Agenda Document Pack - Housing and Technical Resources Committee - 08/10/2025
South Lanarkshire Council · 8 October 2025
Back to Housing and Technical Resources Committee — 8 October 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 30 September 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, 08 October 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 13 August 2025 submitted for approval as a correct record. (Copy attached) 5 - 18 3 Minutes of the Asset Transfer Appeals Panel Minutes of the Asset Transfer Appeals Panel held on 4 September 2025 submitted for approval as a correct record. (Copy attached) 19 - 22 Monitoring Item(s) 4 Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 - (Excl Housing Revenue Account (HRA)) Joint report dated 8 September 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 23 - 28 5 Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 - Housing Revenue Account (HRA) Joint report dated 8 September 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 29 - 32 6 Housing and Technical Resources - Capital Budget Monitoring 2025/2026 (excl. Housing Revenue Account (HRA)) Joint report dated 17 September 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 33 - 36 7 Housing and Technical Resources – Capital Budget Monitoring 2025/2026 (Housing Revenue Account) Joint report dated 10 September 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 37 - 40 8 Housing and Technical Resources – Workforce Monitoring – 1 June to 31 July 2025 Joint report dated 28 August 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 41 - 48 Item(s) for Decision 9 Housing and Technical Resources' Workforce Plan Report dated 5 September 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 49 - 90 10 Scottish Housing Regulator – Annual Assurance Statement 2024/2025 Report dated 17 September 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 91 - 98 2
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11 Additional Staffing – Building Services Joint report dated 25 September 2025 by the Executive Directors (Housing and Technical Resources) and (Finance and Corporate Resources). (Copy attached) 99 - 104 12 Acquisition of Right of Access to Land and Construction of Affordable Homes at Calderwood Road, East Kilbride Report dated 18 September 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 105 - 110 13 Thankerton Hall – Community Asset Transfer to the Thancard Trust Report dated 17 September 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 111 - 116 14 Carstairs Junction Hall – Community Asset Transfer to Soul of the Junction SCIO Report dated 18 September 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 117 - 122 15 Review of the Community Asset Transfer Assessment and Approval Process Report dated 11 September 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 123 - 130 Item(s) for Noting 16 Annual Report - Mainstreaming Equality and Diversity within Housing and Technical Resources Report dated 17 September 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 131 - 142 17 Update of the Housing and Technical Resources Risk Register Report dated 17 September 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 143 - 166 18 Annual Review of the Housing Services Customer Involvement Strategy 2024 to 2029 Report dated 27 August 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 167 - 172 Urgent Business 19 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Laura Cunningham Clerk Telephone: 07385 370044 Clerk Email: laura.cunningham2@southlanarkshire.gov.uk 3
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HOUSING AND TECHNICAL RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 13 August 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 Geri Gray, Councillor Martin Lennon, Councillor Richard Lockhart, Councillor Julia Marrs, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Norman Rae, Councillor Kirsten Robb, Councillor David Shearer, Councillor Helen Toner (substitute for Councillor Janine Calikes), Councillor Kirsty Williams Councillors' Apologies: Councillor Janine Calikes, Councillor Margaret Cooper, Councillor Joe Fagan (ex officio), Councillor Alistair Fulton, Councillor Ross Gowland Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); L Cunningham, Administration Officer; J Davitt, Public Relations Team Leader; K Gowrie, Finance Adviser; E-A McGonigle, Administration Adviser; E McPake, Human Resources Business Manager; L Wyllie, Administration Assistant Housing and Technical Resources S Egan, Interim Executive Director; J Fernie, Homelessness and Housing Support Manager; L Hayes, Performance and Support Adviser; C Jardine, Head of Property Services; G McParland, Property Manager (Assets and Estates); C Mitchell, Interim Head of Housing Services; T O’Donnell, Area Housing Manager 1 Declaration of Interests Councillor(s) Item(s) Nature of Interest(s) Marrs Community Asset Transfer of Castlebank House Outbuildings to Lanark Community Development Trust Adviser to the Community Development Trust 2 Minutes of Previous Meeting The minutes of the meeting of the Housing and Technical Resources Committee held on 14 May 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Minutes of the Asset Transfer Appeals Panel The minutes of the Asset Transfer Appeals Panel held on 16 May 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 Housing and Technical Resources’ Revenue Budget Monitoring 2024/2025 - (Excl Housing Revenue Account (HRA)) A joint report dated 18 June 2025 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April 2024 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 31 March 2025, the year-end outturn position for the Resource was an underspend of £1.718 million before transfers to reserves, as detailed in Appendix A to the report. A breakeven position was reported after transfers to reserves of £0.705 million and £1.013 million, approved by the Executive Committee on 12 February 2025 and 25 June 2025 respectively. Virements were proposed to realign budgets and those were detailed in appendices C and D to the report. The Committee decided: (1) that the breakeven position as at 31 March 2025, after approved transfers to reserves, as detailed in Appendix B to the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of 14 May 2025 (Paragraph 5) and Minutes of the Executive Committee of 12 February 2025 (Paragraph 3) and 25 June 2025 (Paragraph 3)] 5 Revenue Budget Monitoring 2024/2025 - Housing and Technical Resources (Housing Revenue Account (HRA)) A joint report dated 24 June 2025 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April 2024 to 31 March 2025 for Housing and Technical Resources (HRA). As at 31 March 2025, there was a breakeven position against the phased budget after a transfer to the HRA Reserve of £2.974 million. This transfer from reserves was £0.430 million higher than the latest probable outturn position because of an overspend on Loan Charges due to interest charges being greater than anticipated, and an overspend in repairs and maintenance costs, as detailed in paragraph 5.2 of the report. The Head of Property Services responded to a member’s questions in relation to the overspend in planned maintenance and, where information was not readily available, undertook to provide this to members. The Committee decided: (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 6
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(2) that the proposed budget virements be approved. [Reference: Minutes of 14 May 2025 (Paragraph 4) and Minutes of the Executive Committee of 24 June 2025 (Paragraph 3)] 6 Revenue Budget Monitoring 2025/2026 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 27 June 2025 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April to 16 May 2025 and a forecast for the year to 31 March 2026 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 16 May 2025, the projected outturn position for the Resource for 2025/2026 was a breakeven position. Virements were proposed to realign budgets and those were detailed in appendices B to D of the report. The Committee decided: (1) that the forecast to 31 March 2026 of a breakeven position, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of the Executive Committee of 25 June 2025 (Paragraph 4)] 7 Revenue Budget Monitoring 2025/2026 - Housing and Technical Resources - Housing Revenue Account (HRA) A joint report dated 27 June 2025 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April to 16 May 2025 and a forecast for the year to 31 March 2026 for Housing and Technical Resources (HRA). As at 16 May 2025, there was a forecast breakeven position against the budget, as detailed in Appendix A to the report. The actual position as at 16 May 2025 was a net position of £6.116 million which reflected the timing of income and expenditure at that time. The Committee decided: (1) that the forecast of a breakeven position on the 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. [Reference: Minutes of the Executive Committee of 25 June 2025 (Paragraph 4)] 7
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8 Capital Budget Monitoring 2024/2025 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 14 July 2025 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources) was submitted advising of progress on the capital programme for Housing and Technical Resources (excl HRA) for the period 1 April 2024 to 31 March 2025. The Housing and Technical Resources’ capital programme for 2024/2025 was £9.984 million. Total expenditure to 31 March 2025 was £7.379 million, which resulted in an underspend of £2.605 million. This forecast underspend reflected the timing of spend across financial years, as detailed in paragraphs 5.2 and 5.3 of the report. The main projects responsible for the underspend were detailed in Appendix B to the report. Any underspend on those projects, along with the funding, had been carried forward into the next financial year. At the year-end 2024/2025, £4.301 million of capital spend was required to be recorded as revenue spend. This transfer meant that, for the purpose of publishing the Annual Accounts only, there was Capital spend of £3.078 million. Details of the accounting adjustments were provided in paragraph 5.5 of the report. The Committee decided: that the Housing and Technical Resources’ (excl HRA) capital programme of £9.984 million, and expenditure for the year of £7.379 million, be noted. [Reference: Minutes of 14 May 2025 (Paragraph 7)] 9 Capital Budget Monitoring 2024/2025 - Housing and Technical Resources (Housing Revenue Account (HRA)) A joint report dated 18 July 2025 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (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 2024 to 31 March 2025. The Housing Capital Programme for 2024/2025 totalled £77.248 million, as detailed at 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. Actual expenditure on the Housing Capital Programme was £71.544 million, which represented an underspend of £5.704 million, as detailed in paragraph 5.2 of the report. The total approved Housing Capital Programme for 2025/2026 included an assumed carry forward of £4.136 million, therefore, an additional £1.568 million would be carried forward and included in the 2025/2026 Capital Programme The Committee decided: that the revised Housing and Technical Resources’ (HRA) capital programme of £77.248 million, and expenditure to 31 March 2025 of £71.544 million, be noted. [Reference: Minutes of 14 May 2025 (Paragraph 6) and Minutes of the Executive Committee of 25 June 2025 (Paragraph 5)] 8
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10 Capital Budget Monitoring 2025/2026 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 14 July 2025 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources) was submitted providing information on the progress of the capital programme for Housing and Technical Resources (excl HRA) for the period 1 April to 16 May 2025. The revised budget of £10.664 million was based on the overall Capital Programme for 2025/2026 and included adjustments approved by the Executive Committee on 26 February 2025 and 25 June 2025 which totalled a net increase of £0.536 million. Details of those amendments were provided in Appendix A to the report. Forecast for the financial year was £10.664 million, as detailed in Appendix A to the report. Actual expenditure at 16 May 2025 was £0.212 million. The Committee decided: that the Housing and Technical Resources’ capital programme of £10.664 million, and forecast expenditure of £10.664 million, be noted. [Reference: Minutes of the Executive Committee of 26 February 2025 (Paragraph 4) and 25 June 2025 (Paragraph 6)] 11 Capital Budget Monitoring 2025/2026 - Housing and Technical Resources (Housing Revenue Account (HRA)) A joint report dated 27 June 2025 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources) was submitted advising on progress of the capital programme for Housing and Technical Resources (HRA) for the period 1 April to 16 May 2025. The revised Housing Capital Programme for 2025/2026 was £87.540 million, as detailed at Appendix A to the report. This budget was based on the original programme approved by the Council on 26 February 2025 and updated to include budget carried forward from financial year 2024/2025 and the Scottish Government Affordable Housing Grant for 2025/2026. The forecast for 2025/2026 from Housing and Technical Resources had identified an outturn of £87.540 million for the year, The spend to 16 May 2025 on the Housing Capital Programme amounted to £2.462 million and £2.462 million of funding had been received. The Committee decided: that the revised Housing and Technical Resources’ (HRA) capital programme of £87.540 million, and actual expenditure to 16 May 2025 of £2.462 million, be noted. [Reference: Minutes of the Executive Committee of 25 June 2025 (Paragraph 6)] 12 Housing and Technical Resources – Workforce Monitoring – 1 March to 31 May 2025 A joint report dated 12 June 2025 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources) was submitted on the following employee information for Housing and Technical Resources for 1 March to 31 May 2025:- attendance statistics 9
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occupational health statistics accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 8 March 2025 The Committee decided: that the report be noted. [Reference: Minutes of 14 May 2025 (Paragraph 8)] 13 Housing and Technical Resource Plan - Quarter 4 Progress Report 2024/2025 A report dated 30 June 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted on the Housing and Technical Resource Plan Quarter 4 Progress Report for 2024/2025 for the period 1 April 2024 to 31 March 2025. The Resource Plan measures were rated using a traffic light system of red, amber, or green as well as blue (BRAG) which indicated that an action had been completed. Details were provided on: - progress made in implementing the priority projects identified in the Resource Plan 2024/2025, as detailed in paragraph 5.2 and attached as Appendix 2 to the report key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report areas for improvement and associated management actions, as detailed in paragraph 5.4 of the report additional scrutiny of changes in BRAG status between Quarter 2 and Quarter 4, as summarised in paragraph 5.5 and detailed at Appendix 3 to the report The Committee decided: (1) that the Housing and Technical Resource Plan Quarter 4 Progress Report 2024/2025, as summarised at paragraph 5.2 and detailed in Appendix 2 of the report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report, be noted; (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4 of the report, be noted; and (4) that the additional scrutiny of changes in measure status between Quarter 2 and Quarter 4, as summarised at paragraph 5.5 and detailed in Appendix 3 of the report, be noted. [Reference: Minutes of 24 November 2024 (Paragraph 8)] 14 Acquisition of Houses at Eaglesham View, Eaglesham Road, East Kilbride - Section 75 Planning Reference PL/21/1616 A report dated 3 July 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted requesting approval to acquire 40 homes at the Eaglesham View Development, Eaglesham Road, Jackton, East Kilbride from Barratt Homes, for inclusion in the Council’s housing stock, in fulfilment of the planning obligations associated with the development of the residential sites. 10
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The Local Housing Strategy 2022 to 2027 was approved at the Executive Committee on 30 November 2022 and highlighted the commitment by the Council and partners to actively seek opportunities to develop housing across South Lanarkshire to both meet housing need and support social and economic regeneration. On 8 November 2023, the Strategic Housing Investment Programme 2024 to 2029, was approved by this Committee and included a total potential capacity for delivering up to 2,442 affordable homes in South Lanarkshire over a 5-year period to March 2029, and included reference to properties within the Barratt development off Eaglesham Road, East Kilbride. In December 2022, the Council entered discussions with Barratt Homes to fulfil its planning obligation for new affordable homes, as detailed in paragraph 4.1 of the report. The proposal had been assessed by the Council’s relevant technical and commercial services as presenting value for money for the Council. It was proposed to acquire 40 completed houses from Barratt Homes, subject to the following principal conditions:- the Council would pay a land payment prior to works commencing and take ownership of the site the balance for each unit would then be paid in the following stages – floor slab, wind and watertight, and completion the Council would receive a third-party warranty covering defects and structure for a period of no less than 10 years each party would be responsible for their own legal fees The Interim Head of Housing Services responded to a member’s questions on various aspects of the report and, where information was not readily available, undertook to provide this to members. The Committee decided: (1) that the acquisition of 40 completed affordable homes from Barratt Homes for a total price of £8,738,502 (which included the cost of land), to fulfil the planning obligations associated with the residential development of the sites, be approved; and (2) that the Interim Executive Director (Housing and Technical Resources) be given delegated authority to authorise the transactions and instruct Legal Services to conclude transactions in the appropriate manner and in the best interests of the Council, with each individual transaction being in excess of the current £100,000 acquisition limit under the existing delegated powers arrangements. [Reference: Minutes of 8 November 2023 (Paragraph 8) and Minutes of the Executive Committee of 30 November 2022 (Paragraph 7)] 15 Castlebank House Outbuildings - Community Asset Transfer to Lanark Community Development Trust A report dated 3 July 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted advising of a request for the disposal of Castlebank House outbuildings to Lanark Community Development Trust under Community Asset Transfer (CAT) and requesting approval of the principal terms and conditions of asset transfer, as detailed in the report. Castlebank House, Lanark, was a category B listed, 3-storey, former country house purchased by the Royal Burgh of Lanark from Margrave Estates in 1952. The property and associated ancillary buildings were situated within the grounds of Castlebank Park, with access to the property through a traditional gate house and single track, stone chipped road through the park. The property was constructed around 1760. 11
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A full building survey was completed on Castlebank House in 2014 and concluded that the Council properties and wider building would require significant investment if they were to meet the required Scottish Housing Quality Standard (SHQS) or energy efficiency standard, as detailed in paragraph 3.2 of the report. On 30 August 2023, this Committee approved the recommendation to declare surplus and dispose of 4 vacant properties within Castlebank House and formally engage with the remaining tenants and residents to discuss the Council’s intentions. Lanark Community Development Trust had submitted a request for a CAT by sale of the outbuildings, with the application being validated on 3 February 2025. The Trust wished to solidify its income streams to protect its future. Details of the application and related documents were contained in the Council’s Planning Portal under reference CAT/25/0001. Further details of the property, the organisation and the project were provided in paragraphs 3.6 to 3.8 of the report. It was proposed to sell Castlebank House outbuildings to Lanark Community Development Trust, subject to the principal terms and conditions detailed in paragraph 5.1 of the report. The Property Manager (Assets and Estates) responded to a member’s question in relation to the conditions of sale. The Committee decided: (1) that the subjects at Castlebank House Buildings, Castlebank Park, Lanark be disposed to Lanark Community Development Trust, subject to the terms and conditions detailed in section 5 of the report; and (2) that the Interim 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. [Reference: Minutes of 30 August 2023 (Paragraph 15)] Councillor Marrs, having declared an interest in the above item of business, withdrew from the meeting during its consideration In terms of Standing Order No 14, the Chair adjourned the meeting following this item of business at 10.57am. The meeting reconvened at 11.07am 16 Update on Asylum and Refugee Resettlement Programmes A report dated 23 July 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted:- ♦ providing an update on the various asylum and refugee resettlement programmes relevant to South Lanarkshire, specifically including:- the consolidation of various refugee resettlement programmes available to those from Afghanistan the recent UK Government “ask” of all local authorities to participate in a new Afghan Refugee Resettlement (ARP) Programme ♦ highlighting immigration and asylum changes managed by the UK Government through the Home Office ♦ providing an overview of the Council’s contribution to refugee resettlement across all Home Office and Scottish Government programmes, including projections for future demand and anticipated impact 12
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Following the withdrawal of American Armed Forces from Afghanistan in August 2021, the UK Government reviewed the Afghan Relocations and Assistance Policy (ARAP) which allowed Afghan nationals to apply for resettlement in the UK. Various pathways had been developed for Afghan nationals who sought support and relocation to the UK. Those pathways supported groups such as, individuals who worked alongside the UK Armed Services and those under the Afghan Citizens’ Resettlement Scheme (ACRS). Information was provided on:- ♦ the new Afghan Resettlement Programme (ARP), which focused on individuals and families currently in transitional accommodation awaiting settled housing throughout the UK, as detailed in section 4 of the report ♦ national asylum arrangements, as detailed in section 5 of the report. The UK Government continued to progress national dispersal of asylum seekers to ease disproportionate pressure in certain regions of England and end the extensive use of hotel accommodation. Although local authorities had no official role in relation to asylum seekers, within South Lanarkshire, officers were proactively engaged nationally and locally in discussions ♦ the context in South Lanarkshire, as detailed in section 6 of the report, which included:- engagement in discussions with the Ministry of Defence (MoD) in relation to sourcing hotel accommodation to replace the temporary use of MoD accommodation to progress national dispersal plans engagement with the Home Office to provide an understanding of the Council’s position, namely that transitional accommodation should not be located within the most pressurised areas, and that separate and appropriate funding must be provided to cover associated costs continuing to support the ARP under the traditional resettlement approach which matched households to settled accommodation with support being delivered by the Council’s Refugee Resettlement Service and provision of support to families accommodated in South Lanarkshire on a temporary basis (in MoD or Mears sourced accommodation) continuing the approach, approved by the Executive Committee on 29 January 2020, to resettle 30 families (approximately 180 individuals) per year, which was a total figure across all programmes including Afghan, Ukraine and the UK Refugee Resettlement Scheme ♦ the next steps which would be undertaken by the Council’s Asylum and Refugee Resettlement Service, as detailed in section 7 of the report, whereby officers would continue to:- closely monitor asylum and refugee resettlement developments work with COSLA, local authorities’ Resettlement Services, the Home Office, the MoD and the UK Government on addressing issues and highlighting financial requirements provide updates to the Committee on developments The Homelessness and Housing Support Manager responded to members’ questions on various aspects of the report. The Committee decided: (1) that it be agreed that the Refugee Resettlement Programme would continue to provide support on the basis approved by the Executive Committee on 29 January 2020 (providing support to up to 30 families per year); (2) that it be noted that officers would continue to engage with the UK Government and the Scottish Government, as well as COSLA representatives, to maintain awareness of refugee programme developments and their likely impact on South Lanarkshire; and 13
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(3) that it be noted that officers would continue to engage with the UK Government, through the Home Office and COSLA representatives, to stay informed about immigration and asylum changes and their potential impact across the UK, Scotland and South Lanarkshire. [Reference: Minutes of 24 April 2024 (Paragraph 15)] 17 Acquisition of 4 Properties at Christie Place, Cambuslang to Progress Removal of Reinforced Autoclaved Aerated Concrete (RAAC) A report dated 30 June 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted providing an update on the proposals to potentially purchase 4 properties at Christie Place, Cambuslang from owner occupiers to progress the removal of reinforced autoclaved aerated concrete (RAAC) and deliver associated improvement works. Following the confirmation of potentially dangerous RAAC at 3 tenement blocks in Christie, Place, Cambuslang, on 14 May 2025 the Committee approved removal of the RAAC, together with a series of energy efficient improvement works, as detailed in paragraph 3.1 of the report. The Council was the majority owner in each of the tenement blocks and could, therefore, instruct the removal works to go ahead. Since the last report to the Committee, it had been confirmed that the 4 non-council owned properties in the blocks were private rented sector and were currently tenanted. Regardless of current housing tenure, those owners were liable for the costs of removing RAAC and other improvements. To support the progress of work to remove the RAAC in Christie Place, it was proposed that the Council commence engagement with the owners (private landlords) with an option being offered whereby the homes were acquired through the Council’s Market Purchase Scheme. Valuation of the properties would require the deduction of the removal of RAAC and the associated costs. Further details were provided in section 4 of the report. The next steps were outlined in section 5 of the report and included engagement with the 4 property owners. Timescales for commencing the work at Christie Place would be subject to agreement from the property owners and current tenants, and the successful acquisition of the properties. The Committee decided: that the proposal to potentially purchase 4 properties at Christie Place, Cambuslang, through the Market Purchase Scheme, to progress the removal of Reinforced Autoclaved Aerated Concrete (RAAC) and deliver improvement works, be noted. [Reference: Minutes of 14 May 2025 (Paragraph 11)] Councillor Toner left the meeting during this item of business 18 Homelessness Update A report dated 23 July 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted providing an update on the continuing pressure on homelessness services and the impact of Committee approved mitigations. 14
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Regular updates had been provided to the Committee since the Council declared a housing emergency on 12 June 2024, outlining the severe pressure placed on homelessness services due to high levels of demand. This position, alongside the conclusion of the Scottish Government led Rapid Re-Housing Transition Plan (RRTP) approach in March 2024, led to a range of mitigations being incorporated within a refreshed Homelessness Strategic Action Plan 2024/2025. Information was provided on:- ♦ joint working with the Scottish Government by Housing Services because South Lanarkshire was one of 5 local authorities experiencing the greatest surge in demand for homelessness assistance ♦ the further year of RRTP funding being allocated to local authorities ♦ the focus being placed on scaling up the supply of good quality, temporary accommodation to meet the current demand. This included:- plans to introduce new supported accommodation by the end of 2025, in partnership with Social Bite a proposal, approved by the Executive Committee on 25 June 2025, to create additional emergency First Stop Accommodation using an existing council asset (the former Beckford Street Business Centre) ♦ a comparison of 2022/2023 and 2024/2025 performance measures identified to gauge the impact of mitigations The next steps were outlined in section 5 of the report. Progress would continue to be reported to the Committee on a 6-monthly basis. The Committee decided: (1) that the scale and nature of continued high demand for housing and homelessness assistance, both nationally and locally, be noted; and (2) that the impact of mitigating actions, as set out in the current Homelessness Strategic Action Plan, be noted. [Reference: Minutes of 26 February 2025 (Paragraph 10) and Minutes of the Executive Committee of 25 June 2025 (Paragraph 11)] Councillor McCreary left the meeting during this item of business 19 Rent Management Update A report dated 30 June 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted providing an update on rent management, including services in place to support tenants manage their rent accounts. The Housing Services’ Rent Management Policy was approved by the Executive Committee on 24 June 2020 and implemented from September that year. The overarching aim of the policy was to achieve an appropriate balance between ensuring tenants were clear about their responsibility to pay their rent, whilst remaining mindful of an individual’s circumstances. The key aspects of the Council’s approach were:- prevention early intervention person-centred supporting tenants to sustain their tenancy 15
