Agenda Document Pack - Housing and Technical Resources Committee - 17/12/2025
South Lanarkshire Council · 17 December 2025
Back to Housing and Technical Resources Committee — 17 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 09 December 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, 17 December 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 8 October 2025 submitted for approval as a correct record. (Copy attached) 5 - 18 Monitoring Item(s) 3 Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 (Excl Housing Revenue Account (HRA)) Joint report dated 17 November 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 19 - 24 4 Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 - Housing Revenue Account (HRA) Joint report dated 17 November 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 25 - 28 5 Housing and Technical Resources - Capital Budget Monitoring 2025/2026 (Excl Housing Revenue Account (HRA)) Joint report dated 18 November 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 - Housing Revenue Account (HRA) Joint report dated 17 November 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 33 - 36 7 Housing and Technical Resources - Workforce Monitoring - August to September 2025 Joint report dated 4 November 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 37 - 44 8 Housing and Technical Resource Plan - Quarter 2 Progress Report 2025/2026 Report dated 20 November 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 45 - 74 2
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Item(s) for Decision 9 South Lanarkshire Council's Strategic Housing Investment Plan 2026 to 2031 Report dated 26 November 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 75 - 106 10 Temporary Accommodation Standards Framework - Legal Enforcement Consultation Report dated 26 November 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 107 - 124 11 Former Bowling Green and Hall, Monteith Park, Carstairs Junction - Concessionary Lease to Clyde Model Railway Club Report dated 4 November 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 125 - 130 12 St Andrews Day Care Centre - Community Asset Transfer to ASNory Crew SCIO Report dated 19 October 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 131 - 136 13 Lease of Football Ground at East Kilbride Showpark, Maxwell Drive, East Kilbride to East Kilbride Thistle Junior Football Club Limited Report dated 26 November 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 137 - 140 Item(s) for Noting 14 Annual Report on the Charter (ARC) 2024/2025 Report dated 25 November 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 141 - 146 15 Emergency Early Release 2025 - Section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993 Joint report dated 25 November 2025 by the Executive Director (Housing and Technical Resources) and Director, Health and Social Care. (Copy attached) 147 - 156 16 Delegated Authority Report Update Report dated 19 October 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 157 - 160 17 Notification of Contracts Awarded - April to September 2025 Report dated 30 October 2025 by the Executive Director (Housing and Technical Resources). (Copy attached) 161 - 168 Urgent Business 18 Urgent Business Any other items of business which the Chair decides are urgent. 3
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Exclusion of Press and Public 19 Exclusion of Press and Public It is recommended that the Committee makes the following resolution:- "That, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it is likely that there will be disclosure of exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act." Item(s) for Decision 20 Newcross Centre, Hamilton • Exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act For further information, please contact:- Clerk Name: Laura Cunningham Clerk Telephone: 07385 370044 Clerk Email: laura.cunningham2@southlanarkshire.gov.uk 4
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HOUSING AND TECHNICAL RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 8 October 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 Cal Johnston-Dempsey (substitute for Councillor Calikes), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Allan Falconer, Councillor Grant Ferguson, Councillor Alistair Fulton, Councillor Ross Gowland, Councillor Geri Gray, Councillor Martin Lennon, Councillor Julia Marrs, Councillor Ian McAllan, Councillor Norman Rae, Councillor Kirsten Robb, Councillor David Shearer, Councillor Kirsty Williams Councillors' Apologies: Councillor Janine Calikes, Councillor Margaret Cooper, Councillor Joe Fagan (ex officio), Councillor Richard Lockhart, Councillor Kenny McCreary Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); L Cunningham, Administration Officer; J Davitt, Public Relations Team Leader; K Gowrie, Finance Adviser; S McLeod, Administration Officer; E McPake, Human Resources Business Manager; L Wyllie, Administration Assistant Housing and Technical Resources S Gibson, Executive Director; A Craigen, Building Maintenance Manager; A