increased at an unprecedented level over the last three years resulting in the considerable pressure to meet the needs of households most in need. This cumulated in the council’s decision to declare a housing emergency. To address the continuing emergency conditions the Resource is progressing a range of actions to help mitigate the impact of the increase and continues to explore options to alleviate the pressure. 2.5. Continuing to improve the supply and availability of housing The Resource will continue to deliver on its Home+ programme to increase the supply of council homes through the building of new homes and purchasing existing homes from the market. In November 2022, the Executive committee set a new target to deliver 1,300 additional council homes by March 2027. Initial progress has been made towards this, however as part of the Strategic Housing Investment Plan 2025-30 approval process at Housing and Technical Resources Committee on 27 November 2024, the council acknowledged that as a result of grant funding reductions in 2023/24, uncertainty around future funding and challenges in progressing key new-build sites, it is no longer on track to meet this target. Work does however continue to maximise the available funding and achieve as many additional homes as possible across all areas of South Lanarkshire by 2027. In addition to new sites across Hamilton, East Kilbride, Strathaven, Cambuslang and Lesmahagow, consideration is also being given to new the role of affordable housing within wider town centre regeneration in Hamilton and East Kilbride. The Market Purchase Scheme also continues to be used as an affordable and effective method to supplement new build projects, allowing the acquisition of particular house types in areas of increasing need. The Resource will also continue to meet housing needs by letting houses efficiently, effectively and fairly, by working with Registered Social Landlord partners. 2.6. Provision of services to Gypsy/Travellers The Resource currently operates two Gypsy/Traveller sites comprising a total of 24 pitches. The Resource will continue to work closely with residents to deliver an accommodation need and demand assessment and continue to implement a co-produced investment masterplan for both sites which includes a range of investment activities including; pitch expansions, upgrades to amenity buildings and continuing to implement measures to support fire safety on sites. In addition, the Resource will continue to work with the Scottish Government and COSLA to deliver appropriate outcomes from the national ‘Improving the Lives for Gypsy/Travellers Action Plan.’ 2.7. Health and social care The Resource supported the development of the Strategic Commissioning Plan 2025-28 which was approved in March 2025 and will continue to ensure effective alignment with 59
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strategic planning for housing and homelessness through the Local Housing Strategy and associated Strategic Housing Investment Plan. The council’s ‘Progressive Housing’ Framework was approved in June 2024 and includes arrangements to ensure appropriate consideration is given to identified sites within the council’s Home+ Programme to incorporate a required number and mix of specialist homes. Early engagement with local housing, health and planning teams from across each of South Lanarkshire’s four localities enables new council housing provision to be designed to meet the known needs of those who may be allocated one of the new homes. 2.8. Development of integrated housing and property management system The implementation of the new system represents a significant undertaking for the Resource. This Plan has been developed to take account of the potential impacts of the implementation on service delivery and performance. 2.9. Health and safety Ensuring effective implementation of statutory and regulatory Health and Safety legislation requirements will remain a key focus for the Resource to maximise efforts to reduce accidents and comply with all current and emerging health and safety legislation for council buildings and housing, developing and promoting a safe environment for employees, tenants and customers. 2.10. Sustainable development and climate change The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. To the full extent that resources permit, the Resource will continue to manage the property and land assets as well as the commercial portfolio of the council, ensuring it continues to meet requirements in terms of scale, location, condition, suitability and corporate image. The 2025/26 Housing Capital Programme reflects the level of investment required to continue to maintain the Scottish Housing Quality Standard. Whilst the Scottish Government are currently reviewing the energy efficiency standards for social housing, the council will however continue to invest in energy efficiency measures to improve thermal performance in tenants’ homes and install zero direct emissions heating systems where appropriate. The Scottish Government’s New Build Heat Standard was implemented in 2024 with significant planning underway to meet this new requirement alongside improving the councils existing housing stock, with a focus for both of these on ensuring a just transition for tenants is achieved. The council also continues to support privately owned or rented homes in meeting new energy efficiency or decarbonisation targets through the delivery of a new Energy Company Obligation Scheme (ECO). 2.11. Refugee re-settlement programme and asylum dispersal The Resource will continue to manage and support the refugee resettlement programmes for families who arrive in South Lanarkshire through the following visa schemes: the UK Resettlement Scheme, the Afghanistan Relocation and Assistance Policy, the Afghan Resettlement Programme and the Homes for Ukraine scheme. The council will monitor closely the impact of the assessment routes which has been established by the Home Office and other developments in national asylum and refugee policy which could significantly impact upon the demand for accommodation and support services within South Lanarkshire. 60
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The Resource will work in partnership with relevant agencies to support new arrivals and ensure that families move to settled accommodation as quickly as possible. The Resource will also coordinate council and partner involvement in the asylum seeker dispersal programme. 61
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Section Three – Resource Outcomes 3.1. Resource outcomes The Resource has established the following Resource outcomes to support the delivery of Connect Outcomes in 2024-25. Connect Outcomes Resource Outcomes Communities and Environment • Work with communities to create safe, strong sustainable places • Increased ownership of local assets Education and Learning • No Resource Outcomes for this Connect Outcome. Health and Wellbeing • Support people to live active and independent lives • Help people to continue to live within their homes and communities through integrated community health and social care services Children and Young People • Improve the health and wellbeing of children, young people and families Housing and Land • Support people to access and sustain housing which meets their needs through our Integrated Housing Options service • Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable temporary and supported accommodation • Increased levels of affordable rented homes • Manage the council’s portfolio of properties and land • Ensure our repairs service continues to meet the needs of customers • More energy efficient council homes • Continue to engage and work with tenants and other customers to design our services • Provide high quality services to our tenants, including those who live in sheltered housing and residents at our Gypsy / Travellers sites • Improved outcomes for households experiencing homelessness, including access to settled accommodation • Work to bring empty homes back into use to help meet needs within South Lanarkshire • Continue to develop a range of properties to meet the council needs • Deliver a first-class repairs and maintenance service • Work with property owners and landlords to make sure our private housing is suitable for the needs of our residents Our Economy • Help create town centres that offer a social, cultural and economic heart to a community and contain shared built environment, heritage and spaces that, with the right conditions, provides inclusive and sustainable centres 3.2. Delivering the plan and achieving best value In working towards the six Outcomes, the council aims to continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. Housing and Technical Resources has established the following Resource Outcomes to support Delivering the Plan and achieving Best Value. 62
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Delivering the plan and achieving best value Resource Outcomes • Digital and ICT services meet the needs of its customer • Customers experience high quality and improving council services • The council demonstrates high standards of governance and sound financial stewardship 63
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Section Four – Measures and actions 4.0. Performance measures and action plan This section of the Resource Plan is divided into two parts: 4a – how we will measure our performance (statistical or quantitative measures) and 4b – what actions we will take to meet identified challenges and improve services (non-statistical or qualitative measures) 4.a. How we will measure our performance The impact of Covid19 continues to have an effect on performance for some services. The table below shows our performance measures, with the actual data last reported to Committee and the target for the last financial year and 2025-26. Additional context for the results/targets is provided within the notes column, where applicable. Resource Outcome: Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 1. % of lets to Urgent homeless (UH) households (locally set target) 62.9% 55% to 65% 55% to 65% C05.01 Housing The target is set between 55% - 65% to ensure progress is made towards the priorities and targets set within Homelessness Strategic Plan. Target approved by HTR Committee on 26/02/2025 as part of Local Letting Plan Report. 2. % of new tenancies sustained for more than a year for all lets (locally set target) 92.2% 88% 88% SSHC C05.01 Housing This indicator is required for the Scottish Housing Regulator charter return and is used to benchmark against all other Scottish LA’s. 3. Average time taken to re-let empty properties (locally set target) 22.15 days 28 days 28 days 05.16 SSHC Housing This continues to be a key focus for the Resource with a Void Service Improvement Group established to closely monitor and identify improvement actions. 64
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Resource Outcome: Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable and temporary and supported accommodation Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 4. Average length of time in temporary accommod ation (self- contained community properties) (locally set target) 92 days 120 days 120 days SG 05.02 Housing The target has continued at the same level as previous year, however emergency conditions pose significant challenges to achieve. 5. Average length of time in temporary accommod ation – (furnished) (locally set target) New 190 days 190 days SG 05.02 Housing The target has continued at the same level as previous year, however emergency conditions pose significant challenges to achieve. 6. % of households provided with temporary accommod ation (nationally set target) 99.5% 100% 100% SG 05.02 Housing This measure is a statutory requirement. 7. % of temporary accommoda tion offers refused (locally set target) 7.8% 6% 6% SG 05.02 Housing Performance will continue to be monitored closely. 8. Number of times we did not meet our obligation to provide suitable accommoda tion (nationally set target) 3 0 0 SG 05.02 Housing This measure is a statutory requirement. 65
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Resource Outcome: Improved outcomes for households experiencing homelessness, including access to settled accommodation Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 9. % of homeless households advised of outcome of assessment within 28 days (locally set target) 96.5% 95% 95% SG 05.15 Housing This is a locally set target and is a key focus for the Resource and continues to be closely monitored by management. 10. % of Housing Options intervention s where Homelessn ess prevented (locally set target) 60.8% 70% 70% C05.15 Housing This is a locally set target and is a key focus for the Resource. The operating context in relation to the prevention of homelessness has proven to be extremely challenging in the year. The prevailing socio- economic conditions adversely impacted upon the ability to prevent homelessness during 2024/25. This trend has been mirrored nationally. 66
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Resource Outcome: Ensure our repairs service continues to meet the needs of customers Measure 2023-24 Actual 2023-24 Target 2024-25 Target Links Service Notes 11. % of response repairs completed on time (nationally set target) 95.3% 90% 90% C05.16 Property This measure is a statutory requirement and is also used for benchmarking returns. 12. Average length of time to complete emergency repair 6 hours 55 mins 24 hours 24 hours SSHC 05.16 Property This target is a requirement of the Scottish Social Housing Charter. 13. Average length of time to complete non- emergency repair 14.53 days 28 days 28 days SSHC LGBF 05.16 Property This target is a requirement of the Scottish Social Housing Charter. 14. % of reactive repairs carried out in the reporting year completed right first time. (nationally set target) Amended 90% 90% SSHC 05.16 Property This target is a requirement of the Scottish Social Housing Charter. 15. % of repairs appointment kept (nationally set target) 94.77% 90% 90% SHN 05.16 Property This indicator is a statutory requirement and is also used for benchmarking returns. 16. Number of times we did not meet our obligation to complete the annual gas safety check by annual anniversary date (nationally set target) 82 0 0 SSHC 05.16 Property This target is a requirement of the Scottish Social Housing Charter. 67
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Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 17. How many times in the reporting year did you not meet the requirement to complete an electrical installation condition report (EICR) within five years of the last EICR? New 0 0 SSHC 05.16 Property This is a Scottish Government requirement and also a Scottish Social Housing Charter Indicator. 18. Number of homes that do not have ‘satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire’ installed at the year end ( 638 (New) 0 0 SSHC 05.16 Property This is a Scottish Government requirement and also a Scottish Social Housing Charter indicator. Resource Outcome: Deliver a first-class repairs and maintenance service Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 19. % of tenant satisfaction with repairs or maintenance in year (locally set target) 89% 90% 90% SSHC 05.08 Property This target is to maintain performance at 90% and a requirement of the Scottish Social Housing Charter. 68
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Resource Outcome: More energy efficient council homes Measure 2023-24 Actual 2024-25 Target 2025-25 Target Links Service Notes 20. % of council stock meeting the SHQS (locally set target) 83.6% 90% 90% SSHC 05.17 Property Ongoing monitoring continues at the highest level. A review of processes has been undertaken and improvements identified. 21. % of council dwellings that are Energy Efficiency Standard for Social Housing 2 (EESSH2) N/A No target as currently subject to review No target as currently subject to review 05.17 Property The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero cardon houses from 2045. Resource Outcome: Work with communities to create safe, strong and sustainable places Measure 2023-24 Actual 2024- 25 Target 2025- 26 Target Links Service Notes 22. % of anti- social behaviour cases which were resolved (locally set target) Amended 90% 90% SSHC 01.01 Housing This measure is a Scottish Social Housing Charter requirement and is also used for benchmarking returns. Resource Outcome: Support people to live active and independent lives Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 23. Average time (working days) to complete adaptations for council houses (nationally set target) 21.94 days 28 days 28 days SSHC 03.01 Property This target is a requirement of the Scottish Social Housing Charter. 69