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Detailed information was provided in sections 4 to 6 of the report on the following issues:- supporting tenants rent management performance the future development of rent management The Committee decided: that the content of the report be noted. [Reference: Minutes of 1 April 2020 (Paragraph 9) and Minutes of the Executive Committee of 24 June 2020 (Paragraph 11)] 20 Housing (Scotland) Bill 2024 – Consultation on Rent Controls A report dated 11 June 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted:- providing an update on the Housing (Scotland) Bill 2024 detailing the Council’s response to the Scottish Government consultation on rent controls, which closed on Friday 18 July 2025 The introduction of the Housing (Scotland) Bill fulfilled the 2023/2024 Programme for Government commitment to bring forward housing legislation. The Bill outlined proposals, as part of the delivery of the Scottish Government’s ‘New Deal for Tenants' continued reform of the rented sector, and some aspects of ‘Housing to 2040’. The Bill aimed to contribute to creating a well-regulated rented sector, which balanced the needs of tenants and landlords, and the introduction of a duty to ‘Ask and Act’, which would create a shared public responsibility to prevent homelessness. To achieve this, the Bill covered a range of topics related to housing and homelessness prevention. The Council had provided responses to the previous 4 consultations and calls for views by the Scottish Government on the Bill in relation to the various proposals, including private sector rent controls, evictions and homelessness. Throughout the development of the Bill, the Scottish Government had continued to consult with stakeholders who had called for greater clarity on how rent controls would be implemented and how rents would be capped in areas where rent control applied. In response to this, the Scottish Government launched a 12-week consultation on 23 April 2025 which sought views on a number of key areas, as detailed in paragraph 4.2 of the report. The Council’s consultation response was provided in the appendix to the report. It was envisaged that Stage 3 would happen in September 2025 with Royal Assent in autumn, as detailed in paragraph 5.1 of the report. The Interim Head of Housing Services responded to members’ questions in relation to:- the position for student accommodation the proposals to exempt Mid Market Rent (MMR) and Build to Rent (BtR) properties from the application of rent controls The Interim Head of Housing Services undertook to provide further information direct to the relevant member on the proposals to exempt MMR and BtR properties from the application of rent controls. 16
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The Committee decided: (1) that the current status of the Housing (Scotland) Bill 2024 be noted; and (2) that the Council’s response to the consultation, as detailed in the appendix to the report, be noted. 21 Delegated Authority Report - Update A report dated 24 June 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted on transactions processed by Property Services during Quarter 4 of 2024/2025 and providing a year-end summary. 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 4, as contained in Appendix 1 of the report, were as follows:- Quarter 4 2024/2025: Number of transactions 45 Total value of lease transactions £97,194.00 per annum Total value of capital transactions £2,546,525.00 Total value of miscellaneous transactions Nil Annual Summary 2024/2025: Number of transactions 255 Total value of lease transactions £446,743.60 per annum Total value of capital transactions £14,153,467.25 Total value of miscellaneous transactions £15.00 The Committee decided: that the transactions processed by delegated authority by Property Services during Quarter 4 of 2024/2025, together with the year-end summary of all such transactions, be noted. [Reference: Minutes of 25 February 2025 (Paragraph 16)] 22 Notification of Contracts Awarded - 1 October 2024 to 31 March 2025 A report dated 3 July 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted on contracts awarded by Housing and Technical Resources, valued in excess of £50,000, in the period 1 October 2024 to 31 March 2025. In terms of Standing Order No 21.8 of the Council’s Standing Orders on Contracts, Resources were required to notify the relevant committee of contracts awarded above the sum of £50,000. Details of the contracts awarded or extended were provided in the appendices to the report. 17
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The Committee decided: that the details of the contracts awarded be noted. [Reference: Minutes of 27 November 2024 (Paragraph 18)] 23 Urgent Business There were no items of urgent business. 18
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ASSET TRANSFER APPEALS PANEL Minutes of meeting held via Microsoft Teams and in Committee Room 5, Council Offices, Almada Street, Hamilton on 4 September 2025 Chair: Councillor Davie McLachlan Councillors Present: Councillor Margaret Cowie, Councillor Geri Gray Attending: Community and Enterprise Resources T Finn, Resource Adviser to the Asset Transfer Appeals Panel Finance and Corporate Resources D McLardy, Legal Adviser to the Asset Transfer Appeals Panel; T Slater, Administration Adviser 1 Declaration of Interests No interests were declared. 2 Review of Case – Application CAT/24/0014 for Community Asset Transfer of Murray Pitches and Pavilion, Liddell Grove, East Kilbride A report dated 8 August 2025 by the Interim Executive Director (Housing and Technical Resources) was submitted on a request, in terms of The Asset Transfer Request (Procedure) (Scotland) Regulations 2016, for a review of the decision taken by officers to refuse an asset transfer request (application CAT/24/0014) made by East Kilbride Burgh United (EKBU) in relation to Murray Pitches and Pavilion, Liddell Grove, East Kilbride. To assist the Asset Transfer Appeals Panel in its review, copies of the following information had been appended to the report:- aerial photograph and site plan asset transfer request form EKBU’s:- Constitution Business Plan pitch maintenance plan community benefit assessment in respect of EKBU community benefit assessment in respect of South Lanarkshire Leisure and Culture (SLLC) Community Asset Transfer Panel meeting note of 9 April 2025 Decision Notice request for review and additional information The Panel heard the Legal Adviser in relation to:- the legal background to the case statutory criteria which required to be considered in relation to the case the Asset Transfer Request (Review Procedure) (Scotland) Regulations 2016 which set out the procedure to be followed in relation to the review the options available to the Panel in determining the review 3 19
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The Panel also heard the Resource Adviser in relation to:- the application process issues which required to be considered in relation to the case including:- benefits resulting from the request ability of the applicants to deliver the proposal impact on the Council’s ability to deliver its functions obligations or restrictions in relation to the request other matters such as community support for the proposal The Panel noted that the applicant’s stated preference was for the review to be dealt with as a hearing. On the basis of the information submitted, the Panel considered it had sufficient information to allow it to proceed to determine the review. The options available to the Panel were to confirm, modify or substitute with a different decision, the decision taken in respect of the application under review. In reviewing the case, the Panel considered:- the information submitted by all parties statutory matters any views of the local community in relation to the proposal, noting that no responses had been received to the public consultation Following its review of the information and after discussion, the Panel concluded that the officers’ decision to refuse the asset transfer request be confirmed for the reasons set out in the Decision Notice of 15 May 2025, as follows:- the benefits of the asset transfer request were judged to be less than the benefits of the continued operation by SLLC and agreeing to the request would restrict SLLC’s ability to carry out its function for the Council as a sports and culture facility and negatively impact the delivery of its objectives as a Scottish Charitable Incorporated Organisation in considering the proposal, the Council had to balance consideration of the benefits and investment that could be delivered through the transfer of the property to an organisation, such as EKBU, against the benefits of the continued delivery of services at this facility which provided a positive contribution to SLLC and supported both SLLC and the Council in the broader delivery of services the Murray pitch cluster made up an important element of SLLC’s East Kilbride provision and pitch strategy allowing the Council, through SLLC, to provide the appropriate assets locally. In this case, the showers and multiple pavilions enabled the Council, through SLLC, to accommodate both youth and adult football whilst offering suitable, appropriate changing facilities for a range of users, including minority groups who might need separate changing facilities. If this cluster was not retained within the operational portfolio, SLLC would be unable to provide the same standard of provision for those groups at alternative East Kilbride venues which did not have the same facilities or adequate parking, and this would negatively impact local groups and displace users the site contributed to the broader provision and SLLC and the Council worked collaboratively to ensure there was an estates strategy and building life cycle provision. This ensured maintenance and replacement programmes were in place the Council’s governance provided oversight and ensured that a broad range of users, including minority groups, were catered for and that assets remained financially accessible and equitable in provision strategically at both a local and regional level it was recognised that EKBU as an organisation had the ambition, capacity and experience to deliver a service. However, for the reasons set out above, it was believed that the transfer of the asset to EKBU did not represent Best Value or deliver wider community benefits 20
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The Legal Adviser to the Panel confirmed that a written decision would be issued within 21 days of the date of this meeting. The Panel decided: that the decision taken by officers to refuse a request, in terms of the Community Empowerment (Scotland) Act, made by East Kilbride Burgh United for an asset transfer (application CAT/24/0014) in relation to Murray Pitches and Pavilion, Liddell Grove, East Kilbride be confirmed for the reasons detailed above. 3 Urgent Business There were no items of urgent business. 21
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 - (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 2025 to 8 August 2025 for Housing and Technical Resources (excl HRA) provide a forecast for the year to 31 March 2026 [1pur 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the forecast to 31 March 2026 of a breakeven position, 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 second revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2025/2026. 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 8 August 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 8 August 2025, the Resource’s projected outturn position for 2025/2026 is a breakeven position. This is outlined in Appendix A. 5.2. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 4 23
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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) 8 September 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 8 August 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 24
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Appendix A Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period 5 Ended 08 August 2025 (No.5) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Housing Services 8,967 9,003 (36) -0.40% 4,496 Property Services 10,272 10,236 36 0.35% 2,914 Net Controllable Exp. 19,239 19,239 0 0.00% 7,410 Service Heading Explanation for significant projected outturn variances Housing Services The minor overspend is mainly due to an increase in bed & breakfast costs within the Homelessness service which are partially offset by an over recovery in income. Property Services There are minor forecast overspends within Office Accommodation that are offset by minor forecast underspends within the Estate Services and the Scheme of Assistance budget, reflecting demand. There is also an underspend on employee costs within Building Services due to turnover, and an over recovery in income which offsets an overspend in payment to contractors reflecting demand for services. 25
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 08 August 2025 (No.5) 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 48,280 46,115 2,165 under 4.48% 15,363 Property Costs 24,843 25,250 (407) over (1.64%) 9,752 Supplies & Services 13,487 12,126 1,361 under 10.09% 4,419 Transport & Plant 4,587 4,344 243 under 5.30% 1,436 Administration Costs 3,729 3,743 (14) over (0.38%) 1,225 Payments to Other Bodies 7,330 7,459 (129) over (1.76%) 2,793 Payments to Contractors 15,551 19,222 (3,671) over (23.61%) 6,750 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 155 160 (5) over (3.23%) 0 Total Controllable Exp. 117,962 118,419 (457) over (0.39%) 41,738 Total Controllable Inc. (98,723) (99,180) 457 Over recovered (0.46%) (34,328) Net Controllable Exp. 19,239 19,239 0 - 0.00% 7,410 Variance Explanations Variances are shown in Appendices C and D. Budget Virements Virements are shown in Appendix C and D. 26
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 08 August 2025 (No.5) Housing Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 3,597 3,607 (10) Over (0.28%) 1,259 a, b Property Costs 7,880 7,961 (81) Over (1.03%) 4,192 1, b, d Supplies & Services 133 125 8 Under 6.02% 50 b Transport & Plant 110 112 (2) Over (1.82%) 18 b Administration Costs 150 148 2 Under 1.33% 37 b Payments to Other Bodies 4,677 4,698 (21) Over (0.45%) 1,618 b, c Payments to Contractors 2,610 2,611 (1) Over (0.04%) 497 c Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 11 13 (2) Over (18.18%) 0 Total Controllable Exp. 19,168 19,275 (107) Over (0.56%) 7,671 Total Controllable Inc. (10,201) (10,272) 71 Over Recovered (0.70%) (3,175) 2, b Net Controllable Exp. 8,967 9,003 (36) Over (0.40%) 4,496 Variance Explanations 1. The overspend relates to additional costs of accommodation and bed and breakfast expenditure in the homelessness budget where expenditure varies according to service requirements. This is offset in part by the over recovery of income (see 2. below). 2. The over recovery of income offsets the additional property costs (see 1. above) and relates to income recovery for homelessness services. Budget Virements a. Transfer from corporate items for pay award and the increase in employer national insurance rates 2025/2026. Net effect £0.163m: Employees £0.163m b. Establishment of the Ukraine refugee budget for 2025/2026. Net Effect £0m: Employee Costs £0.560m, Property Costs £0.905m, Supplies & Services £0.051m, Transport & Plant £0.013m, Administration Costs £0.008m, Payments to Other Bodies £1.289m and Income (£2.826m). c. Transfer of Living Wage funding from Social Work Resources. Net Effect £0.097m: Payments to Other Bodies £0.013m and Payments to Contractors £0.084m. d. Redetermination of General Revenue Grant in respect of Ukraine Resettlement Funding. Net Effect £0.123m: Property Costs £0.123m. 27
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 08 August 2025 (No.5) Property Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 44,683 42,508 2,175 Under 4.87% 14,104 1, a Property Costs 16,963 17,289 (326) Over (1.92%) 5,660 2 Supplies & Services 13,354 12,001 1,353 Under 10.13% 4,.369 3 Transport & Plant 4,477 4,232 245 Under 5.47% 1,418 4 Administration Costs 3,579 3,595 (16) Over (0.45%) 1,188 Payments to Other Bodies 2,653 2,761 (108) Over (4.07%) 1,175 b Payments to Contractors 12,941 16,611 (3,670) Over (28.36%) 6,253 5, c Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 144 147 (3) Over (2.08%) 0 Total Controllable Exp. 98,794 99,144 (350) Over (0.35%) 34,067 Total Controllable Inc. (88,522) (88,908) 386 under recovered 0.44% (31,153) 6, a, c Net Controllable Exp. 10,272 10,236 36 Under 0.35% 2,914 Variance Explanations 1. The underspend relates to turnover and vacancies mainly in Building Services and Estates services which are being actively recruited as required. 2. The overspend relates to greater than forecast expenditure on Facilities Management and utility charges within Office Accommodation and Estates and IT security costs within CCTV service. 3. The underspend mainly relates to lower than anticipated expenditure on materials within Building Services due to the timing of capital and revenue works. 4. The level of expenditure on plant and other transportation costs within Building Services varies depending on workload demands and timing of works on capital and revenue works. 5. The overspend reflects workload demands and timing of works by Building Services, which is dependent on the level of capital and revenue works. 6. The 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. Greater than forecast income within Office Accommodation is also anticipated. These are partially offset by lower than anticipated rental income within the Estates service. Budget Virements a. Incorporation of pay award and increase in employer national insurance rates. Net effect £1.350m: Employees £2.657m, Income (£1.307m) b. Transfer from CFCR in respect of Private Sector Housing Scheme of Assistance. Net Effect £1.000m: Payment to Other Bodies £1.000m. c. Realignment of budgets to reflect spend within Property Maintenance. Net effect £0.000m. Payment to Contractor £3.000m, Income (£3.000m). 28
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources - Revenue Budget Monitoring 2025/2026- 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 2025 to 8 August 2025 for Housing and Technical Resources (HRA) provide a forecast for the year to 31 March 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the 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 second revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2025/2026. 3.2. This report reflects the actual spend to 8 August 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 8 August 2025, there is a forecast breakeven position against the budget. This is outlined in Appendix A. 5.2. Appendix A also notes the actual position as at 8 August 2025, being a net income position of £6.391 million. This reflects the timing of income and expenditure at that point in the year. 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. 5 29
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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) 8 September 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 8 August 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 SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 08 August 2025 (No.5) Housing Revenue Account Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 15,360 15,171 189 Under 1.23% 5,220 1, a, b, c Property Costs 59,585 59,597 (12) Over (0.02%) 16,339 c Supplies & Services 2,369 2,382 (13) Over (0.55%) 199 Transport & Plant 195 195 0 - 0.00% 35 Administration Costs 5,594 5,649 (55) Over (0.98%) 213 Payments to Other Bodies 3,271 3,323 (52) Over (1.59%) 849 Payments to Contractors 100 100 0 - 0.00% 54 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 34,875 34,875 0 - 0.00% 10,246 Total Controllable Exp. 121,349 121,292 57 Under 0.05% 33,155 Total Controllable Inc. (133,968) (133,968) 0 - 0.00% (39,546) a, b, c Transfer to/(from) Balance Sheet (4,001) (3,944) (57) Over 1.42% 0 Net Controllable Exp. (16,620) (16,620) 0 - 0.00% (6,391) Loan Charges 16,620 16,620 0 - 0.00% 0 Net Controllable Exp. / (Inc.) 0 0 0 - 0.00% (6,391) Variance Explanations 1. The underspend in employee costs is due to vacancies within the service that continue to be actively recruited. Virements a. Realignment of budgets for additional cost of pay award. Net effect £0.000m. Employee Costs £0.375m, Income (£0.375m) b. Realignment of budgets to reflect the budgeted establishment. Net effect £0.000m. Employee Costs £0.202m, Income (£0.202m) c. Temporary realignment of budgets to reflect the closure of Lindsay House. Net effect £0.000m. Employee Costs (£0.421m), Property Costs (£0.109m), Income £0.530m 31
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources - Capital Budget Monitoring 2025/2026 (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 to 8 August 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 £5.514 million, and forecast expenditure of £5.514 million, be noted. [1recs] 3. Background 3.1. This is the second capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2025/2026. Further reports will follow throughout the year. 3.2. The revised budget of £5.514 million for Housing and Technical Resources is based on the overall Capital Programme for 2025/2026 (Executive Committee 25 June 2025) updated for adjustments approved by the Executive Committees on 27 August 2025 and 24 September 2025. 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. 2025/2026 Budget As detailed in Section 3.2, the revised capital programme for Housing and Technical Resources is £5.514 million. This is after planned transfers to the Revenue Budget for the Private Housing Scheme of Assistance project (£1.000 million) and Planned Maintenance Programme (£4.300 million). As reported to the Executive Committee on 24 September 2025, this is to reflect Accounting Regulations as this spend 6 33
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cannot be classed as Capital and therefore, a total of £5.300 million is transferred to the Revenue Budget along with the associated funding. 5.2. 2025/2026 Forecast Appendix A shows a forecast for the financial year of £5.514 million. For information, actual expenditure to 8 August 2025 is £0.808 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) 17 September 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 25 June 2025 Executive Committee, 27 August 2025 Executive Committee, 24 September 2025 List of Background Papers ▪ Financial ledger to 8 August 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 34
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Appendix A South Lanarkshire Council Capital Expenditure 2024-25 Housing and Technical Resources Programme (excl HRA) For Period 1 April – 8 August 2025 Housing and Technical Resources (excl HRA) Base Budget £000 Budget Adjustments £000 Slippag e/ Acceler ation £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Asset Management Programme 8,110 (4,300) - 3,802 3,802 - 530 Private Housing Scheme of Assistance 1,000 (1,000) - - - - 0 Other Housing 1,018 686 - 1,712 1,712 - 278 TOTAL 10,128 (4,614) - 5,514 5,514 - 808 For Information Only Budget Adjustments approved by Executive Committee, 27 August 2025: Budget Adjustments approved by Executive Committee, 24 September 2025: Budget Adjustments Net Zero Innovation Fund Total Budget Adjustments £0.150m £0.150m Budget Adjustments Planned Asset Management Programme Private Housing Scheme of Assistance (PHSA) Total Budget Adjustments (£4.300m) (£1.000m) (£5.300m) 35
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources – Capital Budget Monitoring 2025/2026 (Housing Revenue Account) 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 2025 to 8 August 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Housing and Technical Resources’ (HRA) capital programme of £87.700 million and forecast expenditure of £87.700 million be noted. 3. Background 3.1. This is the second capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2025/2026. 3.2. The budget is based on the revised capital programme for the year, which was approved by the Executive Committee on 27 August 2025. 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. 2025/2026 Budget: The revised Housing Capital Programme for 2025/2026 is £87.700 million. This included £0.160 million Scottish Government grant for the Climate Emergency Fund which has been approved to spend on Council Houses. The total budget along with the funding sources is detailed at Appendix A to this report. 5.2. 2025/2026 Forecast: Current estimates have identified an outturn of £87.700 million for the year. For information, actual expenditure to 8 August 2025 is £19.032 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 37
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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 4 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) 10 September 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial ledger to 8 August 2025 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 38
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South Lanarkshire Council Appendix A Housing Capital Programme 2025/2026 As at 11 July 2025 2025/26 Annual Budget 2025/26 Forecast Spend 2025/26 Forecast Variance 2025/26 Actual to 11/07/25 £m £m £m £m Expenditure 2025/26 Budget 87.700 87.700 0.000 19.032 2025/26 Annual Budget 2025/26 Actual to 11/07/25 £m £m Income Capital Receipts 0.000 0.000 Capital Funded from Current Revenue 35.633 10.246 Prudential Borrowing 26.948 3.963 Scottish Government Specific Grant: - New Build 18.839 3.628 - Open Market Purchase Scheme 6.000 1.068 - Mortgage to Rent - Climate Emergency Fund 0.120 0.160 0.000 0.000 Other Income 0.000 0.127 87.700 19.032 39
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources – Workforce Monitoring – 1 June to 31 July 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 June to 31July 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 1 June to 31 July 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 June 2025 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Housing and Technical Resources provides information on the position for 1 June to 31 July 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of July 2025 for Housing and Technical Resources. The Resource absence figure for July was 5.7%, this figure has increased by 0.2% when compared to last month and is 1.4% higher than the Council-wide figure. When compared to July 2024, the Resource absence figure has decreased by 1.0%. Based on the absence figures at July 2025 and annual trends, the projected annual average absence for the Resource for 2025/2026 is 6.3% compared to a Council- wide average figure of 6.0%. 8 41
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, 109 referrals were made this period. This represents a decrease of 6 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 4 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 4 disciplinary hearings were held within the Resource, this figure is unchanged when compared to the same period last year. No appeals were heard by the Resource, which also remains unchanged when compared to the same period last year. One grievance was raised within the Resource, this figure has increased by 1 when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure has remains unchanged 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 is unchanged when compared with last year. During the period 2 exit interviews were conducted, this figure has increased by 2 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been a decrease of 6 employees in post from 8 March 2025 to 14 June 2025. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. 42
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Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 28 August 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 – 13 August 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 43
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.7 5.3 5.6 April 6.9 7.2 4.8 April 6.2 6.1 5.3 April 5.1 5.2 5.7 May 4.9 5.2 4.5 May 6.1 8.1 5.7 May 5.4 6.4 5.0 May 5.1 5.3 5.6 June 5.4 5.7 5.1 June 6.8 8.4 6.0 June 6.0 6.8 5.5 June 4.7 5.2 5.4 July 5.0 5.3 5.2 July 8.1 8.6 6.4 July 6.2 6.7 5.7 July 3.8 4.1 4.3 August 5.1 5.5 August 8.5 8.8 August 6.4 6.9 August 4.1 4.7 September 4.7 7.5 September 7.8 7.4 September 6.0 7.5 September 5.3 6.1 October 4.9 7.3 October 5.2 6.0 October 5.0 6.8 October 5.1 6.0 November 4.8 6.8 November 6.7 6.2 November 5.6 6.5 November 6.2 6.9 December 5.1 6.4 December 7.4 5.8 December 6.0 6.2 December 6.6 7.0 January 4.4 7.0 January 6.0 6.2 January 5.0 6.7 January 6.1 6.7 February 5.2 7.0 February 6.3 7.1 February 5.6 7.0 February 6.4 7.0 March 5.3 6.8 March 7.2 5.9 March 6.1 6.4 March 6.3 6.8 Annual Average 5.0 6.3 6.2 Annual Average 6.9 7.1 6.4 Annual Average 5.8 6.7 6.3 Annual Average 5.4 5.9 6.0 Average Apr-Jul 5.3 5.4 5.1 Average Apr-Jul 7.0 8.1 5.7 Average Apr-Jul 6.0 6.5 5.4 Average Apr-Jul 4.7 5.0 5.3 862 531 1393 15573No of Employees at 31 July 2025No of Employees at 31 July 2025 No of Employees at 31 July 2025 No of Employees at 31 July 2025 Appendix 1 Housing & Technical Resources Resource Total Absence Trends - 2023/2024, 2024/2025 & 2025/2026 APT&C Manual Workers Council Wide 44
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Jun - Jul Jun - Jul 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 37 35 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 115 109 Jun - Jul Jun - Jul 2024 2025 Over 7 day absences 1 1 Minor 6 2 Violent Incident: Verbal***** 0 1 Total Accidents/Incidents 7 4 Jun - Jul Jun - Jul 2024 2025 Total Number of Hearings 4 4 Time Taken to Convene Hearing - Jun to Jul 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 2 0 2 Jun - Jul Jun - Jul 2024 2025 Number of Grievances 0 1 Still in Progress 0 1 Jun - Jul Jun - Jul 2024 2025 Number of Incidents 0 0 ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 HOUSING AND TECHNICAL RESOURCES 42 36 0 3 36 35 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS 45
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Jun - Jul Jun - Jul 2024 2025 Career Advancement 0 1 Disatisfaction with terms and conditions 0 1 Personal Reasons 0 2 Other 5 1 Total Number of Leavers Eligible for Exit Interview 5 5 Number of Exit Interviews conducted 0 2 Percentage of interviews conducted 0% 40% ANALYSIS OF REASONS FOR LEAVING Appendix 2a HOUSING AND TECHNICAL RESOURCES 46