Desport, Strategy and Policy Adviser; S Egan, Head of Housing Services; C Jardine, Head of Property Services; G McParland, Property Manager (Assets and Estates); C Mitchell, Strategy and Support Manager 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Housing and Technical Resources Committee held on 13 August 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 4 September 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 2025/2026 (Excl Housing Revenue Account (HRA)) A joint report dated 8 September 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April to 8 August 2025 for Housing and Technical Resources (excl HRA) and providing a forecast for the year to 31 March 2026. As at 8 August 2025, there was a forecast breakeven position against the budget, as detailed in Appendix A to the report. Virements were proposed to realign budgets and those were detailed in appendices C and D to the report. The Committee decided: (1) that the forecast to 31 March 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 13 August 2025 (Paragraph 6) and Minutes of the Executive Committee of 27 August 2025 (Paragraph 3)] Councillor Gowland joined the meeting during this item of business 5 Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 - Housing Revenue Account (HRA) A joint report dated 8 September 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April to 8 August 2025 and a forecast for the year to 31 March 2026 for Housing and Technical Resources (HRA). As at 8 August 2025, there was a forecast breakeven position against the budget, as detailed in Appendix A to the report. Virements were proposed to realign budgets and those were detailed in Appendix A of the report. 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 (2) that the proposed budget virements be approved. [Reference: Minutes of 13 August 2025 (Paragraph 7) and Minutes of the Executive Committee of 27 August 2025 (Paragraph 4)] 6
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6 Housing and Technical Resources - Capital Budget Monitoring 2025/2026 (Excl Housing Revenue Account (HRA)) A joint report dated 17 September 2025 by the Executive Directors (Finance and Corporate Resources) and (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 8 August 2025. The revised budget of £5.514 million was based on the overall Capital Programme for 2025/2026 and included adjustments approved by the Executive Committee on 25 June 2025, updated for adjustments approved by the Executive Committee on 27 August 2025 and 24 September 2025. The revised capital programme of £5.514 million was 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 detailed in paragraph 5.1 of the report. Forecast spend for the financial year was £5.514 million, as detailed in Appendix A to the report. Actual expenditure at 8 August 2025 was £0.808 million. The Finance Manager (Strategy) responded to a member's question in relation to the Private Housing Scheme of Assistance transfer to the revenue budget. The Committee decided: that the Housing and Technical Resources’ capital programme of £5.514 million, and forecast expenditure of £5.514 million, be noted. [Reference: Minutes of the Executive Committee of 27 August 2025 (Paragraph 4) and 24 September 2025 (Paragraph 4)] 7 Housing and Technical Resources - Capital Budget Monitoring 2025/2026 (Housing Revenue Account (HRA)) A joint report dated 10 September 2025 by the Executive Directors (Finance and Corporate Resources) and (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 8 August 2025. The revised Housing Capital Programme for 2025/2026 was £87.700 million. This included £0.160 million Scottish Government Grant for the Climate Emergency Fund which had been approved to spend on Council houses. The total budget, along with the funding sources, was detailed at Appendix A to the report. The forecast for 2025/2026 from Housing and Technical Resources had identified an outturn of £87.700 million for the year. The spend to 8 August 2025 was £19.032 million. The Committee decided: that the Housing and Technical Resources’ (HRA) capital programme of £87.700 million, and forecast expenditure of £87.700 million, be noted. [Reference: Minutes of the Executive Committee of 27 August 2025 (Paragraph 4) and 24 September 2025 (Paragraph 4)] 7
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8 Housing and Technical Resources – Workforce Monitoring – 1 June to 31 July 2025 A joint report dated 28 August 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted on the following employee information for Housing and Technical Resources for 1 June to 31 July 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews staffing watch as at 14 June 2025 The Committee decided: that the report be noted. [Reference: Minutes of 13 August 2025 (Paragraph 12)] 9 Housing and Technical Resources’ Workforce Plan A report dated 5 September 2025 by the Executive Director (Housing and Technical Resources) was submitted providing an update on the Housing and Technical Resources’ Workforce Plan 2025 to 2027. The Council Workforce Strategy and