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Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 24. % of new build that are wheelchair accessible (locally set target) 19.2% 10% 10% C03.01 Housing/ Property Target is set as part of the Local Housing Strategy Resource Outcome: Customers experience high quality and improving council services Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 25. % of Stage 1 complaints responded to in full (nationally set target) 97% 100% 100% SSHC 07.01 Housing/ Property This target is a requirement of the Scottish Social Housing Charter. 26. Average time in working days for a full response at Stage 1 (nationally set target) 5 days 5 days 5 days SSHC 07.01 Housing/ Property This target is a requirement of the Scottish Social Housing Charter. 27. % of Stage 2 complaints responded to in full nationally set target) 96% 100% 100% SSHC 07.01 Housing/ Property This target is a requirement of the Scottish Social Housing Charter. Complaints continue to be a focus for management and are routinely monitored. As a result, the numbers remain consistently low, which in turn can have a detrimental impact on the overall percentage. 28. Average time in working days for a full response at Stage 2 (nationally set target) 17 days 20 days 20 days SSHC 07.01 Housing/ Property This target is a requirement of the Scottish Social Housing Charter. 70
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Resource Outcome: The council demonstrates high standards of governance and sound finan- cial stewardship Measure 2023-24 Actual 2024-25 Target 2025-26 Target Links Service Notes 29. Rent collected as a % of rent due in the year (locally set target) 99.51% 99.41% 99.40% SSHC 07.02 Housing This measure is a statutory requirement for the Scottish Housing Regulator and used for benchmarking purposes. Target is locally set. 30. Gross rent arrears (current and former tenants) as a % of rent due for the year (locally set target) 8.00% 8.69% 8.25% LGBF SSHC 07.02 Housing This measure is a statutory requirement for the Scottish Housing Regulator and used for benchmarking purposes. Target is locally set. 31. % of rent due in the year that was lost due to voids (Operational void rent loss) (locally set target) 0.51% 0.50% 0.50% SSHC 07.02 Housing This measure is a statutory requirement for the Scottish Housing Regulator and used for benchmarking purposes. Target is locally set. 32. % of total void rent loss (locally set target) 1.70% 1.50% 1.50% SSHC 07.02 Housing This measure is a statutory requirement for the Scottish Housing Regulator and used for benchmarking purposes. Target is locally set. 33. Factoring collection rate (locally set target) 70.90% 75% 75% 07.02 Property Target set by Finance and Corporate Resources. 4.b. What actions we will take in 2025-26 Resource Outcome: Increased levels of affordable rented homes Action Milestones/Steps we will take to deliver our actions Links Service 1. Increase the number of new affordable homes (NH) Total new/additional affordable homes delivered per SHIP and reported to HTR Committee. C05.14 Housing/ Property 71
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Resource Outcome: Work to bring empty homes back into use to help meet needs within South Lanarkshire Action Milestones/Steps we will take to deliver our actions Links Service 2. Physical regeneration work in priority areas Work with partners to bring 20 Long Term empty homes into use by March 2026. C05.07 Housing/ Property Resource Outcome: Continue to develop a range of properties to meet the council needs Action Milestones/Steps we will take to deliver our actions Links Service 3. Increase delivery of housing supply suitable for older people via AHSP (NH) Total new amenity homes delivered through AHSP and reported to HTR Committee through the SHIP. 05.09 Housing/ Property Resource Outcome: Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service Action Milestones/Steps we will take to deliver our actions Links Service 4. Provide targeted support to improve the understand the financial security of our customers • Offer tailored support to 100% of tenants who move onto Universal Credit 05.01 Housing Provide targeted support to improve the understand the financial security of our customers • Tenancy Sustainment Fund to support tenant experiencing financial difficulties sustain their tenancy 05.01 Housing Provide targeted support to improve the understand the financial security of our customers Consult with tenants regarding proposed rent levels by December 2025. 05.01 Housing 5. Development and implement Local Housing Strategy for 2022-27 Second annual review scheduled for submission to Executive Committee in August 2025. 05.01 Housing 72
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Resource Outcome: Improved outcomes for households experiencing homelessness, including access to settled accommodation Action Milestones/Steps we will take to deliver our actions Links Service 6. Implement actions set out in the Homelessness Strategic Plan Annual review to Housing and Technical Resources Committee in August 2025. C05.15 Housing 7. Continue to implement agreed actions to help mitigate impact of pressure on homelessness services 6 monthly reporting to Housing and Technical Resources Committee. 05.15 Housing 8. Improve access to settled accommodation for homeless households and other priority groups such as care experienced young people Continue to deliver the joint Throughcare protocol in conjunction with HSCP to provide positive housing outcomes from younger people. 05.15 Housing 9. Improve access to settled accommodation for homeless households and other priority groups such as people fleeing domestic abuse Reduce homeless caseload backlog. Domestic Abuse Policy developed. 05.15 Housing 10. Improve access to settled accommodation for veterans Deliver housing associated actions within the South Lanarkshire Council Armed Forces Community Covenant Strategy 05.15 Housing 73
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Resource Outcome: Work with communities to create safe, strong sustainable places Action Milestones/Steps we will take to deliver our actions Links Service 11. Community Safety priorities are achieved (NH) Continue to support the Safer South Lanarkshire Board and work with partners to contribute to tackling identified community safety issues. C01.01 Housing/ Property Community Safety priorities are achieved (NH) Contribute to the Environmental Task Force to address graffiti, vandalism and fly tipping. 01.01 Housing/ Property Community Safety priorities are achieved (NH) Continue to implement the Anti-Social Behaviour Strategy 2024-29 01.01 Housing/ Property 12. Develop revised approach to Rural Housing Action Plans Establish new schedule and approach in, incorporating proposals for investment (additional housing and current stock), housing management approaches / initiatives and community engagement 01.01 Housing Resource Outcome: Continue to engage and work with tenants and other customers to design our services Action Milestones/Steps we will take to deliver our actions Links Service 13. Develop and implement Customer Involvement Strategy Work with partners to implement actions from the reviewed Customer Involvement Strategy 2024-29. First review to HTR Committee in October 2025. 05.12 Housing Develop and implement Customer Involvement Strategy Reviewing structures for engagement at central and locality level. Ensure customer involvement in identifying local priorities to be progressed through Participatory Budgeting. 05.12 Housing 14. Ensure effective involvement with tenants and other customer groups as well as understanding our customer satisfaction levels of key service areas Annual Scrutiny Programme 2025 developed June 2025 and implemented by March 2026. C05.12 Housing Ensure effective involvement with tenants and other customer groups as well as understanding our customer satisfaction levels of key service areas Customer Engagement Programme agreed with tenant representatives by June 2025. C05.12 Housing 74
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Ensure effective involvement with tenants and other customer groups as well as understanding our customer satisfaction levels of key service areas Customer Satisfaction Programme developed and approved by Resource Management Team in July 2025. SSHC 05.12 Housing/ Property Ensure effective involvement with tenants and other customer groups as well as understanding our customer satisfaction levels of key service areas Results are reviewed quarterly, and any improvement activities are identified and incorporated into service and resource planning cycles. SSHC 05.12 Housing/ Property Resource Outcome: Provide high quality services to our service to our tenants, including those who live in sheltered housing and residents at our Gypsy / Travellers sites Action Milestones/Steps we will take to deliver our actions Links Service 15. Work with Gypsy/Traveller residents to develop and implement a programme of site improvement Continue to deliver co-produced Site Masterplans at both sites, reflecting council and resident priorities. C05.03 Housing Work with Gypsy/Traveller residents to develop and implement a programme of site improvement Work in 2025/26 will continue with key projects including continuation of amenity unit extensions at Shawlands Crescent and new play area at Springbank Park. 05.03 Housing 16. Ensure that Sheltered housing services are compliant with Care Inspectorate inspection standards Complete Quality assurance checks to monitor and ensure compliance with care inspectorate standards C05.03 Housing Resource Outcome: More energy efficient council homes Action Milestones/Steps we will take to deliver our actions Links Service 17. Improve energy efficiency of domestic stock to help address fuel poverty (NH) Deliver Housing Investment Programmes to improve the energy efficiency of existing council homes to reduce household bills and contribute towards relevant net zero targets. C05.17 Property Improve energy efficiency domestic stock to help address fuel poverty (NH) First review of South Lanarkshire Local Heat and Energy Efficiency Strategy (LHEES) to Climate Change and Sustainability Committee in September 2025. 05.17 Property 75
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Improve energy efficiency domestic stock to help address fuel poverty (NH) To contribute to national fuel poverty targets, the council will undertake a review to identify the proportion of households within its housing stock that are in, or are susceptible to being in, fuel poverty. 05.17 Property Improve energy efficiency domestic stock to help address fuel poverty (NH) Subject to external grant funding, progress feasibility study for the Calderwood multi- storey heating upgrade. 05.17 Property Improve energy efficiency domestic stock to help address fuel poverty (NH) Engage with public and private sector partners to progress consideration of potential heat networks as detailed in Local Heat and Energy Efficiency Strategy (LHEES). 05.17 Property Improve energy efficiency domestic stock to help address fuel poverty (NH) Commission a Net Zero Pathways report to identify suitable retrofit measures for the Council’s housing stock. 05.17 Property Improve energy efficiency domestic stock to help address fuel poverty (NH) Review specifications of works to prioritise heat demand reduction in projects in the housing investment programme. 05.17 Property Resource Outcome: Improve the health and wellbeing of children, young people and families Action Milestones/Steps we will take to deliver our actions Links Service 18. Contribute to effective joint working to protect and promote the wellbeing of children, young people and adults Deliver identified actions detailed in the Local Child Poverty Action Report 04.04 Housing Contribute to effective joint working to protect and promote the wellbeing of children, young people and adults Support the delivery of South Lanarkshire as a Marmot Place. 04.04 Housing Contribute to effective joint working to protect and promote the wellbeing of children, young people and adults Continue to deliver the SHORE Standards (Sustainable Housing on Release for Everyone), by providing appropriate support to 80% individuals leaving prison with identified housing need. 04.04 Housing Contribute to effective joint working to protect and promote the wellbeing of children, young people and adults Ensure referrals are made to appropriate statutory agencies for children and vulnerable adults in 100% of cases that are identified as at risk of harm. 04.04 Housing/ Property Contribute to effective joint working to protect and promote the wellbeing of children, young people and adults 100% of young people moving on from care offered housing options appointment, and 100% of those requiring assistance are supported to move o suitable and sustainable housing via a personal housing pathway plan. 04.04 Housing 76
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Resource Outcome: Work with property owners and landlords to make sure our private housing is suitable for the needs of our residents Action Milestones/Steps we will take to deliver our actions Links Service 19. Review Scheme of Assistance Policy Review of Scheme of Assistance Policy completed by May 2025. 05.06 Housing / Property Resource Outcome: Help people to continue to live within their homes and communities through integrated community health and social care services Action Milestones/Steps we will take to deliver our actions Links Service 20. Ensure effective contribution to health and social care outcomes contained within the Strategic Commissioning Plan In line with homelessness related Directions of the HSCP • pilot routine enquiry within identified front line homelessness services and develop plan to support full roll out across health and care services. • 03.08 Housing Ensure effective contribution to health and social care outcomes contained within the Strategic Commissioning Plan • Deliver progressive housing approach across identified new housing developments 03.08 Housing Ensure effective contribution to health and social care outcomes contained within the Strategic Commissioning Plan Support Health and Social Care Partnership to implement relevant aspects of Strategic Commission Pan 2025-28 03.08 Housing Resource Outcome: Increased ownership of local assets Action Milestones/Steps we will take to deliver our actions Links Service 21. Support sustainable Community asset transfer (NH) Continue to effectively assess and determine applications for community asset transfer against statutory requirements. 01.16 Property 77
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Resource Outcome: Manage the council’s portfolio of properties and land Action Milestones/Steps we will take to deliver our actions Links Service 22. Project Management of General Services Projects The General Services Programme spend will be achieved for the financial year. 05.11 Property Project Management of General Services Projects Leisure Transformation Fund 05.11 Property 23. Review of operational assets and reduction in the number of properties Continue to engage with all Council Resources and public sector partners during 2025/26 to ensure continued progress towards establishing a core public estate through property rationalisation and investment. 05.11 Property 24. Review of office accommodation in light of changing working patterns Develop and implement a new 5 year office strategy and action plan. 05.11 Property Review of office accommodation in light of changing working patterns Condition is assessed as the percentage of floor space of operational buildings which are in a satisfactory condition. 05.11 Property Review of office accommodation in light of changing working patterns Suitability is assessed as the percentage of operational buildings which are considered to be suitable for service delivery. 05.11 Property 25. Progress towards decarbonisation on the non-housing estate Within the limitations of funds that are available, the council will develop a programme for reducing emissions within its non-domestic building stock, aiming for heat to be delivered by zero carbon technology by the 2038 backstop. 05.11 Property Progress towards decarbonisation on the non-housing estate Achieve energy efficiency and carbon emissions reductions through delivery of the CEEF programme. 05.11 Property Resource Outcome: Help create town centres that offer a social, cultural and economic heart to a community and contain shared built environment, heritage and spaces that, with the right conditions, provides inclusive and sustainable centres Action Milestones/Steps we will take to deliver our actions Links Service 26. Ensure effective development of opportunities Support the development of opportunities to re-envision and redevelop town centres. 06.04 Property 78