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As at 14 June 2025 Total Number of Employees F/T P/T F/T P/T 751 113 344 159 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 4.00 195.51 668.67 350.04 33.29 7.00 0.00 2.00 0.00 1260.51 As at 8 March 2025 Total Number of Employees F/T P/T F/T P/T 760 115 337 161 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 188.00 676.43 354.95 32.89 9.00 0.00 2.00 0.00 1266.27 MALE FEMALE TOTAL TOTAL *Full - Time Equivalent No of Employees Salary Bands Salary Bands Appendix 3 JOINT STAFFING WATCH RETURN HOUSING & TECHNICAL RESOURCES 1367 1373 *Full - Time Equivalent No of Employees MALE FEMALE 47
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director, Housing and Technical Resources Subject: Housing and Technical Resources' Workforce Plan 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Housing and Technical Workforce Plan 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the work to produce the Housing and Technical Resources’ Workforce plan be noted; and (2) that the Housing and Technical Resources’ Workforce Plan, attached at Appendix 1, be approved. 3. Background 3.1. South Lanarkshire Council is committed to delivering high-quality services that improve the lives of residents across the region. The Council Plan 2022 to 2027 outlines strategic priorities under the themes of People, Planet, and Progress. To support these priorities, the Council has developed a Workforce Strategy that ensures the right people are in the right roles at the right time. 3.2. The Council Workforce Strategy and Planning process provides the framework for workforce planning in the Council. The Strategy and Plans are aligned to current and future Council service needs and details the approach by the Council to ensure that the workforce required is in place to meet those needs. The Council Workforce Strategy and Plan was approved at Executive Committee, 28 May 2025. 3.3. Resource workforce plans detail the key areas of focus for Resources for 2025 to 2027, the current resource workforce profiles, the key workforce challenges and actions identified to address challenges. 4. Workforce Planning Process 4.1. Engagement and consultation to produce workforce plans has been primarily through HR business managers and Resource Management Teams. Resources undertook a horizon scanning exercise as part of the Resource planning process to identify key areas of focus, this along with workforce data was used to complete workforce planning toolkit templates. In addition, there was review of previous actions (2022 to 2025) to identify any ongoing activity to be reflected in the 2025 to 2027 plans. This structured approach enabled the identification of strategic workforce priorities and the development of targeted actions to address them. 9 49
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5. Housing and Technical Resources Workforce Plan 2025 to 2027. 5.1. The Housing and Technical Resource Workforce Plan is attached in Appendix 1. The workforce planning process identified 5 key priority areas, each with associated challenges and actions detailed in paragraphs 5.2. to 5.6. 5.2. Recruitment, Attraction, and Retention The challenges identified were the recruitment and retention of housing staff in a competitive recruitment market and the staff demographic. To address this, the Resource will continue to use a ‘grow your own approach’ to develop employees and further develop career pathways within Housing. This approach will include succession planning to develop future leaders, continuation of Modern Apprentice programme to provide a talent pool of qualified employees, as well as promotion of the Council as an employer of choice. 5.3. Transformation Across the Resource there are reviews within Property Services and the implementation of the integrated IT system. This will have staffing implications in relation to workload and how this is organised across the Resource. The employee impact will be reviewed, as the outcomes of are identified and the new IT system is embedded. 5.4. Skills Gap The workforce planning process has identified skills gaps in green skills to enable the achievement of net zero and digital skills. Training requirements will be identified and progressed through the Learning and Development Board to ensure skilled staff are able to deliver the key Resource activities. 5.5. Delivery of Key Activities To deliver the key areas of activity for the Resource, there are challenges relating to increased workload due to the homelessness crisis and asylum activity. There is also increased work within building services as more work in carried out in house. The increased staffing requirements will be met by developing existing staff, reallocating workload and recruiting additional staff where required. 5.6. Employee Wellbeing There are challenges across services in terms of absence management, staff resilience and employee engagement. Personnel Services are recruiting additional resources to support managers in maximising attendance. The service will also continue to review and improve supports to enhance employee wellbeing and engage with Trade unions in line with Partnership Working arrangements. 6. Monitoring Arrangements 6.1. Plans will be monitored through Resource Management teams and updates provided to the Committee on an annual basis. 6.2. Workforce planning is incorporated into Resource risk registers to acknowledge that having the right workforce with the right skills at the right time is reliant on the key workforce actions progressing. There are some workforce actions addressing national challenges, for example, national campaigns to promote career pathways in local government and funding available for specific training opportunities to address skills shortages. There is a risk if these actions do not progress that there will be shortfalls in the workforce that can impact on service delivery. 50
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7. Employee Implications 7.1. Having a Workforce Strategy and proactive workforce planning process in place ensures an effective workforce is in place to deliver Council services. 8. Financial Implications 8.1. There are no costs associated with undertaking the workforce planning process. 8.2. Planning for appropriate workforce arrangements demonstrates effective and efficient use of resources. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or for the environment on this report. 10. Other Implications 10.1. There are risks to the Council in not ensuring that there are clear links between the workforce planning process and the overall Council planning process. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy or strategy, and no impact assessments are required. An integrated impact assessment was undertaken for the Workforce Strategy. 11.2. Trade Unions been involved in the workforce planning process and updated through updates to JTUC Executive. Resource workforce planning activity is reported through JCCs. Stephen Gibson Executive Director (Housing and Technical Resources) 5 September 2025 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open, and sustainable Excellent employer 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. Outcomes Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Inspiring learners, transforming learning, strengthening partnerships 51
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Previous References None List of Background Papers Council Workforce Strategy and Plan 2025 to 2027, Executive Committee 28 May 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Eileen McPake, HR Business Manager Ext: 4668 (Tel: 01698 454668) E-mail: eileen.mcpake@southlanarkshire.gov.uk 52
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1 Housing and Technical Workforce Plan 2025 – 27 Appendix 1 9 53
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2 Housing and Technical Workforce Plan 2025 – 27 Housing and Technical Resources Workforce Plan 2025 – 27 1. Introduction 2. Resource Overview 3. Key Resource Activity 4. Resource Workforce Profile 5. Resource Workforce Plan 6. Risk Implications 7. Monitoring the Plan Appendix 1 – Review of 2022-25 Actions Appendix 2 – Housing and Technical Workforce Profile Appendix 3 – 2025 – 27 Housing and Technical Workforce Planning Actions 54
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3 Housing and Technical Workforce Plan 2025 – 27 1. Introduction South Lanarkshire Council delivers a wide range of services across the community that improve the lives of everyone living in South Lanarkshire. At the heart of the Council vision are values based on fairness, empathy, and a commitment to make a difference for the people of South Lanarkshire. The Council strives to be high achieving and high performing and to achieve this requires an available, capable, and resilient workforce. The Council Plan 2022 – 2027 sets out the Council priorities and how these will be delivered. The foundations of the Council plan are based on People, Planet and Progress. To deliver the Council priorities the Council has a Workforce Strategy which sets out the workforce planning framework used to identify the key strategic drivers, service demands and the actions to ensure that the Council has the right people in the right place at the right time to deliver our vision. This framework has been used to produce Resource and Council workforce plans, which outline the workforce challenges and actions for South Lanarkshire Council. (See section 5 for detail of the Resource Workforce Plan). The previous workforce plans covered 2022 – 2025 and this Council Workforce Plan covers the period 2025 – 27, to align with the lifecycle of the current Council Plan. 2. Resource overview 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 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 behavior, 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. 55
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4 Housing and Technical Workforce Plan 2025 – 27 3. Key Resource Activity 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. 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. 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. 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. 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 56
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5 Housing and Technical Workforce Plan 2025 – 27 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. 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. 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.’ 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 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. 57
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6 Housing and Technical Workforce Plan 2025 – 27 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. 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. 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). 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. 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. 4. Housing and Technical Workforce Profile The full workforce profile is attached in Appendix 3. The data reviewed covers the period April 2023 – March 2024. Resources used this data to complete their workforce plans for 2025 – 27. The key highlights from the workforce profile are detailed below. Employee Numbers For April 2023 – March 2024, Housing and Technical Resources employed an average of 1445 employees, equating to 1341 Full Time Equivalent (FTE). 58
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7 Housing and Technical Workforce Plan 2025 – 27 The workforce is split across two services, Housing and Property; the split of each Service is shown below in Table 1 by headcount (number of employees) and total FTE. Please note the Directorate is not a separate service Table 1 Employee numbers Housing and Technical Headcount FTE Housing and Technical 1445 1341 Directorate 3 3 Housing 494 441 Property 948 897 Employment Status As of 31 March 2024, HTR employed 1443 employees. There are 79 employees who are in a temporary position, 1362 employees in a permanent position and 1 casual employee. This is detailed in table 2. The majority of the Service’s workforce is employed on a full-time basis; the highest proportion of part time employees is within Housing Services. Table 2 Employment Status Service Permanent Employees Temporary Employees Casual Employees Total Employees Housing and Technical 1362 79 1 1442 Directorate 3 - - 3 Housing 475 17 - 492 Property 884 62 1 947 Gender Split The gender split across Services* is detailed in Table 3. The Resource workforce consists of 64.7% male and 35.3% female. Table 3 Gender Split Service Female Male Total Employees Housing and Technical 508 933 1441 Directorate 2 1 3 Housing 381 111 492 Property 125 821 946 *As at 31 March 2024 and excluding casual employees Age Range The age range across Services* is detailed in Table 4. Sixty-six percent of the workforce are age 40 or over. Property has the highest employee numbers aged 65 and above, as well as the highest 59
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8 Housing and Technical Workforce Plan 2025 – 27 number of employees aged 50 and above. Property also has the highest number of employees aged 16-19 years. Table 4 Age Range Service 16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years No. Employees Housing and Technical 17 200 276 273 402 186 87 1441 Directorate - - - 1 - 2 - 3 Housing 5 55 79 112 146 66 29 492 Property 12 145 197 160 256 118 58 946 * As at 31 March 2024, excluding casual employees. Absence The absence rate for the Resource for 2023/24 was 5.79%. The details are in table 5. Table 5 – Absence rates Service Absence 23 /24 Housing and Technical 5.79% Directorate 3.14% Housing 6.02% Property 5.68% Leavers and Turnover From 1st April 2023 to 31st March 2024, 115 employees left the Resource, equating to 92.10 FTE. The turnover rate for the Resource for 2023/24 was 7.96%, this turnover rate is calculated using all leavers. Recruitment During 2023/24 171 posts were advertised attracting 2441 applications. Candidates were appointed to 186 posts Full details of the workforce profile are attached in Appendix 1. 60
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9 5. Resource Workforce Plan Resource Workforce plans were produced covering the period 2022 – 25. These plans have been reviewed to provide an update on actions to date and to identify any ongoing activity to be reflected in the 2025 – 27 plans. A summary of the review is included in Appendix 1. During 2024, Resources undertook a horizon scanning exercise as part of the Resource planning process to identify key areas of focus moving forward. Following this, working with HR Business Managers, Heads of Service completed the workforce planning toolkits to consider the workforce requirements to deliver resource plan outcomes, local and national drivers, as well as known and anticipated changes that will impact on the workforce. The workforce profile information was also taken into account as part of this exercise. Common theme emerged across all Resource and the priority workforce planning areas for actions are as follows: • Recruitment / Attraction and / retention • Transformation • Skills gap • Delivery of key activities • Employee well being All of this activity identified the key workforce challenges and the actions for Housing and Technical Resources, a summary is provided in the table below. Summary of challenges and actions Priority Identified Need Key Challenges Action Recruitment / Attraction / Retention Recruitment challenges as other provider has more generous reward packages. Age profile of existing staff Loss of skills and experience Promote the Council as Excellent Employer Promote further the Chartered Institute of Housing professional standards Continue to expand use of ‘grow your own’ approach. Implement robust succession planning. Transformation Budget gap and maintaining service delivery Implementation of integrated housing management system Property Services Review Manage employee impact of efficiency, engage employees and Trade Unions Manage employee impact as HOME system is implemented Manage employee impact of review outcomes 61
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10 Support transformation and review outcomes Delivery of Key Resource Activities Homelessness emergency Continuing legislative requirements around MAPPA and supporting asylum Implementation of integrated housing management system Review support required with respect to ongoing homelessness crisis and related workload Assess implications for MAPPA and asylum and increased workload Support employees through implementation and assess employee implications of HOME project - implementation Employee Well being Maintaining employee wellbeing and resilience Reducing absence Improved employee engagement Adopt Trauma informed practice approach to service delivery Provision of employee supports Additional resources to support absence management Provide training to enable employees recognise the impact of trauma and impact on service user The Housing and Technical Workforce Action Plan is attached in Appendix 3. This provides the detail on the actions to deliver the plan, how they will be achieved, who is responsible for the delivery, the expected outcomes, and the timescales to be achieved by. Engagement and consultation to produce workforce plans has been primarily through HR Business Managers and Resource Management Teams, Trade Unions have been updated on activity through JTUC Executive updates and Trade Unions were also asked to provide details of workforce challenges from TU perspective via a survey. 6. Risk Implications The actions identified to assist the Council to achieve the right people with the right skills to deliver services. However, there are risks if these actions cannot be delivered. These are: • Reduced workforce supply is a risk to meeting the Councils requirements • Ability to train and develop staff to create our own talent into specialist roles within required timescales and maintain service delivery • Competing recruitment drives across services and sectors The risks identified with workforce planning will be included in the Resource risk registers. 7. Monitoring the Plan The action plan will be monitored through Resource Management Teams. As the arrangements on national initiatives emerge any significant changes will be reflected in 62
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11 updated action plans. Resource workforce plans will be formally reported through annual updates on actions to Resource Committees. The Council workforce plan will be reported to Executive Committee on an annual basis. Appendix 1 Review Workforce Plan Actions 2022 – 25 An update on the key actions from the 2022 – 25 plan is provided below: Priority / identified need Actions Achievements Next steps 1a Increased demand and reduced workforce pool Revised recruitment practices, utilise employability routes. Revised recruitment practices are now embedded, use of social media, employability, and promotion of career pathways. This is evidence by continued support for the Council Modern Apprentice program, links to employability programs. Successful recruitment campaigns and the use of a recruitment pool for Housing Assistants This will be addressed through further review and revisions to the Recruitment Strategy and the Learning and Development Strategy 1b Succession Planning Succession planning is discussed as part of appraisal process and potential leaders are nominated to join the Leadership Development program, there are currently 18 delegates enrolled from HAT. This will be addressed through further revisions to the Recruitment Strategy and the Learning and Development Strategy 2a Service Design and Efficiency savings Managing employee impact of savings Phase 1 Property Services review restructure The revision of SWITCH2 arrangements in relation to managing employee impact of savings activity will ensure that employee skills are maximised. 63
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12 2b Service Redesign The Council has a program of transformational reviews to enable services to be delivered in a different way to achieve efficiencies. The transformational review programme is ongoing and current reviews are within services areas, as well as reviews of overtime reduction and organisational structures. 2c Service Review of Integrated Housing Options Service This is underway and will link to the local housing emergency The employee impacts will be assed once the review is complete 3a IT / Digital Implementation of Fusion (HR, finance, and procurement) The new system was implemented in August 2024 and processes have been improved to reflect the capability of the new system. The workforce planning process has matured to provide a specific focus to consider the workforce supports for the delivery of a Digital Council 3b Implementation of HOME The implementation of HOME has been delayed and employee resource to support this has remained in place Implementation of HOME will require to be supported through training, technical and change management resource. The will be improvements in terms of service redesign and workflow improvements across Housing and Property Services 4 Employee support and wellbeing Enhance employee support Revised occupational health provision has enhanced the support available to employees Employee supports will continue to be reviewed to ensure the supports are 64
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13 Housing Services have an internal employee well being group. accessible to all employees. There is a review of Maximising Attendance Policy and supporting procedures to ensure that the Council continues to develop good practice to support and engage the workforce 65
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14 Workforce Profile: Housing and Technical Resources Appendix 2 Section 1: Headcount and Full Time Equivalent For the year 2023/24, South Lanarkshire Council (SLC) employed an average of 17,086 employees, equating to 14,046 Full Time Equivalent (FTE). Housing and Technical Resources employs 1445 employees at 1341 FTE, accounting for 10% of the Council’s headcount. The headcount and FTE for each Service is shown in Table 1. Table 1 – SLC Headcount and FTE Headcount - 1445 FTE - 1341 Directorate 2.92 0% Housing 493.92 34% Property 947.67 66% Directorate 3.00 0% Housing 440.56 33% Property 897.00 67% 66
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15 Section 2: Employment Categories and Hours Worked As at 31st March 2024, Housing and Technical employed 1443 employees, with a combined total of 1468 assignments. 1 employee was categorised as Casual. Table 2: Employment Category Split Resource Permanent Employees Temporary Employees Casual Employees Total Employees SLC 15377 594 769 16740 Housing and Technical 1362 79 1 1442 Directorate 3 - - 3 Housing Services 475 17 - 492 Property Services 884 62 1 947 *Please note that for all further data sets, Casual Employee figures have been removed. The total number of employees employed by SLC as at 31st March 2024 is therefore 15,971 and Housing and Technical, 1441. The majority of the Council’s workforce is employed on Full Time contracts, which for the purposes of this report, has been taken to mean employees working 35 hours or greater per week at a Full Time Equivalent greater than or equal to 0.90. Term – Time employees who meet this criteria over 39 weeks have also been included in the Full – Time count. As shown below, 56% of SLC’s workforce were employed Full Time, with the remaining 44% categorised as Part Time employees as of 31st March 2024: Permanent 94% Temporary 6% Casual 0% 67
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16 Table 3: Part Time / Full Time Split Full Time Split as Percentage Full Time Split of Service Resource Total FT Total PT No. Employees South Lanarkshire Council 9267 6704 15971 Housing and Technical 1140 301 1441 Directorate 3 - 3 Housing Services 343 149 492 Property Services 794 152 946 Section 3: Leavers and Turnover Leavers From 1st April 2023 to 31st March 2024, 1709 employees left the council, equating to 1239.55 FTE. 115 Leavers (92.10 FTE) held positions within Housing and Technical Resources. Table 4 shows the total leavers by Service and displays the headcount as a percentage of the Resource’s total leavers. Table 4: Leavers by Resource Service Contribution to Resource Leavers Resource No. of Leavers Total FTE South Lanarkshire Council 1709 1239.55 Housing and Technical 115 92.10 Directorate 1 1.00 Housing Services 49 33.23 Property Services 65 57.87 When looking at the distribution of leavers by headcount (as above), Housing appears to have a higher proportion of leavers than expected relative to its size. This can partly be explained by Housing Services having a lower average FTE per employee and we will also look at the leaving reasons in Table 6. Table 5 details all leavers across Housing and Technical Resources and the reason for leaving while Table 6 shows a breakdown of the Top 5 leave reasons by Service. FT 79% PT 21% Directorate 100% Housing Servcies 70% Property Servcies 84% Directorate 1% Housing Services 43% Property Services 56% 68
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17 Table 5: Reasons for Leaving Housing and Technical Resources As shown above, the five most common reason for leaving Housing and Technical Resources were Retirement (31%), followed by Career Development (24%), Personal Reasons (19%), Retirement Due to Ill Health (7%) and Termination of Temporary / Fixed Contracts (4%). In total, these five reasons account for nearly 90% of all leavers in the year 2023/24. The top five reasons for leaving by Headcount are shown below for each Service, as a percentage of that Service’s total leavers: 0 5 10 15 20 25 30 35 40 01 Retirement 12 Career Development 19 Personal Reasons 02 Retirement Due To Ill Health 09 Termination Of Temporary/Fixed Term/Contract Staff 30 Resignation - No Notice Given 10 Dismissal Due To Ill Health 11 Dismissal Due To Misconduct 13 Dissatisfaction With Terms & Conditions Of Job 17 Moving Outwith Area 18 Travelling Difficulties Count of Assignment Sum of FTE 69
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18 Table 6 Housing and Technical Directorate Housing Services Property Services Turnover Turnover for the year 2023/24 was calculated as the total number of employees who left the Council from within Housing and Technical Resources between 1st April 2023 and 31st March 2024 (115), divided by the average number of employees in post during the year (1445). The Turnover Rate for Housing and Technical Resources for 2023/24 was 7.96% and is broken down by Service below. This is lower than the Council rate of 10.46%. 01 Retirement 31% 12 Career Development 24% 19 Personal Reasons 19% 02 Retirement Due To Ill Health 7% 09 Termination Of Temporary/Fixed Term/Contract Staff 4% 01 Retirement 100% 12 Career Development 37% 01 Retirement 27% 19 Personal Reasons 20% 09 Termination Of Temporary/Fixed Term/Contract Staff 4% 02 Retirement Due To Ill Health 4% 01 Retirement 34% 19 Personal Reasons 18% 12 Career Development 15% 02 Retirement Due To Ill Health 9% 30 Resignation - No Notice Given 6% 70
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19 Table 7: Resource Turnover Although Directorate looks to have a high turnover rate, this is due to the small size of the Service (3 employees). There was only one leaver in the year which was due to retirement. We see a higher turnover from within Housing Services which is predominantly from Housing Officers and Housing Assistants leaving the Service. The main reason for leaving Housing Services was for Career Development, with 37% of employees who left, leaving for this reason (as shown by Table 6). Property 6.86% Housing 9.92% Directorate 34.25% Housing and Technical 7.96% 0% 5% 10% 15% 20% 25% 30% 35% 40% 71
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20 Section 4: Age Profile Table 8: Housing and Technical Resources Age Profile Resource 16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years No. Employees South Lanarkshire Council 61 1862 3536 3749 4475 1670 618 15971 Housing and Technical 17 200 276 273 402 186 87 1441 Directorate - - - 1 - 2 - 3 Housing Services 5 55 79 112 146 66 29 492 Property Services 12 145 197 160 256 118 58 946 As shown, South Lanarkshire Council has a predominantly older workforce, with 66% of employees being aged 40 or over and the largest age demographic being 50- 59, with 28% of the Council’s total employees. Housing and Technical follows the Council trend with 28% of employees aged between 50 – 59 years, and 66% of the workforce over 40 years, however it is the only one of two Resources which does not have a majority of its workforce over 50 years, with 47% of employees over 50. Both Housing and Property Services follow this trend. Table 9: Proportion of Age Band by Service 16-19 Years 1% 20-29 Years 14% 30-39 Years 19% 40-49 Years 19% 50-59 Years 28% 60-64 Years 13% 65+ Years 6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Directorate Housing Services Property Services 16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years 72
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21 Section 5.1: Absence Rate Absence rates for the Council are calculated each calendar month by dividing the total number of workdays lost due to absence by the total number of work days available for that period. The absence rate for South Lanarkshire Council for the year 2023/24 was 5.38%. The absence rate for Housing and Technical Resources was 5.79% which is down slightly vs. the previous year, 5.91%. Total Absence % (2023/24) Short Term and Long Term Absence % (2023/24) Despite ending the year at the same absence level as April, there has been an incremental decrease in sickness throughout the year. The main driver of this was reduced rates of long term sickness, while short terms absences remained consistently around 2.00% for the majority of the year. 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00 Short Term sick % Long Term Sick % Linear (Short Term sick %) Linear (Long Term Sick %) 73
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22 Table 10: Service Absence Levels Contribution to the absence rate by each Service is broadly similar, and each Service has seen all absence rates fall in the 2nd half of the year with the exception of Property, where short term absences have risen across the year and have driven a small increase in the Resource’s overall short term sickness level: Housing Property Directorate , 3.14%Housing , 6.02% Property , 5.68% 0.00 1.00 2.00 3.00 4.00 5.00 6.00 Short Term sick % Long Term Sick % Linear (Short Term sick %) Linear (Long Term Sick %) - 1.00 2.00 3.00 4.00 5.00 6.00 Short Term sick % Long Term Sick % Linear (Short Term sick %) Linear (Long Term Sick %) 74