Planning process provided the framework for workforce planning in the Council. The Executive Committee approved the Council Workforce Strategy and Plans on 28 May 2025. The Council Workforce Strategy and Plans were aligned to current and future Council service needs and detailed the approach required to ensure the necessary workforce was in place to meet those needs. The Housing and Technical Resources’ Workforce Plan 2025 to 2027, together with the Action Plan, was attached as an appendix to the report. The workforce planning process had identified 5 key and inter-related priority areas, each with associated challenges and actions, as follows:- recruitment, attraction and retention transformation skills gap delivery of key activities employee wellbeing The Workforce Plan would be monitored through the Resource Management Team and an update would be provided to the Committee annually. Officers responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide this to relevant members. The Committee decided: (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. [Reference: Minutes of the Executive Committee of 28 May 2025 (Paragraph 7)] 8
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10 Scottish Housing Regulator – Annual Assurance Statement 2024/2025 A report dated 17 September 2025 by the Executive Director (Housing and Technical Resources) was submitted on the Council’s Annual Assurance Statement (AAS). The Scottish Housing Regulator (SHR) was an independent body directly accountable to the Scottish Government to regulate Registered Social Landlords (RSLs) and local authority housing and homelessness services. The SHR did this by assessing and reporting on RSLs’ delivery of services, financial well-being and standards of governance and, where necessary, intervening to secure improvements. The SHR Regulatory Framework required local authority landlords to submit an AAS confirming compliance with regulatory requirements and, if appropriate, identify any material breaches. The framework was subject to a 5 yearly review and in February 2024, following consultation with stakeholders, the SHR published its new Regulatory Framework and statutory guidance for social landlords. The new framework went live from 1 April 2024 and set out how SHR would regulate social landlords in Scotland. In response to the feedback from stakeholders, the Regulator had maintained much from the previous framework. The revised framework included a provision which required landlords to provide explicit assurance in the AAS, as detailed in paragraph 3.5 of the report. The Council’s AAS for 2024/2025 was attached as Appendix 1 to the report. A summary of the key requirements for assurance and how those were addressed was attached as Appendix 2 to the report. The SHR had indicated that, providing tenant and resident safety was not compromised, it would not engage with a landlord where there was not full compliance with regulatory requirements, subject to the landlord having effective plans to return to full compliance. In relation to this year’s statement, there were 2 points, highlighted below, where the Council was partially compliant:- ♦ Fire Tolerable Standards ♦ Fixed Electrical Testing In relation to the reporting requirements of Fire Tolerable Standards and Fixed Electrical Testing, a programme of work had progressed well, however, a number of actions remained outstanding due to the inability to gain access to carry out the necessary installations/testing. A robust programme of work was in place to address those issues including the appropriate use of forced entry, which was being closely monitored within the Resource. In this year’s AAS, social landlords were asked to provide assurance that they had an effective approach to the collection of equalities information and were considering how a human rights- based approach to their work could be adopted. This was reflected in the Council’s proposed AAS. The Head of Housing Services responded to a member’s questions in relation to ground maintenance and, where information was not readily available, undertook to provide this to the relevant member. The Committee decided: that the South Lanarkshire Council Annual Assurance Statement 2024/2025, attached as Appendix 1 to the report, be approved and submitted to the Scottish Housing Regulator. [Reference: Minutes of 18 September 2024 (Paragraph 12)] 9