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Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Action Milestones/Steps we will take to deliver our actions Links Service 27. Ensure effective management of all Resource budgets and Business Plans Overall budgetary target achieved by March 2026. 07.02 Housing/ Property 28. Implement actions following outcome of Factoring Review Outcome of Factoring Review to be presented to Housing and Technical Resources Committee in May 2025 with associated action plan to be implemented once approved. 07.02 Housing/ Property Resource Outcome: Digital and ICT Services meet the needs of the council and its customer Action Milestones/Steps we will take to deliver our actions Links Service 29. Progress the council’s Digital Strategy within the Resource Continue with the development and implementation of the new HOME Project. 07.04 Housing/ Property 79
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Section Five – Resourcing the Plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue budget 2025-26 The Resource has a Net Revenue Budget of £12.182 million. The table below allocates this budget across the services: Net Budget by Service 2025-26 £ million % Housing Services 8.591 69 Property Services 3,736 31 Total 12,182 100 5.2. Capital budget 2025-26 The following capital budget of £85.948 million is allocated: Capital Programme 2025-26 Project £ million Housing Revenue Account (HRA) Capital (new projects) 85.948 Total 85.948 5.3. Resource employees The Resource has 1,397 employees as at March 2025. We support these employees to deliver their duties through a range of policies including personal appraisal and a robust training framework. The number of employees (per headcount) by service is as follows: Service Number of employees Housing Services 488 Property Services 906 Directorate 3 Total 1397 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 80
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Review of South Lanarkshire Council’s ‘Scheme of Assistance’ 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval from the Housing and Technical Resources Committee for the revised South Lanarkshire Scheme of Assistance to be implemented 2. Recommendations: 2.1 The Committee is asked to approve the following recommendation(s):- that the revised South Lanarkshire Council Scheme of Assistance, attached as Appendix 1 to the report, be approved. 3. Background 3.1. Under the Housing (Scotland) Act 2006, the Council has a statutory duty to publish a section 72 statement, referred to as a ‘Scheme of Assistance’, setting out how help will be provided to private sector owners and tenants of private landlords carrying out maintenance, repair and adaptations to their properties. The Act also requires that regular reviews of the statement are carried to out inform the statement and identify any changes needed. 3.2. The current Scheme of Assistance was published in April 2010 following approval by Housing and Technical Resources Committee on 25 November 2009. In accordance with the Housing and Technical Resources’ Policy Review Schedule, approved by Housing and Technical Resources Committee on 8 November 2023, a review of the Scheme of Assistance has been completed. 3.3. The review has involved an appraisal of the level and types of assistance provided. Colleagues from Property Services’ Home Improve Team, Social Work Services, Finance and Corporate Resources, and Environmental Services have been involved in the development of the consultation document. 4. Overview of the Scheme of Assistance 4.1. The Scheme of Assistance sets out the Council’s approach to providing help to private homeowners and tenants of private landlords carrying out the following categories of work:- 10 81
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works to repair and maintain their properties works needed to meet the ‘Tolerable Standard’ adaptation works required to meet the assessed needs where they have a need assessed by an Occupational Therapist owners who are taking part in common programmes of works where the Council is a common owner 4.2. The Scheme details what types of assistance will be provided to owners and tenants from the Council and what other organisations owners and tenants can be referred to for assistance. In addition, details in relation to the categories of work which will receive grant assistance, both mandatory and discretionary, are set out as follows:- mandatory assistance is available for specific types of work needed to meet the assessed needs of disabled people. This is work required to make a home suitable for a disabled person, if the home is, or will be, their only or main residence. Where a need has been assessed, mandatory grant of 80% of the cost of works will be provided, or in some cases 100% will be provided where the applicant is in receipt of relevant qualifying benefits discretionary assistance is available through the South Lanarkshire Council Scheme where approved works are required, following assessment by Environmental Services to correct major problems which prevent a home from meeting the Tolerable Standard. In these circumstances, grant is offered on the basis of a 25% grant for works costing up to £5,000, and a 35% grant is available for work costing £5,000 or more discretionary grant is available to home owners participating in common work being carried out by the Council where work cost £5,000 or more per property, such as roofing. The Council can provide a discretionary grant of 25% if the cost to an individual property is less than £5,000 (for example, towards the cost of installing a replacement water tank) or may provide grant of 35% towards your share of the cost of the common works of £5,000 or more. For work installing or replacing a controlled door-entry system, we will provide a discretionary grant of 50% 4.3. The policy objectives aims to assist owners take responsibility for their homes and assets and reflects the theme of investing in housing quality as set out in the Local Housing Strategy which states that “private homeowners and private landlords are encouraged and supported to plan for and invest in the maintenance of their property, including areas held in common ownership, to meet all required standards.” 5. Consultation and revisions to draft 5.1. Formal consultation on the draft Scheme of Assistance took place between 13 December 2024 and 14 March 2025. 5.2. The consultative draft was published on the Council’s website together with a corresponding questionnaire to enable feedback. The consultation was promoted on the Council and partners’ social media channels, as well as being issued to interested individuals and members of the South Lanarkshire People’s Panel. The consultation was also highlighted directly to a range of other stakeholders including Registered Social Landlords and services within the South Lanarkshire Council University Health and Social Care Partnership. 5.3. Presentations and discussions on the consultative draft also took place with key stakeholders and interested groups including:- 82
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Tenant Participation Co-ordination Group - Repairs Sub-Group Equality and Diversity Co-ordination Group Disability Partnership Housing Sub-Group South Lanarkshire Private Landlord Forum Local Housing Strategy Steering Group 5.4. A total of 191 responses were received from individuals and organisations who completed the online questionnaire. 5.5. Responses provided a mixture of positive feedback and suggestions for improvement as to how the document is displayed. While some respondents expressed a lack of awareness regarding the Scheme of Assistance, those who engaged with it found value in the information, particularly stating it was clear and accessible. 5.6. A summary of changes or actions stemming from the consultation period has been made following the consultation as follows:- Feedback theme Changes made Improve clarity of document • Wording has been revised to make the document clearer and more concise, with plain English used. Raise awareness of, and access to, the Scheme • A summarised version detailing who it is for and how the services can help will be provided on the Council’s website once published. 5.7. The revised draft Scheme of Assistance is provided in Appendix 1. 6. Next Steps 6.1. Subject to approval from the Committee, the revised Scheme of Assistance will be published on the Council’s website by 1 June 2025. 7. Employee implications 7.1. There are no implications for employees arising from the information presented in this report. 8. Financial implications 8.1. There are no financial implications arising from this report. Budgetary commitments relating to the Scheme of Assistance are accounted for within capital and revenue monitoring arrangements which are reported to Housing and Technical Resources Committee, with a 2024/2025 budget of £1,091,260 allocated to the Scheme. 9. Climate Change, Sustainability and Environmental Implications 9.1. A Strategic Environmental Assessment pre-screening determination for the revised Scheme of Assistance was carried out with no requirement to conduct a full assessment. 10. Other Implications 10.1 There are no implications for sustainability or risk in terms of the information contained within this report. 83
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11. Integrated Impact Assessment and Consultation Requirements 11.1. An Integrated Impact Assessment has been completed as part of the development of the Scheme of Assistance statement. The assessment outlined the positive impact opportunities for assistance could be provided to home owners, landlords and private tenants with protected characteristics. 11.2. The full Integrated Impact Assessment can be viewed on the council’s website at: https://www.southlanarkshire.gov.uk/downloads/file/17544/scheme_of_assistance_s oa Stephen Gibson Executive Director (Housing and Technical Resources) 8 April 2025 Links to Council Values/Priorities/Outcomes Focused on people and their needs 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 towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References Housing and Technical Resources Committee, 25 November 2009; Housing (Scotland) Act 2006, Scheme of Assistance Executive Committee, 30 November 2022; Local Housing Strategy 2022 to 2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine Head of Property Services, Housing and Technical Resources E-mail: Craig.Jardine@southlanarkshire.gov.uk 84
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Appendix 1 Scheme of Assistance Housing and Technical Resources Home Improve Scheme of Assistance For homeowners and private tenants 85
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Contents 1. Introduction Integrated impact assessment Strategic environmental assessment How to comment on the scheme of assistance 2. Setting the scene Legal framework South Lanarkshire council plan Local housing strategy 3. Scheme of assistance Adaptations for people with disabilities Eligible adaptations Grant funding availability Help for private tenants Advice and assistance Energy efficiency and fuel poverty Buy with confidence 4. Reviewing the scheme 5. Appeals 6. Comments, compliments and complaints 7. Useful contacts 86
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1. Introduction The Housing (Scotland) Act 2006 was introduced to tackle issues relating to the quality and condition of housing in the private sector. Under part 2 of the act, local authorities must prepare and publish a ‘section 72’ statement describing the circumstances in which they will help owner-occupiers and private tenants carrying out work on their homes, and how they will provide that help. The council’s initial statement was published in April 2010, revised in 2015 and updated 2021. South Lanarkshire council provide help under our ‘Scheme of Assistance’. The scheme is based on the principle that owners should take responsibility for maintaining their home, but that help should be available where appropriate. Council and housing association tenants are not included in the scheme of assistance. If you rent your home from the council or a housing association, you should contact them about the help available to you. Integrated impact assessment As part of this review, an Integrated Impact Assessment has been completed. The findings of this are published on the council's website. Strategic environmental assessment In accordance with the Environmental Assessment (Scotland) Act 2005, the council prepared and submitted a pre-screening letter and statement to the statutory consultation authorities, setting out the view that the Scheme of Assistance will have no effect in relation to the environment. The council reached this view because the scheme sits under the hierarchy of the council plan and the Local Housing Strategy, both of which have undergone full Strategic Environmental Assessment. 2. Setting the scene Legal framework Part 2 of the Housing (Scotland) Act, 2006 replaced the system of improvement and repair grants set out in the 1987 and 2001 Housing (Scotland) Acts. The 2006 act gives councils powers to help owners repair, maintain, improve and adapt their homes by providing information, advice and practical help. These are the main ways we can help owners under the Scheme. There are still mandatory grants (those we must provide by law), but these are only for providing ‘standard amenities’ like a toilet and personal washing facilities in your home, and internal alterations to meet the needs of a person with disabilities. All other grants are discretionary (that is, we do not have to provide them). The First-tier Tribunal for Scotland (Housing and Property Chamber) deals with determinations of rent or repair issues in private sector housing; assistance in exercising a landlord’s right of entry; and relatively informal and flexible proceedings to help resolve issues that arise between homeowners and property factors. Matters arising from the Private Housing (Tenancies) (Scotland) Act 2016, are also dealt with by the Tribunal as well as issues from the letting agents legislation as per the Housing (Scotland) Act 2014. South Lanarkshire council plan The council plan sets out its vision, values and ambitions and it publicly states what we hope to achieve in order to improve outcomes for local people. The council’s vision is: ‘To improve the quality of life of everyone in South Lanarkshire.’ 87
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More information on the council plan can be found on the council’s website at www.southlanarkshire.gov.uk Local housing strategy The Local Housing Strategy 2022-27 is a council-wide strategy (plan) which sets out how the council and its housing, homelessness and health partners will make sure that South Lanarkshire has the right type and size of good-quality housing, for sale or for rent, and in the right locations, so current and future residents get access to the housing they need and want. The strategy has the following five chapters: • Housing supply, affordability and choice • Housing quality, energy and efficiency • Supporting independent living and specialist provision • Addressing homelessness • Sustainable places To support the delivery of the LHS vision, there are nine priority outcomes which we aim to achieve over the next five years. LHS Outcome 3 states that ‘private homeowners’ and ‘private landlords’ are encouraged and supported to plan for and invest in the maintenance of their property, including areas held in common ownership, to meet all required standards.’ There are three measures aligned to this outcome: • Number of scheme of assistance contacts for advice and information • Housing with urgent disrepair • The number of properties provided with a council factoring service The actions aligned with the measures are as follows: • Continue to provide advice, information and support for private sector households through the Scheme of Assistance • Review and develop information provided online via South Lanarkshire council for private sector households regarding housing maintenance and improvement. • Promote online resources for private housing owners and tenants (to plan for and invest in maintaining and improving housing conditions). • Complete and implement review of council factoring services. 3. The Scheme of Assistance The council’s property services delivers the help available through the Scheme of Assistance. The scheme has been developed to reflect national outcomes and legal requirements, as well as to take account of local needs and demands. It will aim to: - Provide information, advice and practical help to encourage all owners to take responsibility for their homes. The information, advice and help are available to all owners and private tenants in South Lanarkshire. • Helps disabled and elderly people live in their own home. • Provides basic levels of financial help to encourage owners to deal with major problems when their homes do not meet the tolerable standard (a legal standard housing must meet). • Encourage flat owners who have responsibility for shared areas to take part in ‘common works’ carried out as part of investment programmes in council housing, and help us and other social landlords, such as housing associations, achieve the Scottish Housing Quality Standard (SHQS) and latest energy efficiency standards for social housing. • Help to prevent privately owned homes falling into serious disrepair by highlighting the benefits of early action towards repairing and maintaining homes. 88