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23 Section 5.2: Absence Categories The total number of working days lost in the year 2023/24 for Housing and Technical Resources was 20,247, which accounts for 10% of all working days lost by the Council. Table 11 shows the number of working days lost due to specific categories of absence for the year 2023/24. The top four Reasons for absence are shown and the remaining categories aggregated into Other. Table 11: Days Lost Due to Absence Reason Psychological absences were the leading reason for absence, accounting for 33% of absences throughout the year, followed by Musculoskeletal (30%), Respiratory (12%) and Stomach (10%). Due to the year to year fluctuation of total numbers of absence, absence proportions are compared below. Each absence reason has been calculated as a percentage of ‘working days lost due to absence reason’ divided by ‘total working days lost in year’ to illustrate changes in absence across the years 2022/23 – 2023/24. 0 1000 2000 3000 4000 5000 6000 7000 Musculoskeletal Psychological Stomach Respiratory Other 75
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24 Table 12: Absence Reasons – Year to Year Comparison The Resource absence rate decreased in 2023/24 vs. 2022/23, however Psychological absences have seen a proportional increases of 4 points (and Stomach related absences have risen by 3 points). This trend is in line with the rest of the Council, where the proportion of Psychological absences has increased across all Resources year on year. 0% 5% 10% 15% 20% 25% 30% 35% Musculoskeletal Psychological Stomach Respiratory Other 2023/24 2022/23 76
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25 Housing and Technical Resources Strategic Workforce Action Plan 2025 - 27 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Recruitment, attraction and retention Promote the Council as an employer of choice through job adverts Attract more candidates for hard to fill posts Successful recruitment exercise with a wider candidate pool Head of Service and Personnel Adviser (recruitment) Revised recruitment adverts will be provided by the recruitment team and hirings managers will provide context relevant to specific roles Recruitment campaigns in Housing Services planned for April 2025, the campaign December 2025 Within existing resources 77
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26 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications material will be reviewed Promote further the Chartered Institute of Housing professional standards Promote career pathways and progression in professional roles Attract more candidates for hard to fill posts Head of Service and Personnel Adviser (recruitment) Revised recruitment adverts will be provided by the recruitment team and hirings managers will provide context relevant to specific roles December 2025 Within existing resources 78
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27 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Continue to develop ‘grow you own’ approach. Specific roles identified: Housing Assistant / Housing officer Talent pool of developed staff to fill professional roles as they become available Heads of Service Heads of Service Modern Apprentice recruitment in 2025: 5 x MAs in Housing Services, current year 9 x MAs in building services December 2025 Within existing resources Succession planning for across all services, particularly for Team Leaders and Supervisors developed future leaders to replace departing senior managers Learning and Organisational Development and Manager HR Business Managers and Resource management teams December 2025 Within existing resources 79
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28 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Resolve recruitment issues relating to establishment on Fusion Improved recruitment timescales HR Business Manager (operations) Personnel Adviser and Finance Manager Work is ongoing to reach an agreed position on the establishment which will reduce the timescales for the post approval process June 2025 Within existing resources Transformation Asses the workforce impact of outcomes of the Property Services Review Structure aligned to service delivery Head of Service and HR Business manager Personnel Adviser and Property Service manager will progress the implementation of outcomes of the review December 2025 Within existing resources 80
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29 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Asses the workforce impact of outcomes of the review of factoring service Structure aligned to service delivery Head of Service and HR Business manager Personnel Adviser and Property Service manager will progress the implementation of outcomes of the review December 2025 Within existing resources Review of contracting arrangements and scope for bringing work in house More efficient use of resources, increased establishment Head of Property Services Building Services Manager / Procurement Manager / Personnel Adviser December 2025 Within existing resources Progress the actions identified as part of the review of overtime Delivery of services within core staffing and reduce requirement for overtime Head of Property Services HR Business manager. The action plan will be monitored through overtime updates to RMT Dec 2025 Achievement of savings target identified 81
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30 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Progress the actions identified from the review of management structures Efficient management structure in place Heads of Service HR Business Manager March 2026 Achievement of savings target identified Skills Gap Develop skills required to support the achievement of net zero Skilled staff to deliver key resource activity Heads of Service L&D Adviser / L&D Board March 2026 Within existing resources Develop green skills within property services Skilled staff to deliver key resource activity Heads of Service L&D Adviser / L&D Board March 2026 Address the skills gap in respect of LHEES and retrofitting Skilled staff to deliver key resource activity Heads of Service L&D Adviser / L&D Board March 2026 Within existing resources 82
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31 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Digital skill development to support advanced technology Skilled staff to deliver key resource activity Heads of IT Service L&D Adviser / L&D Board March 2026 Within existing resources Provide training to enable employees recognise the impact of trauma and adversity to enable the adoption the trauma informed principles Embedding trauma informed practice in all aspect of social work services Heads of Service HR Business manager / L&D Adviser / L&D Board March 2026 Within existing resources Identify steps required to reduce Digital exclusion Employees able to engage with digital services across the Council Head of Personnel Head of IT services, L&D Manager December 2026 Within existing resources 83
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32 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Maintain ongoing CPD Maintenance of professional development standards Heads of Services Managers as part of appraisal process March 2026 Within existing resources Delivery of key Resource activity Assess implications for MAPPA and asylum and increased workload Developed and available staff to deliver key activity Heads of Service HR Business manager There is increased demands on the existing employees due to increased activity in these areas. March 2026 Within existing resources Assess employee implications of revised Housing Bill Developed and available staff to deliver key activity Heads of Service HR Business manager March 2026 Within existing resources, there may be external funding from Scottish 84
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33 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Government to support this Realign staffing due to reduction in contract work - movement repairs / maintenance Developed and available staff to deliver key activity Heads of Service HR Business manager March 2026 Within existing resources Assess employee implications of 10 year Estates Strategy Developed and available staff to deliver key activity Heads of Service HR Business manager This is also linked to the Agile working arrangements which could require increased maintenance or impact lifespan of work locations for employees. March 2026 Within existing resources 85
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34 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Assess employee implications of achievement of net zero Developed and available staff to deliver key activity Heads of Service HR Business manager Key housing and property actions require to be compliant with climate and sustainability measures. In some case this requires new skills that are not currently within the existing workforce March 2026 Within existing resources Review support required with respect to ongoing homelessness Developed and available staff to deliver key activity Heads of Service HR Business manager March 2026 Within existing resources 86
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35 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications crisis and related workload Assess employee implications of HOME project - implementation Developed and available staff to deliver key activity Heads of Service HR Business manager The new integrated management system will impact across the whole resource. Support and training have been incorporated into the project plan June 2026 Within project resources Assess employee implications of customer contact review Staff able to operate new systems which will increase Head of Finance (transactions) Service managers and IT services June 2026 Within existing resources 87
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36 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications effectiveness and capacity Maintaining employee health and well being Improved employee engagement across servers Engaged employees will contribute to overall effectiveness of services Head of Personnel All managers across services March 2026 Within existing resources Partnership working with TUs Continue to maintain existing relations with TUs improving employee relations and overall employee experience Head of Personnel All managers across services March 2026 Within existing resources Annual review of employee wellbeing Supported, engaged, and Head of Personnel All managers across services March 2026 Within existing resources 88
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37 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications initiatives and campaigns to provide to improved supports and increase resilience of employees motivated workforce Promote employee recognition through appraisal Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources Employee recognition Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources Mentoring and coaching Supported, engaged, and Head of Personnel All managers across services March 2026 Within existing resources 89
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38 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications motivated workforce Refresher training absence management Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources 90
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Scottish Housing Regulator – Annual Assurance Statement 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval to submit the Annual Assurance Statement for South Lanarkshire Council to the Scottish Housing Regulator 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the South Lanarkshire Council Annual Assurance Statement 2024/2025 (attached as Appendix 1) be approved and submitted to the Scottish Housing Regulator. 3. Background 3.1. The Scottish Housing Regulator (SHR) was established in 2011 as an independent body directly accountable to the Scottish Government to regulate registered social landlords (RSL’s) and local authority housing and homelessness services. The SHR does this by assessing and reporting on social landlord’s delivery of services, RSL’s financial well-being and standards of governance and where necessary intervening to secure improvements. 3.2. The SHR Regulatory Framework requires local authority landlords to submit an Annual Assurance Statement confirming compliance with regulatory requirements and, if appropriate, identify any material breaches. Examples of such material breaches specific to local authorities include those that seriously affect the interests and safety of tenants, people who are homeless or other service users; threaten the stability, efficient running or viability of service delivery arrangements and bring the landlord into disrepute or raise public or stakeholder concern about your organisation or the social housing sector. 3.3. The framework is subject to 5 yearly review and in February 2024, following consultation with stakeholders, the SHR published its new Regulatory Framework and statutory guidance for social landlords. 3.4. The new framework went live from 1 April 2024 and sets out how SHR will regulate social landlords in Scotland. 10 91
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3.5. In response to the feedback from stakeholders, the Regulator has maintained much from the previous framework. The revised framework includes a provision which requires landlords to provide explicit assurance in the Annual Assurance Statement (AAS) on the following issues:- ♦ gas safety ♦ electrical safety ♦ water safety ♦ fire safety ♦ asbestos ♦ damp and mould ♦ lift safety 3.6. South Lanarkshire’s Annual Assurance Statement for 2023/2024 was approved by Housing and Technical Resources Committee on 18 September 2024 and subsequently submitted to the SHR. 4. South Lanarkshire Council Annual Assurance Statement 4.1. The Annual Assurance Statement 2024/2025 for the Council is attached as Appendix 1, as recommended by SHR guidance, the statement is short, succinct, and based upon the format provided by the regulator. 4.2. The key requirement of the Annual Assurance Statement is for the Committee to confirm that it is confident that appropriate systems, evidence, relationships, and channels of communication are in place to ensure the effective planning, delivery and monitoring of relevant services against statutory and regulatory requirements. 4.3. Within South Lanarkshire, the assurance required is provided through a wide range of arrangements which are in place, at a Council and Resource wide level. A summary of the key requirements for assurance and how these are addressed is attached as Appendix 2. 4.5. Provided that tenant and resident safety is not compromised, the SHR continues to indicate they will not engage with a landlord where it does not fully comply with regulatory requirements, and the landlord has effective plans to return to full compliance. In relation to this year’s statement there are 2 points to highlight in relation to compliance, highlighted below, where the Council is partially compliant:- ♦ Fire Tolerable Standards ♦ Fixed Electrical Testing 4.6. In relation to the reporting requirements of Fire Tolerable Standards, there are currently: ♦ 65 Smoke, Heat and CO out with date (installation of combined alarms to all houses by required date). ♦ Fixed Electrical Testing, there are currently 186 (completion of five yearly checks on electrical systems) out with date. A programme of work is progressing well however a number remain outstanding due to the ability to gain access to carry out the installations/testing. A robust programme of work is in place to address these issues, with appropriate use of forced entry where individuals repeatedly fail to allow access. Progress in relation to this work is closely monitored within the Resource. 92
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4.7. In relation to equalities and human rights, guidance on equalities data collection, ‘Collecting equality information: National guidance for Scottish social landlords’ was published in August 2021 and updated in June 2022. In this year’s Annual Assurance Statement, social landlords are asked to provide assurance that they have or are in the process of implementing an effective approach to the collection of equalities information and are considering how a human rights approach to their work can be adopted. The council’s position in relation to this has been reflected in the proposed Annual Assurance Statement. 5. Next Steps 5.1. Subject to approval, the Annual Assurance Statement will be signed off by the Chair of Housing and Technical Resources Committee and returned, as required, to the Scottish Housing Regulator to confirm the required assurance. 5.2. The results of the Annual Return on the Charter 2024/2025 are presented as a separate report to this Committee. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1 The costs associated with the legislative programmes are already taken into account within existing budgets. 7.2 The costs associated with the forced entry programme will be closely monitored. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications as a result of this report. 9. Other Implications 9.1. There are no additional risks associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, strategy or plan and is not subject to impact assessment requirements. 9.2. In addition to regular regular discussion with the Tenant Participation Co-ordination Group on performance and Charter reporting, specific engagement has taken place to confirm arrangements for the development and submission of the Annual Assurance Statement. Stephen Gibson Executive Director (Housing and Technical Resources) 17 September 2025 93
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Previous References Housing and Technical Resources Committee – 23 January 2019 (Our regulation of Scottish Housing) Housing and Technical Resources Committee – 4 September 2019 (Scottish Housing Regulator - Regulation of Social Housing in Scotland) – Housing and Technical Resources Committee – 18 September 2024 (Scottish Housing Regulator – Annual Assurance Statement) List of Background Papers Our Regulation of Scottish Housing – a discussion paper January 2018 Our Regulation of Scottish Housing – a Consultation October 2018 Our Regulation of Scottish Housing – Final Framework 2019 Our Regulation of Scottish Housing – Final Framework 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Heather Phillips, Performance Co-ordinator heather.phillips@southlanarkshire.gov.uk 94
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Appendix 1 Housing and Technical Resources Executive Director Stephen Gibson South Lanarkshire Council Annual Assurance Statement South Lanarkshire Council complies with the regulatory requirements set out in Chapter 3 of the Scottish Housing Regulator’s Framework. This includes that we:- achieve all standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services comply with all our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety with the exception of the following:- • Fire Tolerable Standards/Fixed Electrical Testing / Combined Smoke ,Heat and CO Alarms – a programme of work is progressing well, however, a number remain outstanding due to the ability to gain access to carry out the installations/testing. A robust programme of work is in place to address these issues which is being closely monitored within the Resource. In relation to equalities data collection and human rights, the Council has well established processes and policies in these areas, with consideration already embedded in how we deliver services. Work is being progressed to further develop and adjust our existing approach to the collection of equalities and human rights information along with other changes to reflect the requirements of the regulatory guidance. On an ongoing basis, the Committee specifically consider the information and evidence necessary to provide the required assurance. The Annual Assurance Statement for 2024/2025 was approved at the meeting of the council’s Housing and Technical Resources Committee on 8th October 2025. Chair’s signature: Date: 95
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Appendix 2 Assurance Requirements What Assurance required How assurance is evidenced Monitor and report performance Performance Management Framework in place and appropriately reported On an annual basis a report is provided to Housing and Technical Resources Committee on performance against Scottish Social Housing Charter requirements. Performance against the charter requirements for 2024/25 will be reported to Committee in December 2025. Effective Resource and Service planning arrangements are in place. Resource and Service plans are in place to monitor progress at different levels of the planning hierarchy i.e., Community Plan, the Connect (Council) Plan, Resource and Service Plan actions and measures. Progress against Connect and Resource Plan objectives are reported to Housing and Technical Resources Committee and Executive Committee on a twice-yearly basis. In conjunction with the above, the Resource Learning and Development Plan plays a key role in delivering assurance and as such we are committed to providing the highest levels of professionalism across our services. As part of this plan and to further support our commitment, we signed up to the Chartered Institute of Housing Scotland’s, ‘Housing Professionalism Commitment’ in June 2024. Appropriate Internal Audit arrangements are in place A comprehensive internal audit programme is reviewed and implemented yearly in line with service requirements. Progress against the audit programme is reported to Finance and Corporate Resources Committee annually. Equality and Diversity Equality and diversity issues are effectively considered when making decisions. Work within the Resource in relation to equality and diversity is reported to Housing and Technical Resources Committee on an annual basis. The next update will be presented to Committee on 8 October 2025. 96
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What Assurance required How assurance is evidenced Involve tenants and other relevant service users Council and Resource Customer satisfaction levels The Resource has a rolling programme of customer satisfaction surveys in place. These are used to inform policy and service development. Key results from the survey programme are reported to the Housing and Technical Resources Committee as part of the annual report on performance against the Scottish Social Housing Charter. Customer Involvement and Scrutiny Programme in place and being delivered The Customer Involvement Strategy was reviewed in conjunction with members of the Tenant Participation Co-ordination Group and was open for consultation between September and December 2023. The strategy was approved by Housing and Technical Resources Committee on 7 February 2024, with the first annual update to be reported to Committee on 8 October 2025. Legal obligations Ensure that all legal obligations associated with housing and homelessness are adhered to. The Resource Strategy and Policy Review Framework ensures policies and strategies are reviewed on a cyclical basis to confirm that they are delivering the intended outcomes, reflect changes in policy/services context and are consistent with legal and regulatory requirements. An update on the framework is presented to Housing and Technical Resources Committee on an annual basis, with the next update scheduled for Committee in March 2026. Risk Management Strategy is reported to the Housing and Technical Resource Committee on a yearly basis. The next update will be reported to Committee on October 2025. This council’s approach to risk management promotes consideration of risk in service delivery, planning and decision-making processes. The Strategy requires Resources to record and review risks and control actions regularly. Tenant and resident safety Have evidence to ensure that all legal obligations associated with tenant and resident safety are met. Effective systems for monitoring and reporting health and safety issues are in place within the Resource and monitored through the council’s 97
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What Assurance required How assurance is evidenced Corporate Management Team. Any proposals to address emerging health and safety requirements would be reported to Housing and Technical Resources Committee and the Annual Return on the Charter. 98
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Housing and Technical Resources) Executive Director (Finance and Corporate Resources) Subject: Additional Staffing – Building Services 1. Purpose of Report 1.1. The purpose of this report is to:- provide an update on the review of the use of external sub-contractors, proposing in-house resourcing options, revised Out of Hours structure and Void Management delivery within Building Services 2. Recommendations 2.1. The Committee is asked to approve the following recommendations(s):- (1) that the in-house resourcing option for the Fixed Electrical Testing Programme (Housing), Kitchen Upgrade Programme (Housing) and Fencing Works (Housing), and the proposal for additional resources, be approved; (2) that the Out of Hours Team resourcing option for the Standby Team, and the proposal for addition resources, be approved; (3) that the resourcing option for the Voids Team, to make 12 temporary staff (11 temporary trades operatives and one Building Services Officer) permanent and the addition of a further 7 trades operatives, to maintain progress achieved to date while reducing overtime costs, be approved; and (4) that the addition of posts to the Housing and Technical Resources’ establishment, as detailed in Section 5 of the report, be approved. 3. Background In-House Resourcing 3.1. The Housing and Technical Resource has undertaken a review to establish and prioritise opportunities to reduce external contractor spend and subsequently bring work in-house in relation to Property Services. The result of the review concluded the following areas should progress:- Fixed Electrical Testing (Housing) Fencing Works (Housing) Kitchen Upgrade Programme (Housing) Out of Hours - Standby 3.2. The Housing and Technical Resources out of hours and standby team arrangements have been reviewed to provide more resilience to deliver emergency repairs. The out of hours and standby teams were created in June 2022 to address specific service needs and reduce the effect on service delivery of the wider repairs team. 11 99
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3.3. There are 3 teams consisting of 3 joiners, 3 plumbers, and 3 electricians, each allocated within each team, therefore 18 staff in total. The out of hours repairs service operates from 16:00 to 23:45 Monday to Friday, with standby from 23:45 until 08:00. On Saturday and Sunday, the teams cover 08:00 to 23:45, and standby from 23:45 to 08:00. Voids 3.4. In response to the backlog to properties that were classified as void, additional resources were established within Building Services on a temporary basis, with the aim of improving timescales, particularly to positively impact on new tenants, support homelessness by reducing the overall number of void properties being reported monthly. A total of 11 tradespersons were recruited on a temporary contract basis. However, these arrangements are in place on a fixed term basis until December 2025. 3.5. This enabled a dedicated team to be allocated to work on void properties and has resulted in a material improvement of void management KPIs. 3.6. Since the temporary resource has been in place, the following progress has been achieved and maintained:- void property numbers have now fallen significantly from a high of 411 in 2024 to consistently being under 200 now for the last 12 months 3414 voids have been turned around since 1 April 2024 to 31 March 2025 the total days to let properties is a benchmarked Charter Indicator and has improved by over 25% since the additional resources were introduced the average days to let for 2024/2025 across South Lanarkshire is 19 days, against our target of 26 days. This is a continued decrease from 22 days in 2023/2024 and 23 days in 2022/2023 we have now almost eliminated the use of sub-contractors on voids with over 99% of works now being completed in-house by Building Services high levels of customer satisfaction from new tenants on the quality of properties being handed back since September 2024, with 933 reported as being satisfied with the condition of their new property out of 938. Follow up surveys on any not satisfied are carried out to address any remaining concerns 3.7. This improved performance contributes to the Council’s overall objectives and responds directly to challenges created by the housing crisis. By making this team permanent, Building Services will maintain improvements in service delivery and reduce ongoing costs to the HRA. 4. Proposal In-House Resourcing 4.1. Subject to approval and following a review of all possible options for Building Services to take work programmes in-house, the following areas were considered and will progress to implementation phase. Fixed Electrical Testing (Housing) Kitchen Upgrade Programme (Housing) Fencing Works (Housing) 4.2. For fixed electrical testing, it is proposed that 10 electricians are added to the establishment and that plant, vehicles and equipment are purchased. This will allow for the full housing fixed electrical testing programme and remedial works to be 100
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delivered completely in-house, removing the need for sub-contracting the works and giving greater control over resources and standards of service. 4.3. Similarly, in relation to the kitchen upgrade programme, it is proposed that 8 joiners, 4 building service operatives, one plasterer, 2 plumbers are added to the establishment, and that plant, vehicles and equipment are purchased. Again, this will allow for the full housing kitchen upgrade programme to be delivered completely in-house, reducing the cost/reliance of sub-contractors and increasing control. 4.4. It is also proposed that for the fencing works programme, 10 joiners are added to the establishment, along with necessary plant, vehicles and equipment. Using the same logic as above, this will allow for all external fencing works to be delivered completely in house and simultaneously provide additional flexibility of general joinery repairs where required. This removes the need for sub-contracting the works and giving greater control over resources and standard of service. Out of Hours - Standby 4.5. It should be noted that the out of hours and standby team has no provision to provide cover for rest periods when standby teams are called out, holidays or sickness cover. To address within the current arrangements, the proposal is to expand the team to include a further 2 tradespersons (a plumber and joiner which are the busiest trades), ensuring cover for any resource gaps moving forward. Voids 4.6. The initial temporary proposal was for 12 temporary staff, which included 1 Building Services Officer and 11 trades operatives, was focused on reducing void numbers. As part of the evaluation process of the current arrangements, the following was also considered:- levels of overtime across the Resource that has been required in associated with the completion of void works the further positive impact that can be made in number of voids, void timescales, Energy Performance Certificates (EPCs), hand over to tenants quicker, improved outcome 4.7. It is proposed that along with making the temporary team permanent, there is a business case to support the recruitment of 7 additional trades operatives:- 2 electricians 2 plasterers 2 painters one joiner 5. Employee Implications In-House Resourcing 5.1. It is proposed for the Fixed Electrical Testing (Housing) programme that the following posts should be added to the Housing and Technical Resources’ establishment on a permanent basis:- 101