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11 Additional Staffing – Building Services A joint report dated 17 September 2025 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising on the outcome of a review to reduce external contractor spend and seeking an increase to the Housing and Technical Resources’ establishment. The Resource had undertaken a review to establish and prioritise opportunities to reduce external contractor spend and bring work in-house in relation to Property Services. The result of the review concluded that the following areas should progress:- Fixed Electrical Testing (Housing) Fencing Works (Housing) Kitchen Upgrade Programme (Housing) Out of Hours and Standby Team’s arrangements had also been reviewed to provide more resilience to deliver emergency repairs, as detailed in paragraph 3.2 of the report. In response to the backlog of properties that were classified as void, additional resources had been established within Building Services on a temporary basis, as detailed in paragraph 3.4 of the report. This has enabled progress to be achieved and maintained, as outlined in paragraph 3.6 of the report. The proposals for in-house resourcing, the Out of Hours and Standby Team, and the Voids Team were fully detailed in section 4 of the report. Changes to the Housing and Technical Resources’ establishment associated with those proposals were detailed in section 5 of the report. For in-house resourcing, it was proposed that the following posts be added to the establishment on a permanent basis:- ♦ Fixed Electrical Testing (Housing):- 10 FTE posts of Trades Operative (electrician) on Grade 3, Level 2, SCP 63-65 (£43,136 to £44,079) ♦ Kitchen Upgrade Programme (Housing):- 8 FTE posts of Trades Operative (joiner) on Grade 2, Level 4, SCP 55-57 (£38,501 to £39,605) 2 FTE posts of Trades Operative (plumber) on Grade 2, Level 4, SCP 55-57 (£38,501 to £39,605) 1 FTE post of Trades Operative (plasterer) on Grade 2, Level 4, SCP 55-57 (£38,501 to £39,605) 4 FTE posts of Building Services Operative on Grade 1, Level 4, SCP 30-31 (£28,610 to £28,951) ♦ Fencing Works (Housing):- 10 FTE posts of Trades Operative (joiner) on Grade 2, Level 4 SCP 55-57 (£38,501 to £39,605) For the Out of Hours and Standby Team, it was proposed that the following posts be added to the establishment on a permanent basis:- 2 FTE posts of Trades Operative on Grade 2, Level 4, SCP 55-57 (£38,501 to £39,605) For the Voids Team, the following changes to the establishment were proposed:- ♦ 1 temporary FTE post of Building Services Officer on Grade 3, Level 2, SCP 63-65 (£43,136 to £44,079) to be made permanent ♦ 11 temporary FTE posts of Trades Operative on Grade 2, Level 4, SCP 55-57 (£38,501 to £39,605) to be made permanent 10
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♦ addition of a further 7 FTE permanent posts of Trades Operative on Grade 2, Level 4, SCP 55-57 (£38,501 to £39,605) The Head of Property Services responded to members’ questions on various aspects of the report. The Committee decided: (1) that the in-house resourcing option for the Fixed Testing Programme (Housing), Kitchen Upgrade Programme (Housing) and Fencing Works (Housing), and the proposal for additional resources, be approved; (2) that the resourcing option for the Out of Hours and Standby Team, and the proposal for additional resources, be approved; (3) that the resourcing option for the Voids Team to make 12 temporary staff 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. 12 Acquisition of Right of Access to Land and Construction of Affordable Homes at Calderwood Road, East Kilbride A report dated 18 September 2025 by the Executive Director (Housing and Technical Resources) was submitted seeking approval to secure right to enter into an area of land at Calderwood Road, East Kilbride from Persimmon Homes. 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 (SHIP). On 27 November 2024, as part of the approval of the SHIP 2025 to 2030, this Committee was advised that, due to a range of external factors, this target was unlikely to be achieved, however, efforts and focus would still be given to maximise the number of additional council homes delivered by March 2027. Included in the SHIP 2025 to 2030 were 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 at Calderwood Road, East Kilbride. In April 2025, the Council commenced discussions with Persimmon 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 enter into a Development Agreement with Persimmons Homes that would 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 obtained planning consent on terms agreeable to the Council that the Council received Scottish Government grant funding approval from the Affordable Housing Supply Programme. 11
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Following the reasonable satisfaction of those suspensive conditions, the contract would then proceed on the following basis:- the Council would acquire servitude right on land in exchange for the land payment the balance for each property constructed would then be paid on completion of 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 Following discussion, Councillor McLachlan, seconded by Councillor Cowie, moved the recommendations in the report. Councillor Cowan, seconded by Councillor Robb, moved as an amendment that the report be deferred to allow engagement with the local community. The Head of Property Services confirmed that the project was in the early stages and approval at this point would allow the Council to formally engage with the developer. Community engagement would be carried out once the layout and plans had been agreed. On a vote being taken using the electronic voting system, 11 members voted for the motion