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Property Services plays a leading role in the Scheme of Assistance. Their role is supported by a wide range of council services and other partnering agencies details of which are available in the ‘useful contacts’ section of this document. Adaptations for people with disabilities By law the council must provide grants for specific types of work needed to meet the assessed needs of disabled people to make their home more suitable. This is providing the home is, or will be, that person’s only or main home. If a rented property has been adapted to meet the needs of a disabled tenant, we also have a duty to help the landlord put the home back to the condition it was in before the adaptation was made. This help can be in the form of information or advice. In limited circumstances, the help we provide will be practical or financial. If your home no longer meets your family’s needs because of a disability or an illness, the council’s occupational therapy service can provide a range of advice and support to assist you in making your home more suitable. You can arrange for an occupational therapist (someone who helps you to carry out everyday tasks so you can live independently) to visit your home to discuss your needs with you. If you are coming out of hospital and need your home to be adapted, the hospital occupational therapist will assess your needs. If you (or someone who lives with you) are disabled, you can ask for an occupational therapist to visit you at home by: • completing online self-referral form; or • phoning the Health and Social Care Partnership on 0303 123 1008. The occupational therapist will discuss your specific circumstances and if appropriate arrange a community care needs assessment with you to help you live more independently. For example, the occupational therapist can teach you new ways to do things you find difficult and may provide equipment and temporary adaptations such as stair lifts. The assessment of whether you require a permanent adaptation to your home (for example, to widen doorways for a wheelchair, install a shower or re-arrange the layout of the ground floor to provide toilet and washing facilities) and whether you are entitled to a mandatory grant. The assessment identifies if you require a mandatory grant, you will receive 80% of the cost of the approved work minus administration fees. Any grant awarded may be subject to a review of any outstanding debt owed to the council. In some circumstances, the council may provide 100% of the cost of the approved work minus administration fees, if you, your partner or any person who resides or intends to reside with you receive any qualifying benefits. Further details of these qualifying benefits can be found on the council’s website. When considering how best to meet your needs, the council will take account of your changing needs over the medium to long term. This is to avoid the need for future applications and disruption to your household. How adaptable the property is will also be taken into account and no funding is provided for maintenance costs relating to any adaptation made. Eligible adaptations The council will not give you grant for extra work you want carried out at the same time as your adaptation. You will need to pay for any extra work that you have not been assessed as needing (for example, if you want to tile more of your bathroom than you need to). Any extra work must not change the suitability of the adaptation. 89
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The council do not provide grants for extensions to provide extra living accommodation, such as bedrooms. If this is required for your home, housing options advice may be appropriate to explore alternative accommodation options for your household. The council and University Health and Social Care Partnership can refer you to other organisations that can give you support and specialist help, for example, Planning and Housing Options Scotland. If it is agreed that the best way to meet your assessed needs is to provide extra living accommodation (such as adding an additional room or providing an extension), and the work is not eligible for a mandatory grant, we can give you information, advice and practical support to help you carry out the work. This may include information about options to get funding for the work and practical help to oversee the work. The council will provide information and advice to help you return any adapted property to its original condition. Grant funding availability There are three categories of work which will receive financial help in the form of a grant. More information on each of these alongside conditions of the grant has been provided in Appendix 1. Help for private tenants If you rent your home privately, your landlord cannot refuse to give you permission for an adaptation to meet your assessed needs unless there are good reasons for refusing. The council can in some cases give private landlords practical assistance to encourage them to give permission for the adaptation. When you receive your landlord’s permission you should contact the council and your application will be considered in the same way as applications from homeowners. The council can also provide information and advice to help your landlord return the property to its original condition if your tenancy ends or you no longer need the adaptation. Impartial advice on repairs and maintenance for flat owners in Scotland can be found at http://www.underoneroof.scot/. Advice and assistance You can make general enquiries or requests by filling in the HomeImprove assistance enquiry form and/or apply for equipment and adaptations assistance on the council’s website. Further advice and assistance can be found on the HomeImprove and scheme of assistance pages on the council’s website. The council regularly review and update information about the HomeImprove Service and the Scheme of Assistance on our website to make sure it is up to date and relevant. The council can also offer you tailored advice should you need it. The HomeImprove team are trained to meet the Scottish National Standards for Information and Advice Providers, produced by the Scottish Government. The council can also refer you to organisations or agencies that provide more specialist advice. Details of these can be found in the ‘useful contacts’ section. Energy efficiency and fuel poverty The Scottish Government offer a variety of schemes and grants to support people who have difficulty paying their fuel bills or keeping their home warm. More information on these can be found on the Scottish Government’s website. 90
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Buy with Confidence Buy with Confidence is an approved trader scheme; all contractors on the list have been vetted and approved by Trading Standards to ensure that they operate in a legal, honest, and fair way. www.buywithconfidence.gov.uk 4. Reviewing the scheme The council will regularly review and monitor the scheme to make sure any legislative or national policy changes are reflected within the section 72 statement. Timescales for scheduled reviews of the scheme will be reported to Housing and Technical Resources Committee as part of the annual policy and strategy review Schedule update . 5. Appeals You can ask the council to review the share of the costs you have to pay. You must do this within 21 days of receiving a decision on the help the council can provide. An appropriate council officer who has not been involved in assessing your application will review the decision. They will give you their decision within 28 working days. To appeal a decision we have made you can contact us: • by phoning 0303 123 1015 and asking for the HomeImprove Service or • by sending an email to informationandadvice@southlanarkshire.gov.uk 6. Comments, compliments and complaints The council are committed to providing quality services and to achieving high standards of customer care. The council have a formal procedure which you can follow to provide suggestions or comments about the service, or if you feel your application has not been dealt with properly or fairly. Your comments, compliments and complaints can: • help us to improve the quality of our services; • increase customer satisfaction; • prevent problems from getting worse; and • bring us closer to our customers by taking their views on board. You can comment, compliment or make a complaint about a service you have received through the council’s website. 7. Useful contacts If you have questions about specific aspects of the Scheme of Assistance you can contact the council through the council’s website. Further advice and assistance may also be available through external partners, including: Under one roof Citizens Advice Bureau Energy Saving Trust Financial Conduct Authority Scottish Welfare Fund Money Matters Advice Service Consumer and Trading Standards Housing Options Scotland Shelter (Scotland) Scottish Fire and Rescue If you need this information in another format or language, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 or email: equalities@southlanarkshire.gov.uk 91
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Appendix 1 Grant funding options 1. Adaptations The council provide a mandatory grant of 80% of the cost of adaptations needed to meet the assessed needs of disabled people. In some cases, the homeowner may be eligible to receive grant for the full cost. The work must be for ‘standard amenities’ (which include a usable sink within the house, with running hot and cold water, an inside toilet for just the household, and a fixed bath or shower and hand basin with hot and cold running water) or alterations inside your home. You can get more information about this in the section ‘Adaptations for people with disabilities’ at section 3.3. 2. The tolerable standard Following an assessment carried out by an environmental health officer, the council may give you a discretionary grant towards the approved cost of work needed to correct certain major problems which prevent your home from meeting the tolerable standard. The council will provide a 25% grant for work costing less than £5,000, and 35% grant for work costing £5,000 or more. It is up to you to pay for the remaining cost of the work and the council can provide information and advice to help you do this. Circumstances in which you will be eligible for this grant include: ▪ If the structure of your home is unstable, as confirmed in an independent structural report, and there is a risk of all or part of it collapsing. This includes fresh cracking, movement of structural parts and damage, deterioration, rot and timber infestations. ▪ If there is not, and never has been, a toilet inside your home for just your household. ▪ If there is an inadequate supply of wholesome water (including replacement of lead pipes). ▪ If you need to upgrade from cesspool to a septic tank. ▪ If there is significant rising damp, with visible signs of damp inside the home, and the environmental health officer decides that this causes the property to fall below the tolerable standard. We have set extra qualifying criteria for getting a grant in these circumstances. We will not provide financial help if: ▪ the property is not your only or main home; ▪ you have lived in the home for less than two years; ▪ you bought the property in that condition with a view to developing it; or ▪ you removed standard amenities yourself. 3. Owners taking part in programmes of work to council housing (common works) If you own your home, you are responsible for looking after it and keeping it in a good condition. This includes paying for maintenance, repairs or improvements by: Paying money into a maintenance fund; Using saving or investments; Getting a loan from a credit union, bank or building society; Getting help from your family; Using the value of your home to raise money – this is called equity release; or Getting help from a charity. For work costing £5,000 or more per property, such as roofing, the council may provide a discretionary grant of 35% towards your share of the cost of the common works. The council can provide a discretionary grant of 25% if the cost to an individual property is less than £5,000 (for example, towards the cost of installing a replacement water tank). For work installing or replacing a controlled door-entry system we will provide a discretionary grant of 50%. 92
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We may provide grants at these levels for common works relating to the Scottish Housing Quality Standard that is not being carried out within our normal investment programme, if this is approved by the Head of Property Services. We also provide these discretionary grants to private landlords if the property is registered on the Private Landlord Register and the landlord meets our conditions. This financial help ensures we meet our legal requirement to meet the Scottish Housing Quality Standard. Further requirements To receive a grant to provide an adaptation for someone with a disability, or to rectify major problems so that your home meets the tolerable standard, you need to provide three estimates of the cost of the work, each from a contractor of your own choice. The contract for any work is between you and the contractor who carries out the work. We will review the estimates to make sure the work needs to be done, and that the property will meet the necessary standard when the work is finished. When assessing the cost of the work, we may compare the cost against that set out by the Royal Institution of Chartered Surveyors (RICS) to confirm value for money and may ask you to provide more estimates if the ones you have provided are not considered reasonable. You are responsible for making sure that the work is carried out to an acceptable standard and for getting any necessary permission, such as planning or building warrant consents, before the work starts. The work must be finished within 6 months of the date we approve your application for funding unless we agree, in writing, to extend this period. If the work is needed to tackle damp, rot, woodworm or other infestation, the contractor must give us a copy of the certificate showing that the work has been carried out and finished to a satisfactory standard. A guarantee, valid for at least ten years, should also be provided for the work. It should be possible for this guarantee to be transferred to any new owner of the home. If structural work is involved, and a building warrant is needed for the work, the contractor must send a copy of the certificate to confirm that all the structural work has been finished to a satisfactory standard. If electrical work is involved, we need a copy of the electrical installation certificate. You must tell us when the work is finished and provide the original invoice showing the full cost of the work. When we receive this, we will inspect the work to ensure it meets the grant requirements at which point we will release the grant. We aim to send you a cheque for the agreed amount within a month of this confirmation. As the contract for the works to your home is between you and the contractor carrying out the works, the council is not in a position to guarantee the quality of any work carried out. By releasing the payment, we are confirming that the adaptations, detailed within the grant offer, have been carried out. You, or your representative, are responsible for ensuring you are happy with the quality of the work prior to making final payment to your contractor. Conditions of the grant To receive financial help, you must agree to keep to the following conditions for 10 years from the date the work is finished to a satisfactory standard. ▪ The house must be used as a dwelling house. ▪ The house must be used as a principal residence. ▪ The house must be kept in good repair. ▪ If required by the council, the owner must certify that these conditions are being observed. ▪ The building must not be a commercial property. If you break any of these conditions you may have to repay the grant, with interest. The council may require to make a note of its interest in the home on the title deeds. It is an offence to knowingly make any false statements in an application for financial help. It is also an offence not to tell us, as soon as possible, if your circumstances change before we give you our decision on your application. 93