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Post No of Posts Grade SCP range Hourly Rate Annual salary Gross Cost inc on costs 29.7% Total cost Trades operative (electrician) 10 G3 L2 63-65 £22.36- £22.85 £43,136- £44,079 £55,947- £57,171 £559,479- £571,710 Total £559,479- £571,710 5.2. It is proposed for the Kitchen Upgrade Programme that the following posts should be added to the Housing and Technical Resources’ establishment on a permanent basis:- Post No of Posts Grade SCP range Hourly Rate Annual salary Gross Cost inc on costs 29.7% Total cost Trades operative (Joiner) 8 G2 L4 55-57 £19.96- £20.53 £38,501- £39,605 £49,936- £51,368 £399,494- £410,944 Trade Operative (Plumber) 2 G2 L4 55-57 £19.96- £20.53 £38,501- £39,605 £49,936- £51,368 £99,873- £102,736 Trade Operative (Plasterer) 1 G2 L4 55-57 £19.96- £20.53 £38,501- £39,605 £49,936- £51,368 £49,936- £51,368 Building Services operative 4 G1 L4 30-31 £19.96- £20.53 £28,610- £28,951 £37,107- £37,550 £148,431- £150,200 Total £697,734- £715,248 5.3. It is proposed for the Fencing (Works) Programme that the following posts should be added to the Housing and Technical Resources’ establishment on a permanent basis:- Post No of Posts Grade SCP range Hourly Rate Annual salary Gross Cost inc on costs 29.7% Total cost Trade Operative (Joiner) 10 G2 L4 55-57 £19.96- £20.53 £38,501- £39,605 £49,936- £51,368 £499,368- £513,680 Total £499,368- £513,680 Out of Hours - Standby 5.4. It is proposed that the following posts should be added to the Housing and Technical Resources’ establishment on a permanent basis:- 102
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Post No of Posts Grade SCP range Hourly Rate Annual salary Gross Cost inc on costs 29.7% Total cost Trades operative 2 G2 L4 55-57 £19.96- £20.53 £38,501- £39,605 £49,936- £51,368 £99,873- £102,736 Total £99,873- £102,736 Voids 5.5. It is proposed that the 12 FTE temporary posts are made permanent and that 7 FTE additional permanent posts are created and added to the establishment:- Post No of Posts in current team (temp) No of Posts propo sed (perm ) Grade SCP range Hourly Rate Annual salary Gross Cost inc on costs 29.7% Total cost Building Services Officer 1 1 G3 L2 63-65 £22.36- 22.85 £43,136- £44,079 £55,947- £57,171 £55,947- £57,171 Trades operative (Current) 11 11 G2 L4 55-57 £19.96- £20.53 £38,501- £39,605 £49,936- £51,368 £549,305- £565,048 Trades operative 0 7 G2 L4 55-57 £19.96- £20.53 £38,501- £39,605 £49,936- £51,368 £349,557- £359,576 Total 12 19 £954,811- £981,796 6. Financial Implications In-House Resourcing 6.1. All 3 areas outlined in 5.1 to 5.3 are deemed cost neutral as works currently being sub-contracted in full. Total cost for all 3 work programmes detailed in section 5 is up to £1.936 million. This total figure includes additional vans to support the additional in-house work activities. Out of Hours - Standby 6.2. The proposed new structure would increase staffing costs by £0.103 million and can be managed within the existing budget for property services. Voids 6.3. Converting the current team of 1 Building Services Officer and 11 temporary operatives to permanent would mean an ongoing cost of £0.622 million per annum, however this cost is already being incurred and is covered by payment from HRA for the delivery of service. Additional trades posts 7. Climate Change, Sustainability and Environmental Implications 7.1. This report implements no changes that would affect climate change, sustainability or environmental implications. 8. Other Implications 8.1. As the in-house resourcing proposal is a significant change in resource levels, it is expected that a recruitment/marketing campaign would be beneficial to increase 103
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awareness of upcoming vacancies, encouraging the best candidates to apply for the new roles. 8.2. The standby team provide an important service within the structure of South Lanarkshire Councils repairs policy where we are providing an out-of-hours emergency repairs service to vulnerable and elderly tenants 24hrs/7 days a week, so it is imperative we make this service cost effective to be able to carry out this role within the Council. The standby team also work with other departments to carry out repairs to keep them within response times and making sure tenants are not at risk. 8.3. The Scottish Government declared a Housing Emergency on 15 May 2024. There is a link in improvements in void turnaround times and being able to reduce the time families and children spend in temporary accommodation. Improved void performance can also assist with improved availability of temporary accommodation to avoid the council breaching its obligations under the Unsuitable Accommodation Order. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This Report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. Trade Unions have been updated via the Joint Consultative Committee with further consultation planned once this report is approved. Stephen Gibson Executive Director (Housing and Technical Resources) Jackie Taylor Executive Director (Finance and Corporate Resources) 25 September 2025 Link(s) to Council Values/Priorities/Outcomes Excellent Employer Focused on people and their needs Effective and Efficient 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: 4862 (Tel: 01698 454862) E-mail: craig.jardine@southlanarkshire.gov.uk 104
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Acquisition of Right of Access to Land and Construction of Affordable Homes at Calderwood Road, East Kilbride 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval from the Housing and Technical Resources Committee to secure a right of access over land at Cornfoot Crescent to enter into the area of land at Calderwood Road, East Kilbride from Persimmon Homes, on which 37 affordable housing properties will be constructed by Persimmon Homes, for inclusion in the Council’s housing stock [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the acquisition of the right of access over the land at Cornfoot Crescent, East Kilbride (delineated on the plan at Appendix 1) leading to the area of land at Calderwood Road, from Persimmon Homes, and the funding package for the acquisition of the right of access over the land and construction by Persimmon Homes on the area of land at Calderwood Road, East Kilbride of 37 affordable homes for a total price of £7,818,210 (which includes the cost of South Lanarkshire Council (SLC) internal Fees) (exclusive of Value Added Tax), be approved; 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 pertaining to these transactions and enter into all necessary legal agreements on terms which are in the best interests of the Council; (3) that it be noted, the award of a negotiated works contract to Persimmon Homes for the construction of the 37 affordable housing units on the land at Calderwood Road, East Kilbride, from which title to access the site is to be acquired as recommended at Clause 1, will be secured in accordance with the Council’s Standing Orders on Contracts; and (4) that it be noted the transfer of development land from the Corporate Land Bank to the Housing Revenue Account for the Gross Value of £1 million, with costs of any site abnormalities to be deducted from this value once identified. 3. Background 3.1. The Local Housing Strategy 2022 to 2027 was approved at the Executive Committee on 30 November 2022. In doing so, it was noted that the Council and its partners gave a commitment to actively seek opportunities to develop housing across South Lanarkshire to meet housing need and support social and economic regeneration. 12 105
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3.2. On 30 November 2022, the Executive Committee approved a new affordable housing supply target for the Council, aiming to deliver an additional 1,300 homes by 31 March 2027. The proposal was for this to be delivered through a combination of new council homes and the acquisition of existing homes from the market, with the new sites set out within the Strategic Housing Investment Plan which (SHIP). On 27 November 2024, as part of approval of the Strategic Housing Investment Plan 2025 to 2030, Housing and Technical Resources was advised that due to a range of external factors this target was unlikely to be achieved, however efforts and focus was still being given to maximise the number of additional council homes to be delivered by March 2027. 3.3. On 27 November 2024, the Strategic Housing Investment Programme 2025 to 2030 was approved by the Housing and Technical Resources Committee. This includes projects with a total potential capacity for delivering up to 1,995 affordable homes in South Lanarkshire over the 5-year period to March 2030 and included reference to new council homes proposed at Calderwood Road, East Kilbride. 4. Proposal 4.1. In April 2025, the Council commenced discussions with Persimmon Homes regarding the opportunity to acquire land that will provide access to vacant council- owned land, located to the Southeast of Hunter Primary School, which is currently land locked. Persimmon Homes expressed a desire to utilise this as an opportunity to develop new affordable homes for the Council through a turnkey arrangement, with the Council paying staged payments for each key stage completed for each house. The mix of houses across the sites consists of 3-bedroom semi/terraced houses, 4 bed semi-detached houses and 2-bedroom cottage flats and terraced houses. It is anticipated that these houses will be complete in 2026/2027. 4.2. Persimmon Homes own the existing residential development to the Southeast of the land at Calderwood Road, East Kilbride which is otherwise land locked as mentioned at Clause 4.1. 4.3. As part of those discussions with Persimmon Homes, the costing and financial proposals provided by Persimmon Homes have been assessed by the Council and the funding package presents value for money for the Council. 4.4. It is therefore proposed to enter into a Development Agreement with Persimmons Homes that will secure access to the Council site at Calderwood Road and the construction of 37 affordable homes, with missives subject to the following suspensive conditions:- that Persimmon Homes obtain planning consent on terms agreeable to the Council that the Council receive Scottish Government grant funding approval from the Affordable Housing Supply Programme. 4.5. Following the reasonable satisfaction of the above suspensive conditions the contract would then proceed on the below basis:- the Council will acquire servitude right on land in exchange for the land payment the balance for each property constructed will then be paid on completion of the following stages – Floor Slab, Wind and Watertight, and Completion 106
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the Council will receive a third-party warranty covering defects and structure for a period of no less than 10 years each party will be responsible for their own legal fees 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. Acquisition of the right of access and contract for the construction of the properties will be funded from the Housing Revenue Account, Capital Programme and will be eligible for Scottish Government Affordable Housing Supply Programme grant funding which will reduce the overall cost to the Council. 6.2. The proposed purchase price for each unit type compares favourably with the asking prices of the same house types within the development and prices of similar new properties on the open market. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within the report. All homes will be built to Housing for Varying Needs standards and Silver aspect 2 level for energy standards. 8. Other Implications 8.1. Should the acquisition of the right of access and construction of the 37 homes from Persimmon Homes not progress, there may be implications to the Council’s ability to meet increasing housing need in the East Kilbride area. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 18 September 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Good quality, suitable and sustainable places to live Previous References Local Housing Strategy 2022 to 2027 – Executive Committee, 30 November 2022 Housing Supply Target – Executive Committee, 30 November 2022 107
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List of Background Papers Strategic Housing Investment Programme 2024 to 2029 – Housing and Technical Resources Committee, 8 November 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Amy Roxburgh, Property Manager (Consultancy Services) Ext: 3517 (Tel: 01698 453517) E-mail: Amy.Roxburgh@southlanarkshire.gov.uk 108
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Thankerton Hall – Community Asset Transfer to the Thancard Trust 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the request for the disposal of Thankerton Hall to the Thancard Trust 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 Thankerton Hall, 49 Station Road, Thankerton, ML12 6NZ, be disposed to the Thancard Trust 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. Thankerton 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 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 the South Lanarkshire Council meeting on 27 March 2024, the Executive Director (Housing and Technical Resources) obtained approval for temporary delegated authority to enter into annual arrangements with community organisations to take over the management of facilities affected by budget decisions. The annual lease of the property to the Thancard Trust was approved by delegated powers with a date of entry of 2 October 2024. 13 111
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3.3. The Community Group subsequently submitted a request for the CAT of the hall by sale, the validation date for which was 12 February 2025. Legislatively a decision should have been made by the 12 August 2025. However, the extents requested under the CAT application were reduced following discussions between the applicants and the Council. A request to extend the process to accommodate this alteration and the Committee schedule has been approved by the applicant who has agreed to this matter being presented at Committee on 8 October 2025 for consideration. 3.4. Public consultation was undertaken between 3 February and 12 March 2025 with one objection received, based on potential issues with noise, traffic, and parking. These issues have been noted by the applicants and will be addressed in the proposed operation of the property. As part of the organisation’s independent consultation, a survey has shown a level of 98% support from local residents for the proposed asset transfer. 3.5. The request was placed before the Community Asset Transfer Assessment Panel on 30 July 2025 when the following matters were taken into consideration. 3.6. Property 3.6.1. The property, which extends to 277 sq m or thereby, is on a site extending to 905 sq m or thereby, is shown on the attached plan. It comprises a single storey brick roughcast hall with a pitched slate roof. The building has a mixture of single glazed timber and double glazed UVPC windows and a mixture of cast-iron and UVPC rainwater goods and timber doors. A vehicular access route leads past the eastern elevation to a small car park at the rear, surfaced with red stone chips. There is a disabled access ramp to the rear of the building. An area of landscaping and bushes separates the site from the main road. There is an electricity sub-station bounded with metal palisade fencing located at the north-eastern corner of the site. 3.6.2. The property is currently used by the applicant for the purposes of operating a scout troop, with hires to local community groups for their own activities. As there is no proposed change of use or development, planning consent will not be required for continued use. Any subsequent alterations to the layout or use of the property/site may require the relevant consents and this would be the responsibility of the group to obtain. 3.7. Organisation 3.7.1. The Thancard Trust is registered as a SCIO number SC0519909, having registered this entity on the 4 August 2022 with the office of the Scottish Charitable Register. 3.7.2. The Thancard Trust has existed since 2022. The membership comprises a number highly motivated individuals with a diverse range of skills who are active in community representation via the community council and other such organisations. The introduction of key individuals from the Biggar Scout Group’s leadership has brought new skills and diversified the membership, which has been beneficial to the ongoing operations of the trust. It is anticipated that this will offer an additional degree of successional planning. 112
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3.8. Project 3.8.1. 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 access to 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 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 subject. The risks of the transfer are considered low, as the property is an existing/established community hall and surrounded by land, owned by the Council and used as a play area. Therefore, it is not considered that the property has any realistic alternative development potential. 4.4 Within their asset transfer request, the Thancard Trust 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 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 J and E Shepherd Chartered Surveyors which reported that the Market Value of the property with vacant possession as at 29 August 2025, may be fairly stated as being in the sum of £45,000 (Forty-Five Thousand Pounds). 5. Proposal 5.1. It is proposed to sell Thankerton Hall, 49 Station Road, Thankerton, ML12 6NZ to The Thancard Trust, on the following principal terms and conditions:- 1. the purchaser will be the Thancard Trust 2. the purchase price is £9,000 (Nine thousand pounds) 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 £9,000, for the Council’s General Services Account (assumes an 80% discount on the Market Value of £45,000 noted in section 4.5). 113
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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 had until 12 August 2025 to make a decision. The group 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 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) 17 September 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Caring, connected, sustainable communities. Previous References South Lanarkshire Council – 27 March 2024 List of Background Papers Application and supporting documents via Planning Portal ref CAT/25/0002 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 114
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Carstairs Junction Hall – Community Asset Transfer to Soul of the Junction SCIO 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the request for the lease of Carstairs Junction Hall to Soul of the Junction 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 Carstairs Junction Community Hall and adjacent car park, 1 St Charles Avenue, Carstairs Junction, Lanark, ML11 8PQ, be leased to Soul of the Junction 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. Carstairs Junction Community 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 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 the South Lanarkshire Council meeting on 27 March 2024, the Executive Director (Housing and Technical Resources) obtained approval for Temporary Delegated Authority to enter into annual arrangements with Community organisations to take over the management of facilities affected by budget decisions. The annual lease of the property to the Soul of the Junction was subsequently approved by delegated powers with a date of entry of 14 November 2024. 14 117
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3.3 The organisation subsequently submitted a request for CAT of the facility, based on a 20-year lease. The validation date for this application was 14 April 2025 and legislatively a decision is required by 14 October 2025. Public consultation was undertaken between 14 April and 4 May 2025, and 4 supporting comments were received. 3.4 The request was placed before the Community Asset Transfer Assessment Panel on 30 July 2025 when the following matters were taken into consideration. 3.5. Property 3.5.1. The asset comprises a single storey timber hall on a brick base with pitched tiled roof, extending to 257 sq m or thereby. The property has painted timber single glazed windows and UVPC rainwater goods. Internally, floors are timber, walls are partition and there is electric heating. The accommodation comprises a main hall with stage, meeting room, kitchen and toilets. The site extends to 1,231 sq. m and comprises a tarmac car park to the front of the property and grassed areas to the rear and sides. 3.5.2 The property is currently used by the applicant as a community hall and café. As there is no proposed change of use or development, it is not anticipated that planning consent will be required for continued use. 3.6. Organisation 3.6.1. The organisation is registered as a SCIO with the office of the Scottish Charitable Register, having registered this entity on 18 September 2024 (number SC053656). This organisation was established specifically with a view to progress an asset transfer. 3.6.2. The Organisation has been formed for the public benefit of the Community of Carstairs Junction. Its purpose is the provision of recreational facilities, or the organisation of recreational activities, with the object of improving the conditions of life for the persons for whom the facilities or activities are primarily intended. 3.6.3 The organisation took possession of the premises on 14 November 2024 through a one-year concessionary lease, although use of the facility was delayed due to storm damage and repairs being carried out to the venue. . 3.7. Project 3.7.1. The organisation was established purely for the purpose of potential asset transfer and has not operated fully to date. Although it has limited experience within the third sector, the individuals involved have experience in commercial ventures, which indicates a good capacity to develop and implement the proposed objectives of the project. The organisation has successfully applied for several grants to assist with overheads and capital refurbishments. 3.7.2 A Community Benefit assessment was carried out with a rating of excellent equating to a 100% discount on the rent. 4. Assessment 4.1. The property is suitable for the proposed use. Given the track record of the organisation and the experience gained of managing and operating the facility during the initial lease, the organisation appears to have the capacity and funds to manage the facility. 118
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4.2. The longer lease will enable the Club to continue to operate the facility and remove liability for the Council in grounds maintenance. In addition, the sale will allow the organisation to pursue external funding for the development of the facility. 4.3. The Council has no alternative operational requirement for the subject. The risks of the transfer are considered low, as the property is purpose-built, surrounded by land owned by the Council and the Council will retain ownership of the hall as landlord. Therefore, it is not considered that the property has any realistic alternative development potential. 5. Proposal 5.1. It is proposed that Carstairs Junction Community Hall and adjacent car park, 1 St Charles Avenue, Carstairs Junction, Lanark, ML11 8PQ, be leased to Albert FC Ltd, on the following principal terms and conditions:- 1. the tenant will be to Soul of the Junction 2. the lease will be for a period of 20 years, with agreed break options 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 – community hall and cafe 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 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 lease outlined in this report is approved by the Committee, it will remove any liability to the Council for vacant property holding costs. 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. 119
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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) 18 September 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Caring, connected, sustainable communities. 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 120
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Review of the Community Asset Transfer Assessment and Approval Process 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on refreshed governance arrangements in relation to the assessment of Community Asset Transfer (CAT) (and associated) Concessionary Lease applications received by South Lanarkshire Council 2. Recommendations 2.1. That Committee is asked to approve the following recommendations:- (1) that the updated governance arrangements relating to the assessment of Community Asset Transfer (and associated Concessionary Lease) applications received by South Lanarkshire Council, as detailed in Appendix 1, be approved. 3. Background 3.1. Over the past 2 years there has been a significant increase in the number of enquiries and formal CAT applications received by the Council. As well as increasing in number, the operating context for CATs has become more complex, with applicants often seeking to utilise assets that the Council or South Lanarkshire Leisure and Culture (SLLC) SCIO are considering disposing of because of budgetary pressures. 3.2. Considering this, a review of internal processes for assessing CAT applications and consideration of Concessionary Leases was conducted by Housing and Technical Resources. The focus of this review was to ensure that the approach enabled the Council to continue to operate in a manner consistent with requirements set out in legislation and statutory guidance, whilst being reflective of the dynamic environment in which it operates. 3.3. As part of the commitment to improving CAT processes, on 2 September 2025 at Blantyre Community Hub a delegation of council officers met with representatives of community groups who had been through CAT applications. Led by the Chief Executive, the Council delegation heard from 8 groups who had been through CATs between 2016 and 2025, with the general theme being that processes had improved considerably over that period. While every CAT is different, and some bring up obstacles that need to be overcome, common areas where further improvements might be made were agreed, and commitments were made by all parties to continue to work together to improve processes. 15 123
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4. Current Approach 4.1. At present, all enquiries are routed through the Council’s dedicated CAT officer who works with the applicant to ensure that they are:- ♦ legislatively eligible ♦ have a viable plan ♦ that the land or property in question is not (or is not planned to be) a key part of the Council’s statutory or non-statutory operations 4.2. Following the formal consultation period and validation of the application, the CAT working group, comprising of representatives of the relevant Resources, assess the collated information from the specific perspective of the Services and meet to confirm that the application meets legislative standards, identify any gaps and complete a Community Benefits Assessment. An internal report is then submitted to a Community Asset Transfer Panel for consideration. This panel consists of the Head of Property Services, a senior representative from Finance (Strategy) and a representative of the Community and Enterprise Service. The panel formulate a decision based on the information contained in the report. 4.3. Following this, the panel can decide to:- 1. Recommend that the application is approved - a report will be submitted to the Housing and Technical Resources Committee seeking approval, or 2. Refuse the application - a response will be sent directly from the Head of Property Services to the applicant outlining the reasons for the decision. 4.4. The Council’s standing orders (Terms of Reference -The Council, Committees and Associated Forums) set out the arrangements for consideration of internal reviews by elected members via the Asset Transfer Panel (a sub-committee of the Housing and Technical Resources). Applicants also have a further right of appeal to Scottish Ministers should they be dissatisfied by the decision of the Council’s internal review. 4.5. If approved by Committee, terms are offered to the applicant body who can choose to accept them or formally request a local appeal through the Asset Transfer Panel, or directly to Scottish Ministers if they are of a view that the terms offered by the council differ greatly from their expectation. 4.6. Once notified of the decision, the applicant has a period of 20 working days to request an internal review by the Council. 4.7. When a proposed CAT does not meet the required criteria, consideration is given to enabling the continued use of the building through a Concessionary Lease for an agreed period. This is based on the principle that this may allow time for the applicant to get themselves into a position where they meet the criteria for a CAT. 4.8. Where the initial CAT application is converted to a Concessionary Lease, the approach to scrutiny and approval of applications is the same as that noted above for CATs. However, lease arrangements do not have statutory right to appeal. 124