and 11 for the amendment. On the casting vote of the Chair, the motion was declared carried. The Committee decided: (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, inclusive of internal fees and exclusive of Value Added Tax, be approved; (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters pertaining to those transactions and enter into all necessary legal agreements on terms which were in the best interests of the Council; (3) that it be noted that 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 was to be acquired, would be secured in accordance with the Council’s Standing Orders on Contracts; and (4) that 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, be noted. [Reference: Minutes of the Executive Committee of 30 November 2022 (Paragraph 7) and Minutes of 27 November 2024 (Paragraph 10)] In terms of Standing Order No 14, the Chair adjourned the meeting following this item of business at 11.05am. The meeting reconvened at 11.15am 12
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13 Thankerton Hall – Community Asset Transfer to the Thancard Trust A report dated 17 September 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for the disposal of Thankerton Hall to the Thancard Trust under Community Asset Transfer (CAT) and seeking approval of the principal terms and conditions, as set out in section 5 of the report. 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 those properties through CAT, with support from the Community Fightback Fund (CFF) and the Renewable Energy Fund (REF) to keep facilities opened while this process took place. At the Council meeting on 27 March 2024, the Executive Director (Housing and Technical Resources) obtained approval for temporary delegated authority to enter 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. The community group subsequently submitted a request for a CAT of the hall by sale, the validation date of which was 12 February 2025. Legislatively, a decision should have been made by 12 August 2025, however, the extents requested under the CAT application were reduced following discussions between the applicant and the Council. A request to extend the process to accommodate this alteration was agreed by the applicant. Public consultation had been undertaken between 3 February and 12 March 2025, with one objection received. 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 that Thankerton Hall, 49 Station Road, Thankerton, be sold to the Thancard 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 whether there would be provision for use of this hall as a polling station if required. The Committee decided: (1) that the subjects at Thankerton Hall, 49 Station Road, Thankerton be disposed of 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 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 South Lanarkshire Council of 27 March 2024 (Paragraph 6)] 14 Carstairs Junction Hall – Community Asset Transfer to Soul of the Junction SCIO A report dated 18 September 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for the lease of Carstairs Junction Community Hall to Soul of the Junction under Community Asset Transfer (CAT) and seeking approval of the principal terms and conditions, as set out in section 5 of the report. 13
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Carstairs Junction Community Hall was previously managed by South Lanarkshire Leisure and Culture (SLLC). 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 returned to the Council. In recognition of the potential impact upon communities, the Council invited local organisations to express interest in those properties through CAT, with support from the Community Fightback Fund (CFF) and the Renewable Energy Fund (REF) to keep facilities opened while this process took place. 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 annual arrangements with community organisations to take over the management of facilities affected by budget decisions. The annual lease of the property to Soul of the Junction was subsequently approved by delegated powers, with a date of entry of 14 November 2024. The organisation had subsequently submitted a request for a CAT of the facility, based on a 20- year lease. The validation date for this application was 14 April 2025, and a decision was required by 14 October 2025. Public consultation had been undertaken between 14 April and 4 May 2025, with 4 supporting comments received. Further details of the property, the organisation and the project were provided in paragraphs 3.5 to 3.7 of the report. The property was assessed to be suitable for the proposed use. The organisation had experience of managing and operating the facility during the initial lease and it was considered had the capacity and funds to manage the facility. Further details were provided in paragraphs 4.2 and 4.3. It was proposed that Carstairs Junction Community Hall and adjacent carpark, 1 St Charles Avenue, Carstairs Junction, Lanark, be leased to Soul of the Junction, subject to the principal terms and conditions detailed in paragraph 