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If the council approve your application, it will charge an administration fee (currently £50 or 10% of the grant, whichever is lower). This will be taken off the grant that is paid. Non-priority work Due to limited funding available, grant cannot be provided to cover general repair and improvement works to a home. Enforcement action In certain circumstances the council may require to issue a ‘work notice’ for your home because it is in a poor state of repair or it does not meet the tolerable standard. If a work notice is issued for your home, the council may provide financial help if the work meets the conditions of the Scheme of Assistance and funding is available. If this is not the case, the council will provide information and advice to help you carry out the necessary work. The council may use its enforcement powers if: ▪ you do not maintain your home to a reasonable standard; or ▪ we have provided funding for work on your home and we believe that any benefits resulting from work carried out may be at risk because you have not made suitable arrangements for maintaining it properly. The council can serve a ‘Maintenance Order’ on you. This means that you must prepare and keep to a ‘Maintenance Plan’ for five years. We can approve, alter or reject the maintenance plan you provide. If we reject your maintenance plan, we can replace it with 94
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Reinforced Autoclaved Aerated Concrete (RAAC) Update and Proposed Works for Christie Place, Cambuslang 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of the key issues in relation to the safety of Reinforced Autoclaved Aerated Concrete (RAAC) and note the work undertaken in South Lanarkshire to identify RAAC in council owned residential properties outline the actions being progressed to address, and financial considerations stemming from the removal of RAAC from 3 tenement buildings in Christie Place, Cambuslang [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the current position in relation to RAAC in South Lanarkshire Council owned homes be noted; and (2) that the proposed solution for removing RAAC in Christie Place, Cambuslang be approved. [1recs] 3. Background 3.1. RAAC is the reinforced version of Autoclaved Aerated Concrete which is usually strengthened by steel bars of mesh to enhance its structural strength. It was widely used in construction across the UK from the 1950s to the mid-1990s, mostly as roof planks, floor planks and floor panels. It was used in a range of buildings including schools, hospitals, housing developments and other public and private buildings. 3.2. Concerns about the performance of RAAC have been raised since the mid-1990s resulting in updates to industry guidance. In 2019 the Standing Committee on Structural Safety warned that RAAC planks were ‘past their expected service life’ and that ‘roofs with RAAC planks could collapse.’ Following the collapse of three buildings with non-critical RAAC, the Department of Education in England issued guidance in 2023 to close all school spaces where RAAC was present, prompting a wider response from UK and devolved governments. 4. Identifying RAAC in South Lanarkshire 4.1. Housing and Technical Resources has led on a 3-stage process to identify the existence of RAAC in residential properties owned by the Council, covering:- 11 95
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desktop surveys, undertaken by appropriately qualified staff, to identify properties at risk of RAAC site inspections based on industry guidance to identify properties where RAAC was suspected on-site surveys undertaken by an engineer with membership of the Institution of Structural Engineers, with the purpose of:- (i) Confirming the presence of RAAC or otherwise (ii) Identifying any emergency measures required in the short term (iii) Providing long term recommendations 4.2. Through the process set out at 4.1 above, the presence of RAAC has been confirmed in 157 properties across South Lanarkshire, with engagement work undertaken with residents to ensure they are informed. 4.3. The table below details the location of properties confirmed to have RAAC. Division Location Status No of SLC properties affected Rutherglen/Cambuslang Central Cambuslang Maisonettes Confirmed 90 Rutherglen/Cambuslang Christie Place, Cambuslang Confirmed & Potentially Dangerous 23 East Kilbride Trinidad Way Confirmed 31 East Kilbride Leeward Circle Confirmed 4 East Kilbride Jamaica Drive Confirmed 3 Clydesdale Forrest Place, Crossford Confirmed 6 4.4. To ensure the safety of the properties where RAAC has been identified, remedial works have been undertaken where required, with reinspection schedules put in place where there is no immediate risk. The table below sets out progress to date:- Maisonettes in Central Cambuslang (multi-tenure block) Emergency crash desk installed in one stairwell which is monitored on an ongoing basis. Disruptive surveys are now complete, and feasibility is underway to help inform next steps. There are no current plans for removal and reinstatement, but future action will need to be considered and planned within the Housing Investment Plan. Blocks in Christie Place, Cambuslang (potentially dangerous RAAC) In response to the identification of potentially dangerous RAAC, emergency crash decks were installed in all 3 blocks in July 2024, covering 6 flats and the communal areas. Section 6 sets out the proposed solution for the removal of RAAC. Bungalows at Christie Place, Cambuslang No emergency works required, with reinspection recommended annually or at change of tenancy. 96
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Trinidad Way, East Kilbride No emergency works required, with reinspection recommended annually or at change of tenancy. Jamaica Drive, East Kilbride (multi-tenure block) Precautionary scaffold erected at the front entrance, but no other emergency issues identified. There are no immediate plans for removal and reinstatement, but future action will need to be considered and planned within the Housing Investment Plan. Leeward Circle, East Kilbride Emergency crash deck installed in one of the four bedsits due to the extensive water ingress, which is monitored regularly. The tenant has been relocated. Budget costs and options are being considered to provide a permanent solution for removing RAAC. Consultation on proposed works has been completed, with Shop Owners declining to progress works at this time. After the offer of arbitrators through the RICS Dispute Resolution Service was declined, the case has now been taken to the Sheriff Court to seek a resolution. Bungalows at Forrest Place, Crossford No emergency works required, with reinspection recommended every 3 years or at change of tenancy. Terraced houses at Forrest Place, Crossford Emergency additional structural support installed in the loft space of 3 properties. Following a tender process, work to remove RAAC and instal new roof began on 3 March 2025 and is due for completion by 4 April 2025. 4.5. With the exception of properties currently only requiring an annual inspection (which does not require any intervention beyond the 3-year inspection cycle), permanent solutions are being considered for the remaining sites identified at 4.3 above. 4.6. Having considered the condition of the properties and the associated risk, priority is being given to the tenement blocks at Christie Place in Cambuslang. The condition and deterioration of the RAAC has been assessed as potentially dangerous, with the intrusive survey indicating an immediate risk. An options appraisal has been completed, and the proposed solution is set out in section 6 below. 5. Christie Place, Cambuslang 5.1. Christie Place is located in Central Cambuslang near Main Street and comprises 3 tenement buildings with 8 properties per block, and 3 individual bungalows. 5.2. Of the 24 tenemental properties, 20 are owned by South Lanarkshire Council and the remaining 4 are owner occupied. The 3 bungalow properties are all owned by South Lanarkshire Council. 97
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5.3. Following inspection by an engineer, it was confirmed in April 2024 that the RAAC in the tenement buildings was potentially dangerous. However, while the existence of RAAC was also confirmed in the 3 bungalow properties, no emergency works are required at this time, with the engineer confirming re-inspection every 3 years or at a change of tenancy. 5.4. To carry out the emergency works in the 3 tenement blocks, including the installation of a crash deck and lowered false ceiling, residents on the upper floors (all SLC tenants) were decanted for 3 weeks and have since returned to their homes while plans for a permanent solution are confirmed. 6. Proposed Solution and Financial Considerations for Christie Place 6.1. Following a detailed appraisal of potential options and financial considerations, it is proposed that a programme of work is undertaken to remove the existing RAAC from the three tenement buildings while also delivering a series of housing investment works to complete any necessary repairs and energy efficiency improvements. 6.2. In addition to the removal of RAAC and the associated replacement of the roof, a range of other works would be progressed including: the installation of uPVC windows, PV panels, and cavity wall insulation. 6.3. The feasibility costs to remove the RAAC and undertake the proposed housing investment works are £2,381,904. This includes the indicative costs to owners of £396,984 following the feasibility. A range of grant funding is available for the 4 owner occupiers that can contribute to the cost of new roofs, doors and windows, and insulation. Individual discussions will take place during the engagement stage to assess eligibility and determine the remaining costs for owner occupiers. 6.4. By undertaking the full retrofitting works to deal with the RAAC and meet energy efficiency standards, the condition of the blocks will greatly improve and enhance the entrance to Cambuslang town centre as these properties are a key focal point as you access the town centre from either the M74 or from the Hamilton direction. Delivering these improvement works will also contribute to the council’s priorities for Town Centre regeneration, focusing on responding to changing patterns of use within town centres and developing the quality and appeal of the local area. 7. Next Steps 7.1. Subject to approval by Housing and Technical Resources Committee, it is proposed that works commence during 2025 to remove the RAAC and progress the other housing investment works. A proportion of the required budget has been accounted for within the 2025/2026 Housing Investment Programme, and it is anticipated that the works will continue into 2026/2027. 7.2. Building on the work already undertaken to inform residents about the existence of RAAC, the second stage of an engagement plan will be developed which will include initiation of dialogue with owners about costs and available grant fundings. It should be emphasised however, that legally the Council is not liable for the RAAC removal costs, and this liability sits with the owner. The Council is the majority owner within these blocks, therefore can instruct the proposed works to go ahead. Legal services have provided advice on the engagement process with owner occupiers. 8. Employee Implications 8.1. There are no employee implications. 98
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9. Financial Implications 9.1. The financial implications of this to the capital programme will be £2.380 million, this includes the costs associated with the 4 owner occupiers, which equates to £0.397 million. The 2025/2026 Housing Investment Capital Programme includes budget of £1.250 million leaving a requirement of £0.733 million in 2026/2027, excluding owner’s costs. 9.2 These works will require to be considered within 2026/2027 capital programme as these works will continue into 2027/2028. 9.3 For the 4 owner occupiers, the overall cost per owner is £99,246. However, owners may be eligible for grant assistance which will reduce the total costs, including 35% grant funding for the new roof, £9,500 grant via EES:ABS funding for external wall insulation and a further £3,500 for windows and doors. Additionally, if the owner is deemed to be in extreme fuel poverty via qualifying criteria, a final £5,000 grant is also available. This financial assistance will be discussed individually with the affected owners alongside other potential legal options in line with advice from Legal services. 10. Climate Change, Sustainability and Environmental Implications 10.1. The level of works proposed will assist the Council in achieving energy efficiency standards across the 3 blocks of flats at Christie Place and are in line with the Council’s Fabric First approach, improving energy efficiency levels for both tenants and owner occupiers. 11 Other Implications 11.1. There is a requirement to consult with tenants and owners, and the engagement plan has been fully guided by colleagues within Legal Services. 12. Integrated Impact Assessment and Consultation Requirements 12.1. Upon approval of the proposals, an Integrated Impact Assessment will be required. Stephen Gibson Executive Director (Housing and Technical Resources) 28 March 2025 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve 99
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Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Sharon Egan Head of Housing Services E-mail: sharon.egan@southlanarkshire.gov.uk Craig Jardine Head of Property Services E-mail: craig.jardine@southlanarkshire.gov.uk 100
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Housing and Technical Resources) Subject: High Blantyre Hall – Community Asset Transfer to 3rd Blantyre Community Group 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the request for the disposal of High Blantyre Hall to 3rd Blantyre Community group Hall under Community Asset Transfer and seek approval to the principal terms and conditions as set out in Section 5 of the report [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the subjects at High Blantyre Hall, 11 Cemetery Road, Blantyre, G72 0HA, be disposed to 3rd Blantyre Community group subject to the terms and conditions outlined in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which are in the best interests of the Council. [1recs] 3. Background 3.1. High Blantyre Hall was previously managed by South Lanarkshire Leisure and Culture (SLLC). However, following a review of its business plan, the SLLC Board announced in March 2024 that it could not sustain service delivery from this facility and control was to be returned to the Council. In recognition of the potential impact upon communities the council invited local organisations to express interest in these properties through Community Asset Transfer (CAT), with support from the Community Fightback Fund (CFF) and the Renewable Energy Fund (REF) to keep facilities open while this process took place. 3.2. At its meeting on 18 September 2024, the Housing and Technical Resources committee approved the recommendation that the property be leased to 3rd Blantyre Community Group. A one-year concessionary lease was thereafter agreed with the applicant taking occupation of the facility on 14 October 2024 and they have been in place since that date. 3.3. The Community Group subsequently submitted a request for Community Asset Transfer of the hall by sale, the validation date for which was 11 October 2024. Public consultation was undertaken between 16 August and 13 September 2024 and no comments or objections were received. As part of their consultation and engagement they carried out both face to face and consultation via social media. 12 101