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5. Refresh of approach and governance arrangements 5.1. With the aim of ensuring the Council’s approach continues to align with statutory guidance and to further improve transparency in the context of continuing high levels of applications, the following immediate actions have been made:- ♦ A refresh of the report template used for progressing applications through Housing and Technical Resources Committee, ensuring clarity on what is being recommended and the required steps that officers have taken to reach that recommendation in line with statutory guidance. ♦ Removal of the terminology and references to ‘CAT Lite’ from any future discussions and reporting. The CAT Lite approach was established in 2023/2024 as a mechanism to mitigate proposed asset savings across the Council and no formal governance arrangements exist to ensure it is appropriately applied. Focus will instead revert to “concessionary leasing” as a potential option should a full CAT application not be appropriate. This is considered to more accurately reflect the transaction and avoid the implication that the Concessionary Lease is essentially a staging post to a full CAT, with the application and approval process for the Concessionary Lease being the same, requiring formal approval. ♦ Recognising the role of Concessionary Leases in supporting groups to prepare for a full CAT application, flexibility will now also be given to their duration. 12- month leases are often not long enough for groups to prepare and apply formally, and by offering flexibility this will encourage and support those who need additional time. The length of lease offered will be determined in conjunction with the community group and reported to the panel (and Committee) for consideration. 5.2. The review identified that it would be beneficial to strengthen the arrangements for consideration of CATs and in particular the role and membership of the CAT Panel. A key focus of this would be to ensure appropriateness of group representation and clarity in terms of the role of relevant services across the Council to enable a thorough assessment of each application. This includes:- ♦ formalising an initial assessment of each application by the CAT Officer and the Estates and Assets Manager ♦ refining the current approval route of applications to minimise the risks associated with the applicants suggesting the Council has not acted in accordance with its statutory functions or within the guidance ♦ expansion of the appraisal to ensure systematic consideration of whether there are reasonable grounds for refusal, including as to whether:- ♦ the benefits of the asset transfer request are judged to be less than the benefits of the status quo, (that is, continued operational use) or an alternative proposal ♦ the request would restrict the Council’s ability to carry out its functions ♦ another obligation on the Council prevents or restricts its ability to agree to the request As part of these considerations, budgetary implications to the Council will be considered across each area:- ♦ Terms of Reference, including membership, being established for the CAT Working Group, providing detail as to the remit of the Chair, each member and the Resource or Service they represent 125
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♦ clear Terms of Reference being established for the Panel, providing detail as to the role of the Chair, each member and the Resource or Service they represent. The role of the Asset and Estates Manager will also be defined, enabling them to present recommendations and key considerations ♦ refreshed membership of the Panel, ensuring appropriate representation from across each Council Resource. Suggested membership is detailed in the Terms of Reference attached at Appendix 1 ♦ establishing a standardised approach for the Housing and Technical Resources Resource Management Team to consider the application based upon recommendations of the Panel prior to submission to Committee ♦ formalising the approach to informing and updating local elected members of CAT applications for their ward, confirming the basic details of the application and the process through which the Council will determine the application 5.3. As required by the Scottish Government guidance (Asset Transfer Guidance for Relevant Authorities, Paragraph 10.11) when comparing the benefits of other proposals to the benefits of an asset transfer request, the benefits of the other proposals will be considered on the same basis as those used for the asset transfer request. 6. Next Steps 6.1. Subject to approval from the Committee, the refreshed governance arrangements within this report, alongside an overview of recent CAT and Concessionary Lease activity, will be implemented. 7. Employee Implications 7.1. There is no employee implications associated with this report. 8. Financial Implications 8.1. There are no financial implications associated with this report. All CAT or Concessionary Lease applications received are individually assessed, with any financial implications for the Council considered as part of this process. 9. Climate Change, Sustainability and Environmental Implications 9.1. This report does not currently introduce a new policy, function or strategy which impacts the natural environment, climate change or sustainability. 10. Other Implications 10.1. There are no other implications associated with this report. All Community Asset Transfer or Concessionary Lease applications received are individually assessed, with all implications for the Council considered as part of this process. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not currently introduce a new policy, function or strategy which requires the completion of an Integrated Impact Assessment or wider consultation. Stephen Gibson Executive Director (Housing and Technical Resources) 11 September 2025 126
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Link(s) to Council Values/Priorities/Outcomes ♦ Focused on people and their needs ♦ Working with and respecting others ♦ Accountable, effective, efficient, and transparent ♦ Ambitious, self-aware, and improving ♦ We will work to put people first and reduce inequality ♦ We will work towards a sustainable future in sustainable places ♦ Good quality, suitable and sustainable places to live ♦ Caring, connected, sustainable communities ♦ People live the healthiest lives possible Previous References ♦ None List of Background Papers ♦ None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 127
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Appendix 1 Community Asset Transfer Panel (CATP) Terms of Reference Membership Members Resource Community Asset Transfer Panel Head of Property Services (Chair) HTR Finance Manager (Strategy) FCR Legal Services Representative FCR Community Engagement Manager FCR Partner Liaison Manager CE Assets and Estates Manager (attendee) HTR Role of Panel ♦ To consider applications for Community Asset Transfers and Concessionary Leases ♦ To make recommendations to the Executive Director (Housing and Technical Resources) as to whether an application should be approved or declined, recommending any conditions or qualifications that should be applied as appropriate. Remit 1. A report will be provided to the Community Asset Transfer Panel (CATP) by the Asset and Estates Manager which will provide a recommendation as to whether an application should be approved or declined, detailing any conditions or qualifications that should be applied. 2. This report will confirm the outcome of an assessment of the submission for CAT against the requirements outlined in the Community Empowerment (Scotland) Act 2015 and associated statutory guidance. 3. In advance of meetings of meetings of the Community Asset Transfer Panel (CATP), the chair will circulate copies of the assessment of applications, including a community benefits assessment for transfer of a council asset for review. This will outline whether agreeing to the application would be likely to promote or improve: ♦ economic development ♦ regeneration ♦ public health ♦ social wellbeing ♦ environmental wellbeing, or ♦ reduce inequalities of outcome which result from socio-economic disadvantage 4. The report will also detail whether the: ♦ the benefits of the asset transfer request are judged to be less than the benefits of an alternative proposal, ♦ the request would restrict the council’s ability to carry out its functions, or ♦ another obligation on the council prevents or restricts its ability to agree to the request Cost implications to the council to facilitate the request may also require to be considered as part of the above. 128
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5. At the scheduled CATP meeting, members will consider the report by Asset and Estates Manager, and ♦ confirm that the report evidences whether: ♦ the group is eligible for a CAT ♦ the proposal is viable ♦ the application conflicts with any current or future plans for the site which are assessed as providing greater benefit, and ♦ the group has the capacity and financial ability to progress the transfer and deliver the prosed service. ♦ Make a recommendation to the Executive Director of Housing and Technical Resources as to whether the application should be approved or rejected. 6. The CATP will seek to establish agreement by consensus, however, if agreement cannot be reached on an application, this will be reported by the chair to the Executive Director of Housing and Technical Resources along with a summary of the views of the panel. The Executive Director will then decide as to whether, and on what basis the application should be approved. 7. In relation to Concessionary Leases the report by the Asset and Estates Manager will note a. whether the group has noted an interest in a pursuing a CAT or have an ambition / intention to do so in the future, b. the reason they are considered ineligible for a CAT at this point NB Organisations who have advised that they have no interest in a Community Lease will be assessed solely against statutory CAT requirements. 8. Applications for a Concessionary Lease will be considered by the panel on a similar basis as that noted at 1 to 7 above for formal Community Asset Transfers. 129
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Annual Report - Mainstreaming Equality and Diversity within Housing and Technical Resources 1. Purpose of Report 1.1. The purpose of the report is to:- ♦ provide an overview of progress made in relation to mainstreaming equalities within Housing and Technical Resources during 2024/2025 ♦ highlight the key actions to be progressed during 2025/2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress made during 2024/2025, and key actions for 2025/2026 in relation to mainstreaming equalities, be noted. 3. Background 3.1. The Housing and Technical Resources Equality and Diversity Coordination Group (EDCG) has responsibility for ensuring that the Resource’s Equality and Diversity work plan is progressed, that a consistent approach is taken to mainstreaming equality and diversity across the Resource and that work undertaken links to the wider corporate equalities’ agenda. 3.2. The range of work being carried out across the Resource in relation to mainstreaming equality and diversity is reported on an annual basis, with the last report for 2024/2025 presented to Housing and Technical Resources Committee on 27 November 2024. 3.3. This report provides details of the activities progressed during 2024/2025, whilst setting out the key priorities to be progressed during 2025/2026. 4. National and Local Policy Developments 4.1. New Housing Bill The Housing (Scotland) Bill was published by the Scottish Government in March 2024 and aims to support delivery of Housing to 2040 and ‘A New Deal for Tenants’. The main objectives of the Bill are to prevent homelessness and strengthen tenants’ rights through:- ♦ the introduction of an ‘ask and act’ duty on social landlords and other bodies, such as health boards and police, to ask about a person’s housing situation, and act to avoid them becoming homeless wherever possible 16 131
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♦ reform of provision for people threatened with homelessness up to 6 months ahead, including provision for tenants experiencing domestic abuse ♦ other proposals relate to the private rented sector and include long term rent controls for private tenancies, new rights to keep pets, decorate rented homes and stronger protection against eviction The Resource has coordinated various consultations and calls for views in relation to the Bill and submitted a response to the most recent consultation, relating to rent controls and termination of joint tenancies in the private sector, in July 2025. Progress in relation to the Bill continues to be monitored. It is expected that the final Stage 3 process will take place after the Parliamentary summer recess, with Royal Assent in Autumn and approval of regulations for key parts of the Bill no earlier than November 2025. The Resource will effectively respond to any changes required to housing policy and practice locally to ensure alignment with the provisions detailed within the Bill. 4.2. Public Sector Equality Duty The Public Sector Equality Duty requires public bodies to set out, monitor and report on Equality Outcomes to address human rights and inequalities at four yearly intervals. The Equality Outcomes for the Resource for the period 2021 to 2025 focussed on homelessness with the headline Equality Outcome being ‘Prevent homelessness occurring and significantly reduce homelessness’, with specific actions and measures aligned to the Local Housing Strategy (LHS) 2022 to 2027 and Rapid Rehousing Transition Plan 2019 to 2024 (RRTP). Between January and March 2025, the Resource undertook a review of its Equality Outcomes to determine the priorities for the 4-year period, 2025 to 2029. Considering current national and local priorities, it was agreed that the focus would remain on homelessness, with a revised headline Equality Outcome ‘Prevent homelessness occurring wherever possible thus reducing its impact’. Revised actions and measures to support delivery of the revised Equality Outcome continue to align with the LHS 2022 to 2027 and the Homelessness Strategic Action Plan, which replaced the RRTP. The final progress report on the Council’s 2021 to 2025 Equality Outcomes as well as the new Equality Outcomes for 2025 to 2029 has been published and is available to view on the Council’s website. 4.3. Integrated Impact Assessment During 2024/2025, a new Integrated Impact Assessment (IIA) was introduced across the Council. The new IIA aims to ensure compliance with statutory and non-statutory duties and incorporates Equality Impact and Fairer Scotland Duty assessments as well as considerations in relation to human rights, children and young people’s rights, the Consumer Duty, sustainability and the Armed Forces Covenant Duty, as part of policy/strategy development processes. During 2024/2025, the Resource undertook a range of Integrated Impact Assessments, with details of these provided at Appendix 1. 132
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4.4. South Lanarkshire Progressive Housing Framework On 8 May 2024, a report was presented to Executive Committee highlighting the development of the South Lanarkshire Progressive Housing Framework and detailing arrangements for the implementation of the Framework. Progressive Housing is an approach which reflects the council’s response to people’s changing housing, support and care needs over the course of their lives. It aims to promote independent living through re-focusing operating models in relation to the types of accommodation provided, the location of new housing sites, the way care is provided, and the level of support that is delivered. A key aspect of progressive housing has been the development and roll-out of the Home and Health Assessment Service (HHAS), which was introduced on 1 April 2024. Delivered jointly by housing and the Occupational Therapy Service, the service takes a holistic approach to assessing medical applications for housing, ensuring that the applicant’s health needs and housing circumstances are fully taken account of to allow a more accurate assessment to be carried out. It aims to help people to remain within their existing home, however where this is not possible, an appropriate level of priority is awarded under the Housing Allocation Policy to help them move to a more suitable home. The Progressive Housing approach builds on existing joint working and aligns with wider ambitions of the Resource and SLUHSCP as set out within key strategic documents including:- ♦ The Local Housing Strategy 2022 to 2027 ♦ The Strategic Commissioning Plan 2025 to 2028 ♦ The Strategic Housing Investment Programme (SHIP) 2025 to 2030 5. Key Areas of Progress 2024/2025 5.1. Key highlights in relation to mainstreaming equalities for Housing and Technical Resources during 2024/2025 include:- ♦ 180 homes (50 new build and 130 properties bought through the council’s Market Purchase Scheme) delivered through the Council’s Affordable Housing Supply Programme, with a continued focus on ensuring that homes are accessible to meet a variety of current and future needs. Of the 50 new build council homes delivered, eight (16%) were wheelchair accessible properties, exceeding the 10% target set within the Local Housing Strategy 2022 to 2027 ♦ 862 homes adapted to support people with health conditions or disabilities to continue to live independently within their existing homes, without the need for rehousing or moving to a care setting ♦ development and implementation of the Homelessness Strategic Action Plan for 2024/2025, with specific actions and measures to help address the continued pressures and demands on homelessness services, while focussing on preventing and alleviating homelessness ♦ the successful delivery of the first year of the new Home and Health Assessment Service. This service ensures a more holistic approach to the assessment of the medical aspect of housing applications and is a key aspect of the Progressive Housing Framework 133
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♦ continued provision of tenant-led site improvements and services to the Gypsy/Traveller community, including, the installation of solar panels at both sites, the commencement of amenity unit extensions at Shawlands Crescent and engagement with residents of Springbank Park on the design of a new play area ♦ to support the objectives of The Promise Scotland, the Resource continued to work in partnership with other Council Resources and key agencies to prevent, where possible, children and young people entering the care system, and to better support care experienced children and young people. The Promise aims to ensure that care experienced children and young people grow up loved, safe and respected with better life chances as they progress into adulthood ♦ the continued development of services for sheltered housing tenants including the expansion of digital inclusion, promoting technology enabled care (TEC) initiatives to support independent living and ensuring the service is well prepared for the upcoming analogue to digital switchover of telephone land lines and dispersed alarms ♦ delivery of the fourth bi-annual sheltered tenants conference which was attended by around 150 sheltered housing tenants ♦ continued partnership working with the South Lanarkshire Autism Strategy Group and the Autism Resources Co-ordination Hub (ARCH) to raise awareness and deliver improved housing pathways for individuals and families affected by autism and other forms of neurodivergence 5.2. Further details on the above and other areas of work progressed by the Resource in relation to mainstreaming equalities during 2024/2025 can be found in Appendix 1. 6. Consultation, engagement and customer feedback 6.1. As part of the Resource’s annual consultation programme and in addition to the broader programme of engagement, officers continued to work closely with a range of equalities groups and stakeholders including:- ♦ Disability Partnership Housing Subgroup ♦ South Lanarkshire Access Panel ♦ Residents of the council’s two Gypsy/Traveller sites ♦ Sheltered housing tenants ♦ People with lived experience of homelessness ♦ Veterans/Armed Forces Community ♦ Care-experienced young people ♦ Seniors Together South Lanarkshire ♦ Violence Against Women and Girls Strategic Partnership ♦ South Lanarkshire Autism Strategy Group ♦ See Hear Strategic Working Group ♦ Financial Inclusion Network Digital Inclusion Sub-group ♦ South Lanarkshire Youth Council ♦ Bord-na-Gaidhlig During 2024/2025, the Resource continued to work in partnership with these stakeholder groups to support the development, review and implementation of key housing services and policies/strategies, including the review of the Housing Repairs Policy. 7. Complaints 7.1. During 2024/2025, there were no complaints recorded by the Resource under the Equalities category. 134
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8. Employee Learning and Development 8.1 During 2024/2025, Resource employees participated in a total of 1098 equality and diversity related e-learning activities. These are listed below:- ♦ Age Discrimination (9) ♦ Autism Awareness (3) ♦ Challenging Ageist Stereotypes (8) ♦ Communicating with People who are D/Deaf (9) ♦ Deaf Awareness (10) ♦ Disability Awareness (89) ♦ Equality and Diversity Awareness (179) ♦ Forced Marriage (9) ♦ Gaelic and Scotland (3) ♦ Gender Reassignment (99) ♦ LGB&T People and Public Services (4) ♦ Marriage and Civil Partnership (101) ♦ Race Discrimination (103) ♦ Religion and Belief (3) ♦ Sex Discrimination (97) ♦ Sexual Orientation (95) ♦ Sight Loss Awareness (3) ♦ Transgender Awareness (96) ♦ Unconscious Bias (178) The programme of equalities training continues to be rolled out by Employee Development on an ongoing basis. Specific training opportunities for Housing and Technical Resources staff will also continue to be identified by the Resource and delivered as required. 9. Key Priorities for 2025/2026 9.1 The Resource Equality and Diversity Coordination Group (EDCG) will continue to oversee and progress work in relation to mainstreaming equality across Housing and Technical Resources during 2025/2026. 9.2 Key priorities for the Resource during 2025/2026 will include:- ♦ track the Housing (Scotland) Bill as it progresses through Parliament, ensuring that the Resource responds timeously and appropriately to any new requirements arising from the Bill ♦ continue to take forward a range of actions to support delivery of the Resource Equality Outcomes 2025 to 2029, with a specific focus on preventing homelessness where possible and reducing its impact ♦ undertake Integrated Impact Assessments for all new or revised policies and strategies, as outlined in the Policy Review Schedule for 2025/2026 ♦ continue the programme of consultation and engagement with a range of equality groups to help shape housing services and practice and ensure they remain inclusive for everyone. This will include consultation on the review of the Housing Allocation Policy and Gypsy/Traveller Pitch Allocation Policy ♦ implement the Council’s Affordable Housing Supply programme to increase the supply and choice of council homes across South Lanarkshire ♦ continue to deliver adaptations in both council and private homes to support independent living for older people and those with disabilities 135
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♦ ensure delivery of the Homelessness Strategic Action Plan for 2025/2026 ♦ continue the programme of engagement with Gypsy/Travellers to deliver the 2025/2026 site masterplans, including the installation of the new play area at Springbank Park and amenity unit extensions at Shawlands Crescent ♦ continue to work in partnership with other agencies to deliver the aims and objectives of ‘The Promise’ and improve outcomes for care experienced children and young people ♦ Through the Care Inspectorate quality assurance framework, take forward a range of initiatives to improve service delivery, promote health and wellbeing and support independent living for sheltered housing tenants ♦ working in partnership with the Autism Resources Co-ordination Hub (ARCH), deliver a suite of training for Housing and Property Services staff to raise the profile of autism and other forms of neurodivergence 10. Next steps 10.1 Housing and Technical Resources will continue to implement and progress the wide range of work to support mainstreaming equality across its housing and homelessness services during 2025/2026. 10.2 Reporting arrangements for progress during 2025/2026 include to the:- ♦ Resource Management Team ♦ Parent Joint Consultative Council ♦ Housing and Technical Resources Committee ♦ Employee, Equalities, Diversity and Inclusion Forum 11. Employee Implications 11.1 There are no employee implications associated with this report. 12. Financial Implications 12.1 There are no financial implications associated with this report. 13. Climate Change, Sustainability and Environmental Implications 13.1 This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 14. Other Implications 14.1 There is a risk to South Lanarkshire Council should the Resource not comply with the relevant equalities’ duty and legislation. 14.2 The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement to the Scottish Housing Regulator. 15. Integrated Impact Assessment and Consultation Requirements 15.1 This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment or formal consultation is required. Stephen Gibson Executive Director (Housing and Technical Resources) 17 September 2025 136
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Link(s) to Council Values/Priorities/Outcomes ♦ Focused on people and their needs ♦ Working with and respecting others ♦ Accountable, effective, efficient and transparent ♦ Ambitious, self-aware and improving ♦ Fair, open and sustainable ♦ We need to put people first and reduce inequality ♦ We need to progress and improve ♦ We need to work towards a sustainable future in sustainable places ♦ Caring, connected, sustainable communities ♦ People live the healthiest lives possible ♦ Our children and young people thrive ♦ Good quality, suitable and sustainable places to live Previous References ♦ Housing and Technical Resources Committee, 27 November 2024, Mainstreaming Equality and Diversity within Housing and Technical Resources List of Background Papers ♦ Housing (Scotland) Bill (The Scottish Government – 26 March 2024) ♦ South Lanarkshire Rapid Rehousing Transition Plan 2019 to 2024 ♦ South Lanarkshire Equality Outcomes Final Report 2021 to 25 ♦ South Lanarkshire Equality Outcomes Report 2025 to 29 ♦ South Lanarkshire Local Housing Stratgey 2022 to 2027 ♦ South Lanarkshire Strategic Commissioning Plan 2025 to 2028 ♦ Strategic Housing Investment Programme (SHIP) 2025 to 2030 ♦ Homelessness Strategic Action Plan 2025/2026 Contact for further information If you would like to inspect the background papers or want further information, please contact: Cameron Mitchell, Strategy and Support Manager Tel: 01698 454862 E-mail: Cameron.mitchell@southlanarkshire.gov.uk 137
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APPENDIX 1 KEY AREAS OF PROGRESS 2024/2025 Affordable Housing Supply Programme During 2024/2025, a total of 180 additional affordable homes for social rent were delivered by the Council. This included 50 new build homes and 130 properties acquired through the Council’s Market Purchase Scheme. In delivering the new build housing programme, the Resource delivered eight wheelchair accessible homes, which accounted for 16% of all new build homes delivered. This is above the 10% target set within the Local Housing Strategy 2022 to 2027. All new homes within the programme meet the housing for varying needs standard and are ‘future proofed’, meaning they are designed in such a way that they can be easily adapted to meet the specific needs of a wide range of customers now and in the future. Adaptations Programme During 2024/2025, a total of 862 homes were adapted to support people with health conditions or disabilities to continue to live independently within their own homes, without the need for rehousing or moving to a care setting. Housing and Homelessness The fifth and final annual review of the Rapid Rehousing Transition Plan (RRTP) was reported to Housing and Technical Resources Committee on 18 September 2024 together with a new Homelessness Strategic Action Plan for 2024/2025. During 2024/2025, the operating context in relation to homelessness, locally and nationally continued to be challenging, with sustained pressures and demands on homelessness services. The Homelessness Strategic Action Plan continues to focus on the priority objectives detailed within the RRTP, while also detailing a range of high-level actions identified to address system pressures. Despite the extremely challenging context, the following progress was secured: • a continued strong focus on partnership working to deliver homelessness prevention and tenancy sustainment services. • close partnership working to develop the Strategic Commissioning Plan 2025 to 2028. • a continued focus on early detection of housing risk factors and interventions to prevent homelessness where possible, through the Integrated Housing Options model. Despite an increase in the demand for the service, over half of advice cases were closed with support being provided, preventing homelessness from occurring. • fifteen temporary tenancies were flipped to a Scottish Secure Tenancy, taking the total to 132 since the approach was introduced in 2019/2020. • 92% of homeless households who were provided with a home, sustained their tenancy for more than 12 months. • continuation of Housing First, with just over 40 households having now been supported through the programme. • the continuation of the positive Personal Housing Planning approach for vulnerable groups including women experiencing domestic abuse, care leavers and people leaving prison. • implementation of SLC Futures project in partnership with Barnardo’s and Social Work Resources to assist care experienced young people transition successfully into 138