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A survey released by the applicant had over 778 individual responses with 99% of respondents in support of the proposed activity. 3.4 The request was placed before the Community Asset Transfer Assessment Panel on 2 April 2025 when the following matters were taken into consideration. 3.5. Property 3.5.1. The extent of the property, which is on a site extending to 1,751 sq.m or thereby is shown on the attached plan. The asset comprises a single storey building with a front area comprising reception, offices and toilets and a rear area comprising the main hall. To the north of the building there is a tarmac surfaced car park with ramp access to a side door. Between the car park and northern site boundary there is a children's soft outdoor play area enclosed with weldmesh fencing. There are areas of grassed open space around the building. The northern boundary is screened from the adjacent cemetery with landscaping and mature trees and the site is bounded by a mixture of metal railings, palisade fencing and stone walls. 3.5.2. The property is currently used by applicant Currently used by applicant for the purposes of operating a scout troop and hire to local community groups for their own activities and, as there is no proposed change of use or development, planning consent will not be required for continued use. 3.6. Organisation 3.6.1. The 3rd Blantyre Community Group, a Scottish Charitable Incorporated Organisation (SCIO) Company Registration No. SC053558, registered with the office of Scottish Charity Regulator (OSCR) on 5 August 2024. 3.6.2. The organisation was established by the office bearers of 3rd Blantyre Scout group to provide eligibility to obtain a concessionary lease, and in turn apply for a longer-term lease via the CAT process to continue operating the hall. 3.7. Project 3.7.1. Having successfully operated the facility on an interim basis during the concessionary lease, the proposal is for the Community Group to continue to occupy, use and maintain the building in long-term. 4. Assessment 4.1. The property is suitable for the proposed use and the organisation has the capacity and funds to manage the facility. 4.2. The disposal will enable the Community Group to continue to operate the facility and remove liability for the Council in grounds maintenance. In addition, the sale will allow the Club to pursue external funding for the development of the facility. 4.3. The Council has no alternative operational requirement for the subjects. The risks of the transfer are considered low, as the property is a purpose-built community centre classified as class 10: non-residential institution under the Town and Country Planning (Use Classes) (Scotland) Order and surrounded by land, owned by the Council and used as a cemetery. Therefore, it is not considered that the property has any realistic alternative development potential. 4.4 Within their asset transfer request, 3rd Blantyre Community group requested a 100% discount on the jointly agreed, independent valuation. As the price to be paid reflects the Community Benefit, which has been assessed as very good, and the requirement to seek Best Value in the disposal of a Council asset, a discount of 80% of the 102
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unrestricted market value is recommended, which is consistent with previous sales transactions for properties of a similar nature. 4.5 An independent valuation was prepared by the District Valuer (Valuation Office Agency) which reported:- Market Value – unrestricted use: The opinion of the Market Value of the Council’s interest in the property, with vacant possession with regard to the continued use of the building on an unrestricted basis is £120,000 (One Hundred and Twenty Thousand Pounds) as at 2 May 2025. Market Value - restricted use: The opinion of the Market Value of the Council’s interest in the property, with vacant possession subject to the special assumption that its use is restricted to a Community Centre is £80,000 (Eighty Thousand Pounds) as at 2 May 2025. 5. Proposal 5.1. It is proposed to sell High Blantyre Hall, 11 Cemetery Road, Blantyre, G72 0HA to 3rd Blantyre Community, on the following principal terms and conditions:- 1. The purchaser will be to 3rd Blantyre Community 2. The purchase price is £24,000 exclusive of VAT (which reflects 80% discount on the independent valuation), 3. Date of Entry to be agreed, 4. Each party to bear their own Legal Fees 5. The purchaser will be responsible for obtaining planning and any other relevant consents relating to the use and any proposed alterations. 6. Employee Implications 6.1. None 7. Financial Implications 7.1. If the sale outlined in this report is approved by the Committee, it will remove any liability for costs associated with the vacant property. 7.2 The sale of the property will generate a Capital Receipt of £24,000, for the Council’s General Services Account (assumes a 80% discount on the unrestricted use valuation of £120,000 noted in section 4.5). 8 Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability and the environment contained within this report. 9. Other Implications 9.1. In terms of the Community Empowerment (Scotland) Act 2015, the Council has until 16 February 2025 to make a decision. The group have agreed to a request to extend the deadline to allow the matter to be considered at the Housing and Technical Resources Committee meeting. . 9.2. The organisation have a right to appeal to Scottish Ministers should a decision not be made in that timescale, if the asset transfer request is refused or the organisation do not agree with the proposed terms and conditions. 103
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10. Integrated Impact Assessment and Consultation Requirements 10.1. Consultation has taken place with the Community Participation Team, Legal Services and Community and Enterprise Resources. 10.2. 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. Stephen Gibson Executive Director (Housing and Technical Resources) 7 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Caring, connected, sustainable communities. Previous References Housing and Technical Resources Committee, 18 September 2024 - High Blantyre Hall - Lease to 3rd Blantyre Community Group under Community Asset Transfer Lite List of Background Papers Application and supporting documents via Planning Portal ref CAT/24/0015 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 104
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Tileworks Pitches and Pavilion, Stonehouse – Community Asset Transfer to Albert FC LTD 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the request for the lease of Tileworks Pitches and Pavilion, Stonehouse to Albert FC Ltd under Community Asset Transfer (CAT) and seek approval to the principal terms and conditions as set out in Section 5 of the report [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the subjects at Tileworks Pitches and Pavilion, Union Street, Stonehouse, ML9 3LF, be leased to Albert FC Ltd subject to the terms and conditions outlined in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which are in the best interests of the Council. [1recs] 3. Background 3.1. Tileworks Pitches and Pavilion, Stonehouse were previously managed by South Lanarkshire Leisure and Culture (SLLC). However, following a review of its business plan, the SLLC Board announced in March 2024 that it could not sustain service delivery from this facility and control was to be returned to the Council. In recognition of the potential impact upon communities the council invited local organisations to express interest in these properties through Community Asset Transfer (CAT), with support from the Community Fightback Fund (CFF) and the Renewable Energy Fund (REF) to keep facilities open while this process took place. 3.2. Royal Albert Football Club, a community team who play amateur football in the West of Scotland Football league and had used this facility as their home ground for a number of years came forward and indicated they wish to be considered. An application for a one year concessionary lease was thereafter approved under delegated authority with the club taking occupation of the facility on the 1 September 2024. 3.3. The Club subsequently submitted a request for CAT of the facility, initially on the basis of a disposal but subsequently altered to a long lease. The validation date for this application was 6 December 2024. Public consultation was undertaken between 6 December 2024 and 9 January 2025 and no comments or objections were received. 13 107
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As part of their consultation and engagement they carried out consultation via social media, the results of which show support for the project from the local community. 3.4. The request was placed before the Community Asset Transfer Assessment Panel on 2 April 2025 when the following matters were taken into consideration. 3.5. Property 3.5.1. The site consists of a metal framed changing pavilion, car parking, two 11-a-side grass pitches, one 9-a-side pitch and two synthetic 5-a-side pitches. The 5 a side pitches were installed in 2013 and generally have a 10-year lifespan, however due to inactivity during COVID-19 and low general usage it is estimated that they have a further 3 years life before replacements should be considered. . 3.5.2. The property is currently used by applicant for community youth football teams and the home ground for an adult amateur football team and, as there is no proposed change of use or development, planning consent will not be required for continued use. 3.6. Organisation 3.6.1. The football club have been in existence in one form or another since 1878 and have used the Tileworks facility since 2014. As part of the process for a CAT application the organisation re-constituted as a company, limited by guarantee, which is suitable for both a concessionary lease and a full asset transfer. The organisation registered with Company’s House on 15 February 2024. 3.6.2. The organisation was established by the office bearers of Royal Albert FC to provide eligibility and seek to obtain a concessionary lease, and in turn apply for a longer-term lease via the CAT process. 3.7. Project 3.7.1. Having successfully operated the facility on an interim basis during the concessionary lease, the proposal is for the Club to continue to occupy, use and maintain the facility in long-term. 4. Assessment 4.1. The property is suitable for the proposed use and given the track record of the original club and current running experience of the facility during the initial lease, the organisation appears to have the capacity and funds to manage the facility. 4.2. The lease will enable the Club to continue to operate the facility and remove liability for the Council in grounds maintenance. In addition, the lease will allow the Club to pursue external funding for the development of the facility. 4.3. The Council has no alternative operational requirement for the subjects. The risks of the transfer are considered low, as the property is a purpose-built facility surrounded by land, owned by the Council and designated as priority greenspace and urban green network. Therefore, it is not considered that the property has any realistic alternative development potential. 5. Proposal 5.1. It is proposed that Tileworks Pitches and Pavilion, Union Street, Stonehouse, ML9 3LF, be leased to Albert FC Ltd, on the following principal terms and conditions: - 1. The tenant will be to Albert FC Ltd 2. The lease will be for a period of 25 years, with agreed break options 108
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3. The date of entry to be agreed 4. The rent is £1, if asked 5. The lease to be fully repairing and insuring 6. The tenants will pay the buildings insurance costs as charged by the Council 7. The tenants will be required to obtain and exhibit as required public liability insurance to the value of £5 million for any one claim 8. Use - sports and recreation facility 9. Date of Entry to be agreed 10. The tenants to be responsible for any rates or property charges resulting from their occupation and use of the subjects 11. Assignation and subletting will not be allowed 12. Landlord's consent will be required for any structural alterations to the property 13. Each party to bear their own Legal Fees 14. The tenant will be responsible for obtaining planning and any other relevant consents relating to the use and any proposed alterations 6. Employee Implications 6.1. None 7. Financial Implications 7.1. If the lease outlined in this report is approved by the Committee, it will remove liability for revenue costs associated with the vacant property for the term of the lease. 8 Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability and the environment contained within this report. 9. Other Implications 9.1. The organisation has a right to appeal to Scottish Ministers should a decision not be made in that timescale, if the asset transfer request is refused or the organisation do not agree with the proposed terms and conditions. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Consultation has taken place with the Community Participation Team, Legal Services and Community and Enterprise Resources. 10.2. 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. Stephen Gibson Executive Director (Housing and Technical Resources) 7 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Caring, connected, sustainable communities. 109
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Previous References South Lanarkshire Council 27 March 2024 -Community Facilities- Temporary Delegated Authority List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 110
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Dolphinton Hall, Edinburgh Road, Dolphinton, EH46 7AD – Concessionary Lease to Dolphinton Hall Community Association 1. Purpose of Report The purpose of the report is to:- [purpo advise the Committee of the request for concessionary lease, of the Dolphinton Hall, Edinburgh road, Dolphinton, EH46 7AD and request approval to the principal terms and conditions of asset transfer as set out in Section 5 of the report [1purpose] 2. Recommendation(s) The Committee is asked to approve the following recommendation(s):- [recs] (1) that the former Dolphinton Hall, Edinburgh Road, Dolphinton, EH46 7AD, be leased to Dolphinton Hall Community Association subject to the terms and conditions outlined in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which are in the best interests of the Council. 3. Background 3.1. The subjects at Dolphinton Hall, Edinburgh Road, Dolphinton, EH46 7AD were, until April 2023, managed by South Lanarkshire Leisure and Culture (SLLC). 3.2. Following a review of its business plan in early 2023, the SLLC Board announced that it could not sustain service delivery from this facility and control was returned to the Council. 3.3. With no viable interest in this property, it was closed to the public whilst a decision was made on its future. 3.4. A local community organisation approached the Council with a request for a concessionary lease of the subject, to enable them to re-open the facility to the local community. The lease will enable them to operate the facility whilst testing the viability of a future Community Asset Transfer (CAT). 3.5. At this point, this is not a formal CAT request in terms of the Community Empowerment (Scotland) Act 2015, however, the application to lease has been assessed following the established CAT procedure. 14 113
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3.6. Property 3.6.1. The property is a single storey building with a main hall, 2 small meetings rooms, kitchen and toilets. Car parking is provided via public car parking situated adjacent 3.6.2. The facility historically was leased to SLLC who in turn hired the venue to local community groups. Since closure, it has been confirmed that there are no other operational uses for the building. 3.6.3 The Planning Service has indicated that planning consent will not be required as there is no change of use. 3.7. Organisation 3.7.1. Dolphinton Community Hall Association (DCHA) is a newly established organisation, formed by local community members specifically with a view of re-opening the hall and safeguarding its future for the village. 3.7.2 The organisation has been awarded SCIO status by OSCR under SCIO number SC054138 registered on 14 April 2025. 3.7.3. The aims of the group which has 4 trustees is:- To provide within Dolphinton and the surrounding district, a recreational facility and to organise recreational activities with the object of improving the conditions of life for the persons for whom the facilities or activities are primarily intended. To advance education, health and welfare and in particular to promote opportunities for learning for the benefit of the general public within and outside Dolphinton and promote improved physical and mental health in the community for all ages. To advance citizenship and/or community development (including the promotion of civic responsibility) and promotion of the voluntary sector and/or the effectiveness or efficiency of charities. 3.8. Project 3.8.1. The proposal is the applicant will continue to operate the facility as a community hall, and through its management, develop additional activities which will evidence a sustainable operating model and support a future CAT application. The grant of a concessionary lease will allow the organisation to assess the viability of the proposal. 3.8.2. The organisation will be eligible for funding support from Renewable Energy Fund (REF), this will allow support for both revenue and capital funding to continue to operate the building greatly reducing the risk of failure in the short term. 4. Assessment 4.1. The property is suitable for the proposed use and the organisation has the capacity and funds to manage the facility. 4.2. The grant of the concessionary lease will enable the facility to remain open and relieve the Council of the costs of empty property rates, utility charges, insurance costs and repairs. 4.3. The risks associated with the proposed lease are considered low, given both the status of the organisation and that the request is for a short-term lease. 114
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4.4. The Council has no alternative operational requirement for the subjects. Should the lease prove unsustainable for Dolphinton Community Hall Association the Council will have the ability to resume full ownership and consider the future of the property, however, it is anticipated that a formal application for CAT will be forthcoming. 5. Proposal 5.1. It is proposed to grant a lease of Dolphinton Hall, Edinburgh road, Dolphinton, EH46 7AD, on the following principal terms and conditions:- 1. the lease will be to Dolphinton Hall Community Association 2. the lease will be for 1 year 3. date of entry to be agreed 4. the rental is £1 per annum, if asked 5. the lease to be fully repairing and insuring. Neither the tenant nor the landlord will be responsible for any major repair works that may be required to the premises 6. the tenants will be required to obtain and exhibit as required, public liability insurance to the value of £5m for any one claim 7. the Council will insure the property and recover the costs from the tenants 8. the use will be for a community hall 9. the tenants to be responsible for any rates or property charges resulting from their occupation and use of the subjects 10. assignation and subletting (excluding hourly lets) will not be allowed without the Council's express consent 11. each party to be responsible for their own legal costs, however, the tenants will require to pay any registration fees and Land and Buildings Transaction Tax (LBTT) if required 5.2. At the expiry of the lease, the Council will consider renewal of the lease subject to being satisfied as to the operation of the subjects by the applicant and evidence of community benefits. 6. Employee Implications 6.1. There are no employee implications as the facility is currently closed. 7. Financial Implications 7.1. The proposed asset transfer removes revenue costs associated with the vacant property. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability and the environment contained within this report. 9. Other Implications 9.1. There are no other implications in terms of the information contained in the report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Consultation has taken place with Community and Enterprise, Planning, Legal and Finance Services as well as having been published for public consultation. 10.2. 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. 115
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Stephen Gibson Executive Director (Housing and Technical Resources) 7 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Caring, connected, sustainable communities. Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) E-mail: craig.jardine@southlanarkshire.gov.uk 116
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Update on the Property Asset Management Plan 2021 to 2025 1. Purpose of Report 1.1. The purpose of the report is to: update the Committee on the outcomes of the 2024 Property Asset Management Plan process, including the Local Government Benchmarking Framework (LGBF) Indicator outcomes for Property Condition and Suitability 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations: (1) that the 2024 update to the Property Asset Management Plan be noted; and (2) that the updated Local Government Benchmarking Framework (LGBF) Indicators for Property Condition and Suitability, be noted. 3. Background 3.1. The current Property Asset Management Plan (AMP) was approved at Housing and Technical Resources Committee on 8 December 2021 and in line with Chartered Institute of Public Finance and Accountancy (CIPFA) guidance is subject to an annual update. The AMP aims to support the Council’s recognition of the importance of good management of its assets enabling the delivery of high-quality services. This includes managing a property portfolio which meets the Council’s needs in terms of scale, condition, location and suitability. In addition, the portfolio should adhere to Corporate Standards, being in good condition, well maintained, well used and energy and cost efficient. 4. 2024 update to the Property AMP 2021 to 2025 4.1. The current Property AMP is divided into two sections: direct operational property and the lease portfolio. 4.2. Operational Property 4.2.1 Within the Property Asset Management Plan, operational properties are assessed on Core Facts for Condition and Suitability, the outcome of which is detailed in Appendix 1. 4.2.2 Condition is assessed on an establishment basis and provides an overall rating for the property based on an elemental assessment carried out by qualified surveyors. The number of operational establishments is 330 and this number may comprise more than one building or accommodate multiple Resources and uses. 15 119
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4.2.3 Suitability is an assessment by Resources of how well the property supports current service delivery in terms of design, layout and location. The number of service interests within the operational establishments is 518. 4.2.4 The 2024 update has been prepared in accordance with the latest guidance from the Scottish Government which aims to:- strengthen the risk-based approach to condition surveys through a raised awareness of the importance of effective risk management as an integral part of the facilities management regime ensure greater uniformity in the scope and methodology applied to each property to minimise variations in assessment methods and criteria further improve the consistency and robustness of the reporting of the Suitability Core Fact and therefore increase confidence in the comparability of the ratings within and among local authorities across Scotland 4.2.5 The outcome of the assessment demonstrates continued progress towards establishing a core estate through property rationalisation and investment. Despite the current financial climate and reduced funding to Scottish Local Authorities, the figures show that, through programmes of Prioritised Capital Investment, Lifecycle Maintenance, Planned Preventative Maintenance and Rationalisation, performance remains positive for the majority of categories of property. 4.2.6 The centralisation of property budgets and services enables the prioritisation of investment and ensures that it is directed in line with corporate priorities. It is recognised however that the restrictions in budgets, building and energy costs and climate change targets mean that sustaining the current property estate is becoming more challenging. Property Services will continue to engage with all council Resources and public sector partners during 2024/2025, regarding service requirements. 4.3. Estates Portfolio 4.3.1 On behalf of the council, Property Services also manages a tenanted, non- residential, lease portfolio, known as the ‘Estates Portfolio’, which consists of 715 properties, with a gross rental income of £4,657,498 as at 31 March 2024. The role of this portfolio, which comprises of a wide range of property interests from ground rents for major retail developments through to business centres, is to support the economic and social objectives of the Council as well as meeting corporate financial targets. 4.3.2 During 2024/2025 the Estates Portfolio objectives will continue to be reviewed, in conjunction with services from across Housing and Technical Resources and Community and Enterprise Resources, to ensure they are aligned and contribute to the council’s objectives. Opportunities to further invest in this portfolio will also be explored. Financial performance and risks will continue to be monitored through the Estates Business Plan. 4.4. Community Asset Transfer Under the terms of the Community Empowerment (Scotland) Act 2015, Community Asset Transfer requests can be made in respect of any type of property asset. Additional support in terms of grants and advice has seen a steady increase in the levels of enquiry regarding asset transfer and in the number of successful applications that have been processed by the council. During 2023/2024, 5 transfers were approved. 120
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5. Performance Indicators 5.1. The Local Government Benchmarking Framework (LGBF) Indicators for Asset Management relate to the property Core Facts for Condition and Suitability for direct operational property, excluding Housing. 5.2. Benchmarking for 2024 has given the following return for the LGBF Indicators:- Condition is assessed as the percentage of floor space of operational buildings which are in a satisfactory condition (categories A and B in Core Facts). This indicates 90.3% of the property estate is in a satisfactory condition, sustaining the performance of 88.9% from the previous year. Suitability is assessed as the percentage of operational buildings which are considered to be suitable for service delivery (categories A and B in Core Facts). This indicates 95.7% of properties are suitable for service delivery, sustaining the performance of 95.3% from the previous year. 5.3. The performance figures for Condition noted above differ from the Council’s internal performance assessment, as set out in Appendix 1, as the LGBF measures are calculated on a floor area basis. 6. Property Asset Management Plan Action Plan 6.1. We are currently developing a cross-cutting review of the Council’s property asset base, which is linked to an intention to seek approval for a 10-Year Estate Strategy. The strategy will inform and guide future land/property decisions on the investment, rationalisation, co-location, and disposal of assets, taking account of community, financial and service considerations. It should be stressed that the process of estates assessment will be ongoing and iterative over the lifetime of the Strategy. This has involved discussions with Services including developing proposals to support a blended approach to agile working and will feed into the development of a specific 10-year Office Strategy and proposals to further reduce the office portfolio. 6.2. We will continue to review and challenge the council’s property portfolio to identify opportunities to rationalise the estate by ensuring the Council retains only those assets that support its strategic objectives, that is, establish a core estate. 6.3. We will continue to maximise opportunities to enhance sustainability in our domestic and non-domestic buildings within the budget parameters available and through identifying appropriate external funding opportunities. 6.4. We will plan and manage Early Years, Primary School and Secondary School expansions to meet the education needs of the new SLC Community Growth Areas and other large scale housing developments. 6.5. We will continue to consult and engage with community groups who have indicated an active interest in community asset transfer. 7. Employee Implications 7.1. There are no employee implications associated with this report. 8. Financial Implications 8.1. The details of the Asset Management Plans will influence future investment decisions and capital bids, however there are no current direct financial implications from the production of the Property AMP. 121
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9. Climate Change, Sustainability and Environmental Implications 9.1. The AMPs will influence future proposals/options to utilise the Council’s portfolio of assets in a way which improves energy efficiency whilst reducing carbon outputs. 9.2. The Scottish Government have recently carried out a consultation on the proposed Heat in Buildings Bill. It is clear that it will not be possible to meet our legal obligation to reach net zero emissions by 2045 without changing the heating systems in most of our buildings. Any projects taken forward should help towards meeting our climate change targets. The Scottish Government are proposing that the Heat in Buildings Bill will require all buildings owned by a Scottish public authority to be using clean heating systems by the end of 2038. 9.3. The scale of investment required to retrofit all council assets to meet the environmental targets cannot be met from existing budgets. Therefore, consideration needs to be given to opportunities to secure external funding and prioritisation of investment projects to achieve climate change or sustainability ambitions. 10. Other Implications 10.1. The Asset Management Plans assist the Council in managing its assets, efficiently and effectively to deliver best value whilst also helping to manage risk across the asset base. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. The statutory Consultation Authorities have confirmed that the Asset Management Plans are exempt from Strategic Environmental Assessment as their implementation will have minimal effect in relation to the environment. Stephen Gibson Executive Director (Housing and Technical Resources) 30 January 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Fair, open and sustainable Caring, connected, sustainable communities Previous References Housing and Technical Resources Committee, 31 May 2023 Executive Committee 12 March 2025 List of Background Papers Property Asset Management Plan 2021 to 2025 122
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) E-mail: craig.jardine@southlanarkshire.gov.uk 123
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Appendix 1 Property Asset Management Plan 2021-2025 2024 Update 15 125
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PART 1: PERFORMANCE UPDATE Table 1: Condition Core Fact 2024 2023 Condition Category Number of properties by category Percentage by category Number of properties by category Percentage by category Direction of Travel Comment A Good - Performing well and operating effectively. 116 35.2% 144 40.5% The table demonstrates that 85.8% of properties are in satisfactory condition, an increase from 81.2% in 2023. Despite the current financial climate and reduced funding to Scottish Local Authorities, the figures show that, through programmes of Prioritised Capital Investment, Lifecycle Maintenance, Planned Preventative Maintenance and Rationalisation, performance remains positive for the majority of categories of property. B Satisfactory - Performing adequately but showing minor deterioration. 167 50.6% 145 40.7% C Poor - Showing major defects and/or not operating adequately 43 13.0% 62 17.4% D Bad - Economic life expired and/or risk of failure 4 1.2% 5 1.4% Totals 330 100% 356 100% 126
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Table 2: Suitability Core Fact 2024 2023 Suitability Category Number of properties by category Percentage by category Number of properties by category Percentage by category Direction of Travel Comment A Good - Performing well and operating effectively. 283 54.7% 299 54.3% The table demonstrates that 95.7% of properties support delivery of services in terms of suitability, a slight increase from 95.3% in 2023. Continued implementation of the council’s asset management strategy and plans has resulted in a clear focus in optimising council buildings to ensure they are suitable. B Satisfactory - Performing well but with minor problems. 144 27.8% 145 26.3% C Poor - Showing major problems and/or not operating optimally 69 13.3% 81 14.7% D Bad - Does not support the delivery of services 22 4.2% 26 4.7% Totals 518 100% 551 100% 127
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Table 3: Local Government Benchmarking Framework Indicators: Condition Measure 2024 2023 Direction of Travel Comment Gross Internal Floor Area of Operational Buildings (m2) 699,174 709,034 The table indicates 90.3% of properties are in a satisfactory condition, an increase from 88.9% in the previous year. The restrictions placed on budgets will provide challenges to sustained performance going forward. However, measures are in place through our Asset Management Strategy to mitigate any risks and sustain service delivery. Proportion of GIA that is in Satisfactory Condition (m2) 631,190 630,498 Percentage of Internal Floor Area of Operational Buildings in Satisfactory Condition 90.3% 88.9% Table 4: Local Government Benchmarking Framework Indicators: Suitability Measure 2024 2023 Direction of Travel Comment Total Number of Operational Buildings 517 551 The table indicates 95.7% of properties support delivery of services in terms of suitability, a slight increase from 95.3% in 2023. Continued implementation of the Council’s asset management strategy and plans has resulted in a clear focus in optimising Council buildings to ensure they are suitable. Number of Operational Buildings that are Suitable for Their Current Use 495 525 Percentage of Operational Buildings that are Suitable for Their Current Use 95.7% 95.3% 128