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independent living. The Council and its partners have a strong history of delivering effective homelessness services and the partnership remain committed to continuing to work together to prevent and alleviate the impact of homelessness. Launch of the Home and Health Assessment Service Following a successful test of the model and approach, the new Home and Health Assessment Service was launched in April 2024. The service provides a more effective assessment of the health/medical aspect of housing applications and is a key aspect of the Progressive Housing Framework. The service is delivered jointly by Housing Services and the South Lanarkshire University Health and Social Care Partnership’s Occupational Therapy Service and aims to assist people to remain in their existing home where it is appropriate for them to do so. Where this is not possible, a level of priority is awarded under the Housing Allocation Policy to help them to move to a more suitable home. Over the course of the year, the service was fully embedded and provided a range of positive outcomes for applicants. The proportion of applicants awarded the highest level of medical need doubled from 3.5% under the previous service model, to 7%, demonstrating the effectiveness of the new service in identifying those in the greatest level of need. 465 applicants moved to medically suitable properties, following an award of medical priority, including 53 applicants assessed as having the highest medical need. In addition, 21 applicants were supported to remain in their own home through the provision of equipment and/or adaptations. To support delivery of the new service, local housing teams applied an enhanced approach to managing enquiries relating to medical priority. This ensures that applicants are fully aware and understand the policy position, allowing them to make an informed decision on whether to apply for medical priority. As a result of this approach, there has been a 38% reduction in the number of applications for medical priority received. Gypsy/Travellers Throughout 2024/2025, the Resource continued to ensure the appropriate provision of services to residents of South Lanarkshire Council’s two Gypsy/Traveller sites. This includes the latest phase of the resident-led site masterplans, delivering projects prioritised by residents to make significant improvements to accommodation and communal facilities on both sites, with investment from the council’s Housing Revenue Account, the Scottish Government’s Gypsy/Traveller Accommodation Fund, and the Scottish Procurement Alliance. Progress during the year included the planned programmes of amenity unit extensions at Shawlands Crescent, installation of solar panels and batteries at Shawlands Crescent and Springbank Park, and upgrades to meters at Shawlands Crescent. The installation of a play area at Springbank Park, co-designed with site residents, is underway and anticipated to be completed during 2025/2026. Support to Care Experienced Children and Young People To support the objectives of The Promise, during 2024/2025 the Resource worked in partnership to implement a number of initiatives to prevent where possible, children and 139
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young people entering the care system, and to better support children and young people experiencing care. This included: - • Breaking the Cycle team continued to support families with children to improve parenting skills, address anti-social behaviours, identify and address risk, sustain accommodation, maximise opportunities in relation to income and connect to community networks, with successful outcomes reported. • Delivery of the Housing Services and Social Work Resources continuing care protocol. Throughcare Housing Officer provides monthly ‘drop-in’ advice and assistance sessions to care-experienced young people in relation to housing matters, which has proved an extremely popular and valuable resource. • Homelessness advice YouTube video link circulated to all South Lanarkshire high schools for distribution to students during Personal Social Education classes. • SLC Futures Project successfully supported care experienced young people to transition into independent living. The Project is delivered in partnership with Social Work and Barnardo’s and provides an opportunity for young people leaving care to experience independent living in a transition flat supported by Barnardo’s before moving onto a permanent home of their own. Due to the success of the Project, a further four transition flats will be established during 2025/26. • Continued to commission specialist support from third sector to meet multiple and complex support needs, including Housing First approach. Support to Victims of Domestic Abuse The Resource has a well-established person-centred housing pathway approach for people experiencing domestic abuse. The pathway considers options to support victims that can include agency support and safety planning to remain in their current accommodation or provision of housing advice, should they wish to move to a different location. During 2024/2025, there were 33 contacts in this category, resulting in 15 housing pathways being completed, 11 being provided with extensive housing advice and signposting, two were assisted to make a homelessness presentation and five cases did not engage with the process. Refugee Resettlement Programme Since December 2015 to the end of March 2025, 77 families (282 individuals) have been settled across South Lanarkshire through the UK Refugee and Afghan resettlement programmes, supported by specialist Support Officers from the Asylum and Refugee Resettlement Team. Support for Ukrainian arrivals following the start of the Ukrainian conflict in 2022 has been provided to resettle 92 families (232 individuals) in communities across South Lanarkshire. A further 266 guests have been welcomed by 324 hosts in the area since 2022. An additional 239 Ukrainians have been supported in interim accommodation as a move on option from Scottish Government led ‘warm welcome’ hotel provision. Officers from the Resource’s Asylum and Refugee Resettlement Team continues to work closely with Youth, Family and Community Learning Officers (ESOL), within Education Resources, enabling individuals to access opportunities, positively engage with employers, communities and develop English language skills. Asylum Dispersal During 2024/2025, the Resource continued to work with a range of internal and external partners to support the implementation of the UK Government’s proposals to widen dispersal of asylum seekers. This work included ensuring the council is represented at national meetings and contributes effectively to ongoing discussions and liaison with the UK 140
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Government’s Asylum Accommodation and Support Provider and other agencies, in the identification of suitable accommodation options within South Lanarkshire. Sheltered Housing During 2024/2025, the sheltered housing service continued to ensure the delivery of high- quality services to sheltered housing tenants through a range of initiatives which included: - • Continued to promote digital inclusion for tenants, supported by the service’s Digital Champions. • Promoted technology enabled care initiatives for tenants, including the use of technology and the benefits of wearables for health and wellbeing and falls prevention, whilst also ensuring the service is well prepared for the upcoming analogue to digital switchover of telephone land lines and dispersed alarms. • Delivered a range of initiatives for tenants living with dementia to support independent living including dementia awareness training for all sheltered housing staff and dementia-friendly design principles within sheltered developments. • Worked jointly with partners including, Scottish Fire and Rescue Service, Police Scotland and Trading Standards to help ensure the safety interests of tenants were protected. • Delivery of the fourth sheltered tenants conference. This event brought together around 150 tenants from across the service creating a wider sense of community and providing an opportunity for tenants to meet new people and learn about how to improve their health and wellbeing. • Continued to produce the dedicated sheltered housing newsletter, keeping tenants up to date with local and strategic news. This included an audio version of the publication to help ensure the needs of tenants living with visual impairment were met. These actions alongside the day-to-day service provision led to 96% of sheltered housing tenants who responded to a survey stating that they were either very satisfied or satisfied with the quality of the housing support they receive. South Lanarkshire Autism Strategy During 2024/2025, the Resource continued to contribute to the work of the Council’s Autism Strategy Group to help support delivery of the South Lanarkshire Autism Action Plan. Building on the success of Autism Awareness training rolled out to Housing and Technical Resources staff in 2023/2024, during 2024/2025, an Autism Awareness Toolbox Talk was rolled out to all Building Services Operatives. As part of the Toolbox Talk, Operatives were issued with an at-a-glance pocket-sized card, offering practical tips and advice for communicating with people with autism and other forms of neurodivergence. This was considered useful for tradespersons when working in tenant’s homes. The Resource continued to receive a steady flow of referrals from the Autism Resources Co-ordination Hub (ARCH) in relation to individuals and families affected by autism and other forms of neurodivergence with particular housing needs. Working closely with local housing offices, a number of successful housing outcomes were delivered for service users following referrals from ARCH. This ranged from the provision of housing options advice to re-housing families to more suitable property types. Armed Forces Covenant During 2024/2025, the Resource continued to support delivery of the Armed Forces Covenant. Building on the principles of the current Housing Allocation Policy which makes provision for Veterans, the Resource continued to implement the Veterans / Armed Forces housing enquiries tracker to help ensure that housing issues pertaining to this equality 141
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group were resolved as quickly as possible. A total of eight cases were supported during 2024/2025. A service development session on the Covenant and “due regard” was also rolled out to staff across Housing Services. Hospital Discharge Working in partnership with colleagues in NHS Lanarkshire, the Resource continued to implement the joint hospital discharge tracker and protocol. During 2024/2025, a total of eight cases were supported. This helped ensure that tailored housing advice was provided to people ready to be discharged from hospital, assisting them to return to their homes as quickly as possible whilst also reducing hospital ‘bed blocking’. Accessibility During 2024/2025, the Resource continued to work in partnership with the South Lanarkshire Disability Partnership Housing Subgroup and the Access Panel. A key aspect of this was working in consultation with both groups on the accessibility aspects of council homes and buildings, as well as key housing policies and strategies. Integrated Impact Assessment Following the roll-out of the new Integrated Impact Assessment (IIA) during 2024/2025 (as detailed at 4.3), the Resource undertook a range of IIAs for new and revised policies and strategies as a means of mitigating potential inequalities. These were in respect of: - ♦ Scheme of Assistance ♦ Housing Revenue and Capital Account Budget 2025/2026 ♦ Proposed Financial Savings 2025/2026 ♦ Local Letting Plans 2025/2026 ♦ Housing Repairs Policy 2025 to 2030 ♦ Strategic Housing Investment Plan (SHIP) 2025 to 2030 Translation and Interpretation Services The Resource continued to provide a range of translation (written) and interpretation (verbal) services to customers with specific communication requirements, including sign language provision and translation of documents such as tenancy agreements. These services have helped to make housing services more inclusive for people whose first language is not English. 142
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Update of the Housing and Technical Resources' Risk Register 1. Purpose of Report 1.1. The purpose of the report is to:-[purpose] present an update on the Risk Register for Housing and Technical Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- ] (1) that the content of the Resource Risk Register following review, as detailed at Appendix 1, be noted. [1recs] 3. Background 3.1. The Council’s Risk Management Strategy promotes consideration of risk in service delivery, planning and decision-making processes. The strategy requires Resources to record and review risks and control actions regularly. Housing and Technical Resources follow the guidance in developing, monitoring, and updating the risk register on an ongoing basis. 3.2. The Council’s updated Risk Management Strategy was rolled out via a Management Bulletin with an effective date of 1 April 2025. 3.3. The purpose of the register is to ensure that the Resource is fully aware of its top risks; that these risks are prioritised; and that controls are in place to eliminate or minimise the impact of the risks. 3.4. The Resource scores the risks in accordance with the Council scoring mechanism, based on likelihood and impact. This results in risks being scored between one and twenty five (low to very high). 3.5. Risks are scored on their inherent score (risk if we do nothing) and their residual risk (risk after applying controls). 3.6. The last update of the Housing and Technical Resources’ Risk Register was reported to the Committee on 27 November 2024. 3.7. The Resource’s top risk register has been reviewed. This work was completed in September 2025. 17 143
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3.8. The Central Risk Management team annually review Resource compliance with the Risk Management Strategy. The outcome of the 2024/2025 review identified that Housing and Technical Resources achieved 100 per cent compliance, scoring 45 out of a possible 45. 4. Resource Risk Management 4.1. Each Resource has a Resource Risk Management Group which has responsibility for the promotion and management of risk. 4.2. The Housing and Technical Resources Risk Management Group continues to consult on a regular basis. 4.3. The work of the group over the last year has focused on the review and update of the Resource Risk Register and ensuring that the register reflected the Council Plan and individual Service Plans. 5. Risk Register 5.1. Work has been completed by the Resource Risk Group to finalise the review of the Resource Risk Register. The update considered risks at a Service level, as well as strategic council risks. 5.2. The Resource Risk Register will be monitored on an ongoing basis to allow new risks to be added and for the control measures and scores of the existing risks to be reviewed considering new information. 5.3. Risks can result from internal or external influences, with examples being the impact of projected funding cuts, legislative changes, or the impact of internal service changes. 5.4. The development process for the Resource Plan requires a risk assessment process to be undertaken as appropriate resulting in some actions within the Resource Plan having a corresponding risk identified within the risk register. 5.5. The main changes to the register are summarised below: Risks consolidated Table 1 details risks that have been consolidated this year, given they are closely related. The new risk wording is intended to cover all types of civil emergency rather than a specific pandemic/endemic event. Table 1 – Consolidated Risks 2024 Risks 2025 Risk • Failure to fulfil emergency response commitments befitting the Council’s status as a Category One (emergency) responder • The Council does not have the appropriate emergency / business continuity plans; contingency arrangements or partnerships in place to respond to/or recover from a pandemic/endemic event • The Council does not have the appropriate resilience measures, emergency or business continuity plans in place to respond efficiently as a Category 1 Responder to a civil emergency. 144
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Changes to residual risk scores Table 2 provides a summary of changes to risk scores Table 2 – Amendments to Risk Scores Risk Residual Risk Score 2024 Residual Risk Score 2025 Change in residual score Reason/comments Information governance not subject to adequate control 6 9 Information governance has been added as a new area in the annual governance statement for 2024/2025 given current levels of performance in responding to FOI’s and SAR’s and an awareness of the impact of security information incidents. The perception of this risk is increased with the introduction of new IT systems planned for 2025/2026. Inability to maintain infrastructure, assets and properties in a well-maintained condition and difficulties achieving the objectives of asset and property reviews 9 12 The increase in risk score reflects an ageing property asset portfolio against limited funding available to maintain. The Council fails to comply with its statutory duties by not conducting sufficiently robust impact assessments where the same are required, including in respect of budget/service redesign proposals, leading to potential legal and financial challenges, which could result in failure 16 9 The residual score has decreased as a result of the new integrated impact assessment process now being in place, with training undertaken across relevant staff groups. 145
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Risk Residual Risk Score 2024 Residual Risk Score 2025 Change in residual score Reason/comments to deliver those proposals Changes to risk wording Some key risk wordings have been updated to reflect the current status of risks and/or to provide more straightforward and understandable risk descriptions. Amendments of note are summarised below:- - “Housing Emergency” has been added to the risk description “inability of the Council to effectively provide accommodation and support to households who are homeless and people who arrive in South Lanarkshire as part of refugee resettlement and the asylum seeker dispersal programmes (including those for unaccompanied children)”. This is to incorporate the broader context for this risk . - The risk wording for the adverse weather risk has been expanded to “Inability of the Council to manage the impacts that increasing frequency and intensity of adverse weather events such as floods, storms, cold and freezing conditions and extreme heat, water shortages and wildfires has on council services, budgets and our communities,” this amendment is to recognise the effects that the risk has on the council and our local communities. - “Inability to maintain infrastructure, assets and properties in a well-maintained condition that will avoid unplanned closure, due to budget constraints and difficulties achieving the objectives of asset and property reviews” has been refined to “Inability to maintain infrastructure, assets and properties in a well- maintained condition and difficulties achieving the objectives of asset and property reviews” - “Inability to effectively address RAAC identified within domestic or non- domestic properties due to constraints on council budgets and the limitation on the ability of owner occupiers to progress work to their property due to their financial circumstances” - risk description has been updated to reflect all emerging health and safety actions “Inability to effectively address RAAC and other emerging health and safety works identified within domestic or non- domestic properties due to constraints on council budgets and the limitation on the ability of adjoining building owners and owner occupiers to progress work to their property due to their financial circumstances”. Changes to risk controls - Fire in Council Properties - risk card has been updated to reflect installation of fire suppression systems in all new-build council homes and installation of new fire doors across all 21 multi-storey buildings. - Tenancy Sustainment – risk card has been updated to reflect tenancy ending can be for a positive reason and review undertaken of tenancies ending within 1 year to understand the reason and consider any learning. 146
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- Home + - risk card has been updated to reflect dedicated government funding – this has been confirmed for 2025/2026, with agreement on how it will be allocated reached with Scottish Government. - Fuel Poverty – risk card has been revised to reflect factors which cause fuel poverty including increased energy prices and also note that all new build properties are to a standard exceeding the energy rating target which significantly lowers the consumption of energy required to heat properties. This aims to reduce energy bills for tenants but is dependent on energy market prices. - Tolerable Standards – risk card updated to reflect that a forced entry programme in place to address no access issues along with a number of other revision to approach . - City Deal – risk card updated to remove Cathkin Bypass and Greenhills Road / Strathaven Road as these projects are now complete. - Voids - risk card has been updated to reflect improved internal performance management and procurement of preferred supplier completed in August 2024. 5.6. Risks scored 20 to 25 are considered to be very high risks and risks scored 10 to 16 are considered to be high risks. Very high and high risks are monitored closely. The top risks identified for the Resource, that is those that are residually scored as being very high and high, are attached at Appendix 1. 5.7. Appendix 2 provides a comparison of risk scores for 2024 and 2025. This appendix also details changes in risk descriptions. 5.8. As part of the review of the Risk Management Strategy, risk categories were reviewed and some scores revised. This has resulted in the following previously high categorised risks now being categorised as medium level risks:- ♦ the Council fails to comply with its statutory duties by not conducting sufficiently robust impact assessments where the same are required in respect of budget/service redesign proposals, leading to potential legal and financial challenges, which could result in failure to deliver those proposals ♦ implications of the Scottish Fire and Rescue Service (SFRS) Unwanted Fire Alarm Signal Policy within council’s non-domestic estate ♦ failure to meet the Council's 'Homes+' affordable housing supply target resulting in a reduction in the ability to meet housing need’ ♦ failure to address fuel poverty in council houses ♦ inability to ensure public safety and protection ♦ failure to ensure Health, Safety and wellbeing of employees and protection of service users and members of the public in the delivery of council services ♦ inability of the Council to achieve the outcomes of the Community Plan 2022-32 ♦ inability of the Council achieve the outcomes of the Council Plan 5.9. Risks evaluated residually as being medium or low risk will be monitored to ensure that they continue to be adequately managed. 6. Insurance hotspots and claim mitigation 6.1. An analysis of all claims has been undertaken by the Risk Management team. This highlights the main cause of claims and areas of concern within each Resource, which includes house fires for Housing and Technical Resources. This analysis has now been shared with Resources and feedback requested on controls that are currently in place and further planned actions to mitigate against the hotspot areas identified. 147
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6.2. An update on measures to mitigate insurance hotspots will be provided to the Committee in due course. 7. Horizon scanning 7.1. Through wider analysis and discussion, areas that could pose potential threats and risks or are emerging issues and opportunities that could affect the Resource were identified. Areas identified are listed below. The Terrorism (Protection of Premises) Act The Act, more commonly known as Martyn’s Law, received Royal Assent on 3 April 2025. The Security Industry Authority (SIA) has been named as the national regulator, and it estimates that establishing the new regulatory capability will take at least 24 months during which time they will work with the Home Office to engage and inform stakeholders as preparation work progresses. The Act will require certain public premises and events to be prepared to keep people safe in the event of an attack. Premises within scope of the legislation will include locations used for entertainment and leisure, retail, food and drink, museums and galleries, sports grounds (with controlled entry), the public areas of buildings, visitor attractions and temporary event spaces where entry to a defined space is ticketed (with or without a fee), as well as places of worship, health, and education settings. Existing council-wide activities related to health and safety, risk management, property maintenance, resilience and security generally all contribute to creating safe environments for our staff, service users, visitors, and pupils. Martyn’s Law will add a new reference point for these activities. The Resilience Adviser, on behalf of the Executive Director Housing and Technical Resources, will convene a working group comprising representation from Risk Management, Personnel, Licensing, Property Services, Facilities, Health and Safety, Education, South Lanarkshire Leisure and Culture (SLLC), Health and Social Care Partnership (HSCP) and Police Counter Terrorism Liaison Officers to:- ♦ raise awareness of Martyn’s Law within this group ♦ identify premises anticipated to fall within the respective tiers ♦ identify key issues and make recommendations on changes to policy and/or procedure for managing the implementation of Martyn’s Law and ongoing compliance. Scotland Excel Supply Chain Intelligence Report The Scotland Excel Supply Chain Intelligence 2025 report highlights a significant number of national and global issues that present supply chain challenges. The main areas covered in the 2025 Intelligence Report are:- ♦ The Economic Outlook ♦ Inflation and price fluctuations ♦ Interest rates ♦ Global Market Security 148
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♦ International trade tariffs ♦ US-UK Economic Prosperity Deal ♦ The Labour Market ♦ National Insurance Contributions ♦ Changes for international workers in care ♦ Policy and Funding ♦ Local Government Funding Landscape ♦ Proposed policy and legislation changes (Housing, Social Care) ♦ Environmental Change ♦ Avian bird flu ♦ Climate change adaptation ♦ Technological Change ♦ Artificial intelligence in supply chains This report has been circulated throughout the Council and Resources are being encouraged to prepare and where possible put plans in place to react to the challenges that arise. The Housing (Scotland) Bill 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 for partner agencies and the establishment of the new accessible homes standard. These will be monitored closely and any risks considered. 7.2. These areas will continue to be monitored to ensure that the Council is adequately prepared to respond where required. 8. Scope and appetite for risk 8.1. The Resource aims to be risk embracing, that is it will accept a tolerable level of risk in seeking service efficiencies and in agreeing control measures. 8.2. The level of risk facing the Resource is measured both before (inherent risk) and after (residual risk) consideration of controls. The Resource should never carry a very high residual risk exposure as this would indicate instability, but a low residual risk exposure should also be avoided as this indicates lack of innovation. 8.3. The Council’s universal risk tolerance levels were updated as part of the review of the risk management strategy last year, with the ideal risk profile now defined as:- ♦ no more than 20 per cent of risks at a very high level ♦ no more than 25 per cent of risks at a high level ♦ around 40 to 50 per cent of risks at a medium level ♦ no more than 25 per cent of risks at a low level 8.4. Table 3 below shows the Housing and Technical Resources risk heat map, that is, details the total number of risks for each individual risk score. Table 3 below notes the overall risk profile for the Housing and Technical Resources risks. 149
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Table 3 – Top risks heat map Likelihood 5 Almost certain 1 4 4 Likely 4 2 3 Possible 1 6 6 2 Unlikely 3 3 1 Rare 3 1 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact Table 4 – Top risks risk profile Risk category Risk rating Number of risks Percentage of risks 1 Very high (20-25) 4 11.8% 2 High (10-16) 7 20.6% 3 Medium (5-9) 15 44.1% 4 Low (1-4) 8 23.5% 34 100% 8.5. The main changes to the Resource risk profile, as a result of the realignment of risk categories, and changes to risk scores noted in paragraph 5.5, are:- ♦ number of very high risks has reduced from 7 to 4 ♦ number of high risks has reduced from 12 to 7 ♦ number of medium risks has increased from 11 to 15 ♦ number of low risk has increased from 5 to 8 8.6. The profile detailed in Table 4 is in line with the ideal universal risk exposure defined by the Risk Management Strategy. This is in part due to the revision to risk bandings and tolerance levels within the strategy. 9. Three lines model The ‘three lines’ model was developed by the Institute of Internal Auditors. When using this model, risk controls are categorised under three lines of defence. This aims to provide assurance around the adequacy of control measures that are in place to mitigate strategic risks, identify control descriptions that need amendment to clearly link these to the mitigation of the risk and to highlight any residual gaps in controls that require to be addressed. 9.1 Internal Audit work on the three lines model for the top risks has been concluded with Resources provided with individual analysis and guidance to support them in developing further controls to close any gaps identified from the three lines approach for the council top risks that they lead on. Work is now ongoing to review and refine risk controls. This is scheduled to be completed by 31 March 2026. 150
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10. Major projects, partnerships or change 10.1 Within Housing and Technical Resources 2 partnerships have been identified. Both of these are considered to be low risk. Appropriate risk management arrangements are in place for the Community Safety Partnership and Hub South West Partnership. 11. Next steps 11.1 The Resource Risk Management Group will continue to consult on a regular basis. The risk register will be reviewed on an ongoing basis by the group to ensure that risks remain valid for the appropriate Service areas and to identify new areas of risk that affect the Resource. An update report will be provided to the Committee on an annual basis. 12. Employee Implications 12.1 Time will be required by the Resource Risk Management Group in the management of the Resource Risk Register and Risk Control Plan. 13. Financial Implications 13.1 There are no direct financial implications associated with the Resource’s top risks. There are a number of proposed risks which are classified under the heading of financial. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 14. Climate Change, Sustainability and Environmental Implications 14.1 Sustainable development issues are included within the Council’s top risk register through being linked directly to the Council plan objective ‘make communities safer, stronger and sustainable’ 14. Other Implications 14.1 Failure to demonstrate that risk is actively considered and managed cannot only lead to avoidable financial loss but could also affect delivery of services and could affect the Resources’ reputation. 15. Integrated Impact Assessment and Consultation Requirements 15.1 This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 15.2 Consultation on the content of this report has been undertaken with the Resource Management Team. Stephen Gibson Executive Director (Housing and Technical Resources) 17 September 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient 151