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Table 5: Property Costs Measure 2024 2023 Direction of Travel Comment Gross Property Costs of the Operational Estate as a percentage of the Council’s Gross Revenue Budget. 6.30% 6.12% Compared to FY 2022-23, the average cost per kWh for gas decreased by 17.1% for FY 2023- 24 and for electricity the average cost per kWh increased circa 75.2 %. Total cost of Repairs and Maintenance £7.643m £7.748m Energy/Carbon Costs £23.440m £17.766m Table 6: Estates Management Measure 2024 2023 Direction of Travel Comment Percentage of lease portfolio properties that are void 10.3% 9.6% Demand for industrial properties and ground remains high. Retail is similarly strong in smaller traditional units (e.g. tenemental properties) in areas out with shopping centres. There is an increasing turnover in business centres/ offices as tenants adjust to post covid hybrid working arrangements. Percentage debt of invoiced income 1.8% 1.8% Total Value of Capital Receipts £1.837m £0.968m 129
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Table 7: Energy Management 2024 2023 EPC Rating Number Number A+ 7 7 A 29 29 B+ 24 24 B 42 42 C+ 23 24 C 11 12 D+ 1 1 D 13 13 E+ 7 7 E 10 10 F+ 1 2 F 17 20 G 60 66 No Rating 85 99 Total 330 356 130
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Table 8: Community Asset Transfer Measure 2024 2023 Direction of Travel Comment Total number of applications received 8 4 Community Asset Transfer is reported annually to the Scottish Government at the end of June. The authority has received in excess of 75 enquiries over the last operational period, from which currently approximately 50 groups are engaged and are looking to develop their applications. Of the 8 applications received, 1 was subsequently withdrawn. Number of successful applications determined 5 3 Number received and yet to be determined 1 1 Number of unsuccessful applications determined 1 0 131
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PART 2: ACTION PLAN A. Action Plan – Strategic Action No. Action Description Key Asset Management Strategy Objective Outcome Progress A1 Development of a new Long Term Estate Strategy for all non-Housing properties. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Develop proposals to identify properties that will be retained in their current format (core), properties that could require alterations to meet future service needs (flex) and properties that we would disinvest in or look to dispose of in the future. Phase 1 - data gathering exercise is complete. Phase 2 - seeking any available funding opportunities is on- going. Phase 3 – Produce Long-Term Estate Strategy planned to be presented to June 2025 Executive Committee. A2 Development of a 10-year Office Accommodation Strategy. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Develop proposals to further reduce the office portfolio. Ongoing identification of potential surplus accommodation to reduce occupational space. Montrose House sold. A3 Complete a review on impact of agile working on office requirements. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Develop proposals that ensure working arrangements within the Council are based on service need. Information on current agile working arrangements being collected with a view to presenting a final report to CMT. A4 Implement the Council’s sustainable development and Ensure our current property and future The council will continue to maximise Regular updates provided to the Climate 132
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carbon management plans and strategies, ensuring the Council’s properties are fully accessible and contribute to short, medium- and long-term carbon reduction targets. estate is as sustainable as possible in design, construction, operation and final disposal. opportunities to enhance sustainability within its new domestic and non-domestic buildings within the budget parameters available and through identifying appropriate external funding opportunities. Change and Sustainability Committee. A5 Continue to implement the Council’s 10-year Capital Investment Strategy. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Planned investment in core assets. New priorities identified and Investment Strategy updated. A6 Asset Review and Challenge – Rationalisation of the Council’s asset portfolio. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Identification of sites for new build social housing, co-location and disposal. Ongoing feasibility assessment of surplus land/property and underutilised land for potential new build housing sites. A7 Review of homeless accommodation. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Identification of sites to support the newly emerging homelessness accommodation model. Ongoing. A8 Partnership working Promote joint working where it will provide benefit for service delivery and in securing efficiencies. Explore options for co- location across South Lanarkshire with Police Scotland. Ongoing. 133
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A9 Produce an energy demand reduction plan for council buildings. Ensure our current property and future estate is as sustainable as possible in design, construction, operation and final disposal. The new plan outlines key actions to promote behavioural change across council departments alongside considering physical changes required to improve council building efficiency. Progress reported through the Climate Change and Sustainability Committee - latest update provided February 2024. B. Action Plan – Operational/Service Improvement Action No. Action Description Key Asset Management Strategy Objective Outcome Progress B1 Identify a future programme of disposals in line with the Capital Receipts targets. Manage and maintain property effectively and efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property. Agreed Capital Receipt programme with Finance. Agreed risk assessment of potential development/surplus sites to identify achievable opportunities for Capital Receipts. B2 Develop an Integrated Housing and Property Management System. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Move towards a single system and removal of outdated separate systems. Property Services (Assets & Estates) progressing Property Management system to replace all existing systems for non-housing properties. B3 Lifecycle Replacement – Schools. Manage and maintain property effectively and Develop a programme of replacement for Draft 5-year programme being developed. 134
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efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property. major elements of infrastructure. B4 Develop a demolition programme and identify funding options. Manage and maintain property effectively and efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property. Removal of outstanding liabilities. Demolitions to date include Crawford and Leadhills Public Toilets and Forth Shelter. B5 Completion of the 1140 Hours Early Learning and Childcare Programme Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Completed June 2024. Complete. B6 Review the approach to reporting on Common Good assets. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Implement agreed reporting model Ongoing. B7 Consult and engage with community groups who have indicated an active interest in community asset transfer. Manage and maintain property effectively and efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property. Support a minimum of 2 community organisations to achieve successful Community Asset Transfer. Community Asset Transfer Fund used to support community organisations develop proposals. 135
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B8 Review of Community and Enterprise Depots, civic amenity sites and salt barn facilities to identify best investment options. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Service requirement brief and identification of funding options. Potential Capital Bid Ongoing. B9 Review of day care centres. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Implement actions identified through review being undertaken by Social Work. Reduction in the number of Day Centres to 10 sites. The two properties leased with Hanover (Jenny McLachlan and Whitehills) will be terminated. Jimmy Swinburne and Saltire have been taken over by C&F services with potential for St Andrew’s to be absorbed too. The Nisbet Centre will close as part of the new Housing development on the McWhirter’s site. McClymont will close as part of the closure of the Care Home. Canderavon Day Care has closed as part of closure of Canderavon Care Home and space at Carlike Lifestyles now being used by Education. 136
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Assess works needing to be undertaken to maintain the remaining 10 Day Centres. B10 Review of proposed care home replacement programme including investment in those being retained. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Implement actions identified through review being undertaken by Social Work. Dewar House decommissioned and returned to Hanover Housing. Decommission McClymont House. Assess works needing to be undertaken to maintain the remaining 3 Residential Care Homes (McKillop, Meldrum and David Walker Gardens) B11 Red Deer Centre Decommission the Red Deer premises once alternative premises have been found for all existing groups using the building, inclusive of the Bowling Club. Decommission building and site to be considered as a future social housing development as part of SHIP Plans All community groups have been found alternative premises. The Bowling Club remain the only outstanding users of the premises. B12 Children’s Houses Manage and maintain property effectively and efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property. Undertake assessment of the current 6 children’s houses to project any potential future work that may require to be factored in any future plans Undertake audit of the condition of the 6 children’s houses. 137
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B13 Review investment required in Universal Connections facilities to maximise their potential in delivering the Councils Community Learning and Development Initiatives. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Service requirement brief and identification of funding options. Ongoing. B14 Plan and Manage Early years, Primary School and Secondary School expansions to meet the education needs of the new SLC Community Growth Areas and other large scale housing developments. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Completion by March 2026 Ongoing. B15 Undertake adaptations and extensions to Educational Property to meet planned growth and changing requirements of pupils. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Programme of capital works to be developed. 4No Secondary Extensions including Calderside, Holy Cross, St Andrew/St Brides and Uddingston being developed. 138
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 14 May 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Extension of Lease of 26 Units Within the Former Student Residencies at 2 Barrack Street, Hamilton for the Purposes of Accommodating Ukrainian Refugees and Resettlement 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise on action taken, in terms of Standing Order No 38(c) due to the timescales involved, by the Executive Director (Housing and Technical Resources), in consultation with the Chair and an ex officio member to enter to enter into a lease extension agreement to provide accommodation for refugees, at 2 Barrack Street, Hamilton [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the following action taken, in terms of Standing Order No 38(c), by the Executive Director (Housing and Technical Resources), in consultation with the Chair and an ex officio member, be noted:- authorisation of the extension of the lease of the subjects at 2 Barrack Street, Hamilton to continue to meet the identified housing needs for Ukrainian refugees, on the principal terms and conditions set out in Section 4 of this report authorisation to the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, to conclude matters and to enter into the necessary legal agreements on terms which are in the best interests of the Council 3. Background 3.1. In November 2022, South Lanarkshire Council entered into a lease of the subject premises to enable individuals fleeing the conflict in the Ukraine to move to, and secure accommodation in the United Kingdom. The subject premises provides 26 units with 6 individual rooms in each, split over 3 separate blocks. 3.2. South Lanarkshire Council exercised the option to extend the lease for a further year from 2 November 2023 to 1 November 2024. The Council then entered into a further Minute of Variation to extend the lease agreement from 2 November 2024 to 31 March 2025. 16 139
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3.3. The landlord, C&S Developments (Scotland) Limited, has served a Notice to Quit terminating the lease with effect from 31 March 2025. They have, however, offered terms for a further one-year lease extension but at an increased annual rental of £304,200 per annum (£25,350/month) from the previous rent of £257,400 (£21,450/month). 3.4. Housing have considered the proposed increase and confirmed that it is acceptable to agree to a rental uplift and reasonable to apply this increase in our third year of occupancy with no previous increase per bedspace having been requested. The Scottish Government has reviewed the grant offer they have prepared and subsequently accepted by South Lanarkshire Council and confirmed there is sufficient financial bandwidth to absorb this rental increase. 4. Proposal 4.1. The following terms and conditions have been agreed with C&S Developments (Scotland) Limited:- 1. Lease extension: For a period of 1 year 2. Break options: Mutual option 6 months from the date of entry, subject to 28 days’ notice 3. Use: Refugee interim accommodation 4. Date of entry: 1 April 2025 5. Rent. £21,450 per month (£304,200 per annum) 6. Rates/Council tax: Council, as lease responsible for any Council tax/ Business rates 7. Fees: All costs, legal fees and outgoings incurred by the Council to be met by Scottish Government. 5. Employee Implications 5.1. An externally commissioned service will continue to be utilised to manage the building and support the occupants throughout the duration of the lease. Existing resources within Housing and Technical Resources will also be utilised to provide support to occupants. 6. Financial Implications 6.1. The lease and all associated services relating to the proposed accommodation at 2 Barrack Street are to be delivered at no overall cost to South Lanarkshire Council. 6.2. A grant will be provided by the Scottish Government to the Council of up to a maximum amount of up to £1,170,000, payable over financial year 2025/2026 to cover the costs of the project, however, the final grant received will be based on the actual costs incurred by the council for the duration of the accommodation offer. 6.3 In addition, there is a commitment from the Scottish Government that the project will be delivered at no cost to the Council should costs exceed what has been calculated as expected maximum grant level for any reason. Costs are monitored on a monthly basis across the service and Scottish Government. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications arising from this proposal. 140
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8. Other Implications 8.1. The lease of the subjects enabled by this report will ensure South Lanarkshire Council continues to actively contribute to the Scottish Government’s national response to the Ukraine crisis. 8.2. There are no significant risks or sustainability issues associated with this report. 8.3. Normal Council protocols to ensure that there are no conflicts of interest apply to this scheme. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function, or strategy and, therefore, no separate impact assessment is required. 9.2. No formal consultation process was required in terms of the recommendation contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 25 March 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Good quality, suitable and sustainable places to live Previous References Housing and Technical Resources Committee 14 December 2022 List of Background Papers Notification of use of Standing Order 37(c) - Lease of 26 units within the former student residencies at 2 Barrack Street, Hamilton for the purposes of accommodating Ukrainian refugees and resettlement. Contact for Further Information If you would like to inspect the background papers or require further information, please contact:- Gerry McParland, Property Manager (Assets and Estates) Tel: Ext 5177 (01698 455177) Email: Gerry.mcparland@southlanarkshire.gov.uk 141
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