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Previous References ♦ Report to Housing and Technical Resources Committee – 27 November 2024 – Update of Housing and Technical Resources Risk Register List of Background Papers ♦ None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Cameron Mitchell, Strategy and Support Manager. Ext: 4862 (Tel: 01698 454862) E-mail: cameron.mitchell@southlanarkshire.gov.uk 152
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Appendix 1 Housing and Technical Resources Risk Register (as at September 2025) Extract of risks with residual score category of Very High and High Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score 1 Very High (20-25) 1. The Budget Gap that the council faces across the medium term continues to be the biggest risk faced by the Council. The Budget Gap is the result of the cumulative real terms reductions in Government funding as well as the ongoing impact of increased demand, increased cost of services due to inflation, and increased staff costs resulting from pay awards. The potential of reduced fees/income being received by the Council would further add to budget pressures across Services Council Top Risk • Failure to deliver key services / projects • Failure to achieve Resource savings targets • Failure to collect Rent/income • Increased level of arrears • Failure to effectively manage the processes and practices 25 • Embedded structure and systematic approach to savings identification. • Revise working arrangements and deployment of staff resources. • Close partnership working with Department for Work and Pensions and other agencies. • Robust rent collection and arrears management processes to reflect all circumstances. • Robust arrangements in place to monitor service delivery and outturns against budgets. • Regular reporting to Housing and Technical Resources Committee and Corporate Management Team. 20 153
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to reduce the impact of cost of living crisis 2. Housing Emergency - inability of the council to effectively provide accommodation and support to households who are homeless and people who arrive in South Lanarkshire as part of refugee resettlement and the asylum seeker dispersal programmes (including those for unaccompanied children) Council Top Risk • Statutory requirements not fulfilled • Failure to provide suitable temporary accommodation • Failure to provide settled accommodation within a reasonable timescale • Failure to provide the required support based on individuals needs • Maintain good relationships / partnerships with National / Local Governments and Community Planning Partners • Failure to resource support mechanisms required • Heightened data security risk (concern over Russian interference in relation to 25 • Homelessness Services subject to statutory, regulatory and intervention. Actively engage, influence and monitor via National and Local partnerships to ensure appropriate planning and response. • Incorporated appropriately within key strategies including Local Housing Strategy and homelessness strategic plan. Appropriate monitoring and reporting arrangements in place including RMT, CMT, Community Planning Partnership, Homeless Strategy Group and Committees. • Expanded dedicated resources continued on permanent basis within Housing and Technical Resources – Resettlement Team to co-ordinate approach in implementation of national programmes. • A range of partnership structures in place to support implementation including a new group to effectively co- ordinate activities in South Lanarkshire Council, including the UK Government appointed delivery agent, including reporting to national groups. • COSLA Strategic Migration Partnership (SMP) – partnership meetings attended by appropriate representatives to co-ordinate and support delivery of national programmes in asylum and refugees programmes. Informal reporting to established COSLA reporting framework. • Work actively to procure additional accommodation and support services and establish appropriate funding routes (including Scottish and UK Government funding) which mitigate impact to council. Monitoring arrangements in place for national government funding reporting and internal financial reporting arrangements in place. • On data protection plans in progress to join national app holding all sensitive information securely, meantime review of processes in place in conjunction with Digital team 20 154
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Ukrainian Displaced Persons programme). • meet the demand where there is insufficient suitable temporary accommodation • Failure to reduce the time spent in temporary accommodation (including children) • Inability to delivery unprecedented demand for services • meet demand for settled accommodation for homeless households the Council owes a duty to accommodate • avoid use of unsuitable accommodation on a temporary basis, such as B & B, including out of local authority area presentations • meet duty to offer temporary accommodation • deliver on Strategic Homeless Plan priorities to reduce homelessness, time spent as homeless and demand for temporary accommodation 3. Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social 25 • Sustainable development and climate change is mainstreamed across the Council and associated Plans, Policies and Strategies • Climate change and sustainability governance (committee and steering group) 20 155
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and economic impacts on the council and its residents Council Top Risk • inadequate or lack of funding • lead to slippage against targets and timescales • failure by the Council to meet carbon reduction and sustainability targets • failure to deliver energy efficiency would see an increase in tenants paying more money for fuel to heat their homes • Implementation of the Council's Sustainable Development and Climate Change Strategy and carbon management Action Plan • Climate change added to the list of 'permanent' comms campaigns for the council - awareness raising, education, promotion and capacity building • Long-term capital programme that tackles climate change mitigation and adaptation • Preparation of a pipeline of climate change and mitigation and adaptation projects to attract investment/funding • Energy efficiency investment programmes and strategic energy reviews of all domestic and non-domestic properties 4. The council, in conjunction with its partners, is unable to provide the required support to reduce the overall impact of the cost-of-living crisis on households in South Lanarkshire, resulting in increasing levels of poverty, debt, and poorer outcomes for people Council Top Risk • increase council tax and rent arrears • an increase in consumer debt • an increase in the use of prepaid energy meters • detrimental impact on mental and physical health. 25 • Support from Tenancy Sustainment for tenants facing difficulty paying their rent • Provision of housing benefit and Discretionary Housing Payments support • Debt and money advice from the Money Matters Advice Service • Energy support from dedicated energy advisors 20 156
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2 High (10-16) 5. Inability of the council to manage the impacts that increasing frequency and intensity of adverse weather events such as floods, storms, cold and freezing conditions and extreme heat, water shortages and wildfires has on council services, budgets and our communities Council Top Risk • Inability of the Council to deliver its core services • Failure to maintain Council assets • Increase in the number of insurance claims received • A potential overspend in budget as the Council responds to emergencies • Damage to public and private property 20 • Emergency Planning arrangements in place and contact details updated. • Severe Weather Group established to control the delivery of the service. • Decant properties identified. • Additional Labour/Trades identified. • Additional Plant/Transport. • Additional stock. • Additional sub-contractors identified if work content becomes high. • Additional admin staff to deal with calls/enquiries/complaints. • Better housing stock though capital programmes. • 24 hour control centre. • General Met Office alerts to Contingency Planning Officers. • Effective management of existing budget resources through regular reporting and dialogue with Executive Director Finance and Corporate Resources 16 6. The council inherits commercially unviable shopping centres due to the financial failure of existing owner/management companies resulting in significant financial and operational liabilities transferring to the council • Town Centres across the UK face significant decline with challenges around covered shopping malls. 20 • Options appraisals undertaken • Proactive approach to the transfer of ownership • Progression of the master planning process • Retention of professional expertise o independent advisers acting on behalf of the Council to oversee property management decisions by private owners/management companies. o consultants appointed to advise on the current condition of the Centres and potential costs. Advice will also be sought on demolition o specialist legal advice on all aspects 16 157
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• Due to these market conditions the shopping centres in South Lanarkshire have already failed or are in the process of failing. • Owners/operators face a financial position where they can no longer operate these centres. • project management team to lead technical delivery of the project for elements such as the demolition 7. The financial implications of fire within council properties, particularly within housing stock, where despite investment being made and awareness continuing to be raised, fires continue to occur • Poor / inadequate fire risk assessments/precautions • Failure to adhere to building regulations/statutory legislative requirements • Tenants’ lifestyle • Tenants’ failure to insure their own contents • Owners’ failure to insure their own property • Building Users behaviour • Wilful Fire Raising • Criminality • Faulty electrical equipment • Failure to maintain plant and equipment • Property damage • Loss of rent • Financial costs for reinstatement 25 • Tenancy Agreement – restrictions • Promotion of home contents insurance – booklet and flyers • Joint article to be produced in conjunction with SFRS and Housing Services for inclusion in Housing News • Ongoing liaison with SFRS and staff training • Common Sense Initiative – communal areas fire safety posters • Legislative compliance checks – gas / electrical etc • Fire risk assessments. • Health and Safety audits undertaken • All new schools have sprinkler or fire suppression systems • Cyclical visits within schools • Programmes of work to install controlled door entry systems • Outcomes of public inquiries 12 158
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8. The council does not have the appropriate resilience measures, emergency or business continuity plans in place to respond efficiently as a Category 1 Responder to a civil emergency. Council Top Risk • Corporate Response Group duties • Incident scene liaison meetings and Council Incident Officer deployment • Supporting the community in a time of emergency • Representation at Local and Regional Resilience Partnership meetings • Sharing information internally and with other responders • Supporting or leading an integrated multi agency emergency response • Warning and informing the public • Further impacts: • Unmitigated interruption to service delivery across all council Resources • Reputational damage and censure for the organisation and individual stakeholders 25 • Established contingency planning methodology integrating civil protection and business continuity arrangements which reflects legislative commitments as a Category One (Emergency) Responder • Defined roles and responsibilities for key stakeholders across the contingency planning lifecycle of prepare, respond and review • Multi agency partnership working through Local and Regional Resilience Partnerships • Lessons learned meetings – review of incidents/actions required to mitigate • Business Continuity management information pack in place to support preparation and update of Business Continuity Plans • Agile Working Guidance allows staff to work a hybrid model supports services being maintained during periods of emergency • Experiences gained from COVID19 Pandemic places the council in a better position to respond to a public health emergency. 12 159
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• Litigation / claims 9. Inability to maintain infrastructure, assets and properties in a well- maintained condition and difficulties achieving the objectives of asset and property reviews Council Top Risk • Lack of future/continued investment in these areas uncertain • Maintain and repair existing assets in a safe and well-maintained condition due to lack of funding and budget constraints • Deliver corporate asset management plan (separate risk card) • Standard maintenance not being carried • Building closures • Meet aims for Social and Health Agenda, as identified in the Council Plan • Deterioration to assets as a result of pro-longed or increase in severe weather events 20 • Development and implementation of 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. To be reported on an interim basis at Executive Committee 2025 June and full report in November 2025 • Remove liability for unsustainable properties - Pursue Community Asset Transfer where appropriate and seek disposal of surplus property through disposal • Annual update to Asset Management Plan with strategic document developed • Dispose of unsuitable buildings and identify redundant assets in line with the outcomes of the Estates Strategy Review 12 10. Procurement activity is affected by supply chain issues; a lack of resources; non-compliance or legal challenge Council Top Risk 25 • Full contract wording includes SLC expectations from contractors. • Guidance on new legislation including the Bribery Act and the linkages with procurement issued by Legal Services. Council has a security framework in place. 12 160
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• Failure to fulfil statutory requirements • Failure to achieve best value. • Service delivery affected/fails. • Cyber Attacks - failure to protect our data systems or assets held by Council • Serious organised crime - proceeds of crime or money laundering • Lack of trained personnel • Contractor vetting (Health and Safety), construction line and financial checks undertaken for all contractors. • Meetings with contractors to review performance/appraisals. • iProc used extensively by all Resources. • Learn online employee training – Quick quote/procurement awareness. • Standard procurement documents/processes held on intranet and reviewed/updated on an ongoing basis. These are used consistently across Resources. • Review of procedures for financial appraisals. • Performance monitoring of all significant contracts. 11. Inability of the Council to effectively comply with current Tolerable Standard within Scottish Housing Quality Standard, Element 11 – Electrical Installations, Element 11A – Smoke and Heat Alarms and Element 11B – Carbon Monoxide Alarms. • Tenant and resident safety requirements • Failure to meet statutory and regulatory requirements 15 • Ongoing monitoring of legislative compliance programme. • Resource Plan updated Q2 and Q4 and reported to HTR Committee. • Proactively targeting upgrading of legislative compliance for relevant aspects via capital programme and void stage. • Action plan in place, including appropriate use of forced entry • Rolling social media campaigns for access to properties via Housing News, South Lanarkshire View and other relevant digital platforms • Development of customer portal on new HOME project • Routinely update bank of tenants’ email addresses • Monthly reporting to Scottish Housing Regulator 10 161
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Appendix 2: Comparison 2025 and 2024 Housing and Technical Resources risk register Risk Category Key risk 2024 Residual risk score 2025 Residual risk score Change in residual risk scores Other changes 1 Very High (20-25) The Budget Gap that the council faces across the medium term continues to be the biggest risk faced by the Council. The Budget Gap is the result of the cumulative real terms reductions in Government funding as well as the ongoing impact of increased demand, increased cost of services due to inflation, and increased staff costs resulting from pay awards. The potential of reduced fees/income being received by the Council would further add to budget pressures across Services 20 20 = Revised wording Housing Emergency - inability of the council to effectively provide accommodation and support to households who are homeless and people who arrive in South Lanarkshire as part of refugee 20 20 = Addition of “Housing Emergency” to key risk wording 162
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resettlement and the asylum seeker dispersal programmes (including those for unaccompanied children) Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents 20 20 = The council, in conjunction with its partners, is unable to provide the required support to reduce the overall impact of the cost-of-living crisis on households in South Lanarkshire, resulting in increasing levels of poverty, debt, and poorer outcomes for people 20 20 = 2 High (10-16) Inability of the council to manage the impacts that increasing frequency and intensity of adverse weather events such as floods, storms, cold 16 16 = Wording Amended to acknowledge the effects severe weather has on council services and budgets 163
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and freezing conditions and extreme heat, water shortages and wildfires has on council services, budgets and our communities The council inherits commercially unviable shopping centres due to the financial failure of existing owner/management companies resulting in significant financial and operational liabilities transferring to the council 16 16 = The financial implications of fire within council properties, particularly within housing stock, where despite investment being made and awareness continuing to be raised, fires continue to occur 12 12 = The council does not have the appropriate resilience measures, emergency or business continuity plans in place to respond efficiently as a Category 1 Responder to a civil emergency. 12 12 = The following 2 risks have been consolidated to the revised wording to improve clarity: Failure to fulfil emergency response commitments befitting the council’s status as a Category One (emergency) responder 164
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and The council does not have the appropriate emergency / business continuity plans; contingency arrangements or partnerships in place to respond to/or recover from a pandemic/ endemic event. Inability to maintain infrastructure, assets and properties in a well-maintained condition and difficulties achieving the objectives of asset and property reviews 9 12 The increase in risk score reflects an ageing property asset portfolio against limited funding available to maintain. Amended wording Procurement activity is affected by supply chain issues; a lack of resources; non- compliance or legal challenge 12 12 = Inability of the Council to effectively comply with current Tolerable Standard within Scottish Housing Quality Standard, Element 11 – Electrical Installations, Element 11A – Smoke and Heat Alarms and Element 11B – Carbon Monoxide Alarms 10 10 = 165
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 8 October 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Annual Review of the Housing Services Customer Involvement Strategy 2024 to 2029 1. Purpose of Report 1.1 The purpose of the report is to:- provide the Committee with an update on the progress made during 2024/2025 against the agreed outcomes set out in the Customer Involvement Strategy 2024 to 2029 2. Recommendation(s) 2.1 The Committee is asked to approve the following recommendation(s):- (1) that the progress on actions for delivering the agreed Customer Involvement Strategy objectives across 4 strategic outcomes, be noted. [1recs] 3. Background 3.1 The Housing (Scotland) Act 2001 requires local authorities to have a strategy in place setting out how tenants and customers can influence decisions about the housing services they receive. The Strategy was developed in accordance with the requirements of the Housing (Scotland) Act 2001, alongside the principles of both the Community Empowerment (Scotland) Act 2015 and the National Standards for Community Engagement. 3.2. The current Customer Involvement Strategy was approved by Housing and Technical Resources Committee on 7 February 2024 and implemented from 1 April 2024. 3.3. The Strategy covers a 5-year period with the first annual review outlining progress achieved during 2024/2025. 3.4. The Strategy is constructed around 4 strategic objectives with a series of objectives and actions contained within each to be delivered by the Council and its partners. These are:- customers are informed and knowledgeable more customers are involved customers drive continuous service improvement customers shape change and make a difference 3.5. Tenants were involved in the development of the Customer Involvement Strategy through the Tenant Participation Co-ordination Group (TPCG), comprising of tenant representatives from each of the 4 housing divisions. 18 167
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4. Context and wider policy changes 4.1. A small number of changes in policy context have taken place nationally and locally since the strategy was approved in February 2024, including:- ♦ the contract for the South Lanarkshire Tenant Development Support Project (SLTDSP) was re-tendered for 2 years with the option to extend for up to 12 months, with the contract awarded to the Tenant Information Service in December 2024. SLTDSP will continue to support the delivery of the objectives of the Customer Involvement Strategy 2024 to 2029 ♦ The Scottish Housing Regulator published a Thematic Review of tenant and Gypsy/Traveller Participation in Scottish Social Housing in November 2024, providing good practice examples and recommendations for improvement. These findings will be considered in the delivery of the Customer Involvement Strategy in 2025/2026 5. Customer Involvement Strategy Annual Review 5.1. The Customer Involvement Strategy 2024 to 2029 contains 22 objectives against which the Council monitors progress. In line with wider reporting arrangements across the council, these indicators can be categorised into ‘green’, ‘amber’, and ‘red’ depending on the progress made against them. Actions can also be recorded as ‘completed’ where appropriate, or ‘to be reported later’ if they are planned for delivery in a future year of the Strategy. 5.2. At the end of 2024/2025, 68% of objectives are in line with projected targets, with 23% to be delivered in future years of the strategy. Table 1 outlines the 2024/2025 categorisation of the 22 objectives. Table 1: Overview of indicators Blue (completed) Green Amber Red To be reported later Total 0 15 2 0 5 22 Table 1: Categorisation of Customer Involvement Strategy indicators 2024/2025 5.3. Key highlights from across the 4 strategic outcomes throughout 2024/2025 have been provided below:- Strategic Outcome 1 – Customers are informed and knowledgeable ♦ The Customer Publicity Group, made up of tenant representatives and the Council, met five times throughout 2024/2025 to ensure that Housing and Technical Resources publications are clear and easy to understand. During the year they reviewed and approved the:- ♦ annual rent increase letter ♦ annual Gas Safety Service letter ♦ Kitchen Replacement Programme contact card and online content ♦ summer edition of Housing News 168
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♦ Social media, text and email were used to promote 6 customer consultations throughout the year covering:- ♦ rent setting ♦ a review of the Scheme of Assistance ♦ the development of the council’s Local Heat and Energy Efficiency Strategy ♦ the review of the Repairs Policy ♦ a consultation with tenants in rural villages ♦ a consultation with customers to understand how, where, and when they wish to be involved to influence decisions about the housing services they receive A total of 2,652 responses were received during 2024/2025 across these consultations. ♦ The Council’s Annual Return on the Charter (ARC), setting out the council’s performance in relation to the Scottish Social Housing Charter, was considered by the Tenant Participation Co-ordination Group in May 2024 before being submitted to the Scottish Housing Regulator. The TPCG used this information to compare the performance of South Lanarkshire Council against other local authorities and inform the development of the Customer Scrutiny Programme. It was also reported more widely to tenants in the Autumn 2024 edition of Housing News. Strategic Outcome 2 – More customers are involved ♦ During 2024/2025, 430 tenants or other customers were added to the ‘interested individual’ database. All individuals on the database will be contacted regularly about participating in events, meetings, and consultations. ♦ The Council continued to engage with the Gypsy/Traveller community in South Lanarkshire, holding two residents’ meetings at Shawlands Crescent during 2024/25 to discuss the ongoing delivery of the co-developed site Masterplan. Newsletters were also published for residents at the Springbank Park and Shawlands Crescent sites with regular 1-2-1 engagement also taking place. ♦ Housing Services met with members of South Lanarkshire’s Youth Council and Youth Parliament to consider young people’s housing priorities and discuss how to share information in a youth friendly format. Strategic Outcome 3 – Customers drive continuous service improvement ♦ The tenant agreed Customer Scrutiny Programme for 2024/2025 was completed with two scrutiny exercises focusing on the homelessness application process and the Home and Health Assessment process for housing. ♦ Reports on the findings of the scrutiny exercises were reported to the relevant management teams, to agree good practice recommendations for improvement. Strategic Outcome 4 – Customers shape change and make a difference ♦ Tenants had direct involvement in directing spending of over £11.000m within the Housing Investment Programme during 2024/2025 as part of the Council’s Participatory Budgeting programme. This included:- ♦ Tenants at 4 sheltered housing sites being consulted on a range of internal and external upgrades that totalled over £1.000m. ♦ Residents at Shawlands Crescent Gypsy/Traveller site were consulted on a series of improvement works in line with site Masterplan that totalled over £0.400m. ♦ The tenants in the first phase of the Kitchen Replacement Programme choosing their preferred style of kitchen, totalling over £3.700m. 169
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♦ Tenants choosing their preferred windows/doors as part of the replacement programme, totalling £5.745m. ♦ Tenants involved in directing the Customer Involvement Budget through the TPCG and Project Monitoring Group (PMG), totalling £0.070m. ♦ Tenants in four divisions informing priorities for the spending of the Estate Improvement Budget, totalling £0.040m. 5.4. Two outcomes were assessed as ‘amber’ during the 2024/2025 annual review:- ♦ The work to co-produce an annual calendar highlighting customer involvement activities and events was not completed during 2024/2025. This will now be developed in line with the review of customer engagement information on the Council’s website that will be undertaken during 2025/2026 ♦ While the action to publish annual ‘You Said, We Did’ feedback to customers began during 2024/25, the action will continue into 2025/2026 and align with the Customer Scrutiny Programme for 2025/2026 and the review of customer engagement information on the council’s website 5.5. There were no red indicators identified during the review. Performance across the outcomes will continue to be monitored in 2025/2026. 6. Proposed Revisions to the Strategy 6.1. As well as providing an opportunity to assess and report on progress, the annual review process allows for a general re-examination of the Customer Involvement Strategy 2024 to 2029 to ensure that the strategic objectives, actions and measures remain appropriate, relevant and measurable. 6.2. Following the completion of the review, no revisions are proposed to the performance framework were identified at this stage, with all objectives and indicators remaining relevant. 7. Next Steps 7.1. The review identified that the Housing and Technical Resources has made good progress in 2024/2025 towards delivering the 4 strategic outcomes. 7.2. The Council will continue to work strategically with tenants and other partners to engage with customers of Housing Services to deliver the Customer Involvement Strategy during 2025/2026. 7.3. The Council will continue to monitor, influence and where possible enact any national policy changes that relate to the Customer Involvement Strategy 2024 to 2029. 8. Employee Implications 8.1 There are no employee implications as a result of this report. 9. Financial Implications 9.1. There are no financial implications as a result of this report. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no climate change, sustainability or environmental implications as a result of this report. 170
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10.2. The Strategic Environmental Assessment (SEA) pre-screening determination reached during the development of the strategy concluded that a full SEA was not required. 11. Other Implications 11.1. There are no other implications as a result of this report. 12. Integrated Impact Assessment and Consultation Requirements 12.1. Whilst the Customer Involvement Strategy 2024 to 2029 was introduced prior to the implementation of Integrated Impact Assessments, both an Equality Impact Assessment and a Fairer Scotland Duty assessment were conducted. Stephen Gibson Executive Director (Housing and Technical Resources) 27 August 2025 Links to Council Values/Priorities/Outcomes ♦ Focused on people and their needs ♦ Working with and respecting others ♦ Accountable, effective, efficient and transparent ♦ Ambitious, self-aware and improving ♦ Fair, open and sustainable Previous References ♦ Housing and Technical Resources Committee - Customer Involvement Strategy 2024 to 2029 - 7 February 2024 List of Background Papers ♦ Customer Involvement Strategy 2024 to 2029 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Claire Frew, Strategy and Policy Co-ordinator, Housing and Technical Resources E-mail: Claire.frew@southlanarkshire.gov.uk 171
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