5.1 of the report. The Committee decided: (1) that the subjects at Carstairs Junction Community Hall and adjacent car park, 1 St Charles Avenue, Carstairs Junction, Lanark, 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 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 South Lanarkshire Council of 27 March 2024 (Paragraph 6)] 15 Review of the Community Asset Transfer Assessment and Approval Process A report dated 11 September 2025 by the Executive Director (Housing and Technical Resources) was submitted providing an update on refreshed governance arrangements in relation to the assessment of Community Asset Transfer (CAT) and associated Concessionary Lease applications received by the Council. Over the past 2 years, there had 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 had become more complex, with applicants often seeking to utilise assets that the Council or South Lanarkshire Leisure and Culture (SLLC) SCIO were considering disposing of because of budgetary pressures. 14
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As a result of the increased enquiries and formal CAT applications, a review of internal processes for assessing CAT applications and consideration of Concessionary Leases had been conducted by Housing and Technical Resources. The focus of the review was to ensure that the approach enabled the Council to continue to operate in a manner which was consistent with requirements set out in legislation and statutory guidance, whilst reflecting the dynamic environment in which it operated. As part of the commitment to improving the CAT process, a delegation of Council officers met with community groups at Blantyre Community Hub on 2 September 2025, as detailed in paragraph 3.3 of the report. The current approach was detailed at section 4 of the report. At present, all enquiries were routed through the Council’s dedicated CAT officer who worked with the applicant to ensure that:- ♦ the proposal was legislatively eligible ♦ the organisation had a viable plan ♦ the land or property in question was not, or was not planned to be, a key part of the Council’s statutory or non-statutory operations The refreshed approach and governance arrangements aimed to ensure that the Council continued to align with statutory guidance and further improve transparency in the context of continuing high levels of applications. The following immediate actions, as detailed in paragraph 5.1 of the report, had been made:- ♦ a refresh of the report template used for progressing applications through this Committee ♦ removal of the terminology and references to ‘CAT Lite’ from any future discussions and reporting ♦ providing flexibility to the duration of Concessionary Leases 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, as detailed in paragraph 5.2 of the report. The updated Terms of Reference for the CAT Panel was attached at Appendix 1 to the report If approved, the refreshed governance arrangements detailed in the report, alongside an overview of recent CAT and Concessionary Lease activity, would be implemented. The Head of Property Services responded to a member's question in relation to ongoing support following completion of the CAT process. The Committee decided: that the updated governance arrangements relating to the assessment of the Community Asset Transfer (CAT) and associated Concessionary Lease applications received by the Council, as detailed in Appendix 1, be approved. 16 Annual Report - Mainstreaming Equality and Diversity within Housing and Technical Resources A report dated 17 September 2025 by the Executive Director (Housing and Technical Resources) was submitted providing an overview of progress made in relation to mainstreaming equalities within Housing and Technical Resources during 2024/2025 and highlighting the key actions being progressed during 2025/2026. 15
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The Housing and Technical Resources’ Equality and Diversity Co-ordination Group continued to progress the Equality and Diversity work plan and supported a consistent approach to mainstreaming equality and diversity across the Resource. Details were provided on progress made in meeting those commitments during 2024/2025 and the key priorities for 2025/2026 were outlined. The Committee decided: that the progress made during 2024/2025, and key actions for 2025/2026 in relation to mainstreaming equalities, be noted. [Reference: Minutes of 27 November 2024 (Paragraph 20)] 17 Update of the Housing and Technical Resources’ Risk Register A report dated 17 September 2025 by the Executive Director (Housing and Technical Resources) was submitted providing an update on the Housing and Technical Resources’ Risk Register. The Council’s Risk Management Strategy promoted the consideration of risk in service delivery, planning and decision-making processes. Housing and Technical Resources had followed Council guidance in developing, monitoring, and updating its Risk Register on an ongoing basis. The Register had been developed to ensure that the Resource:- was fully aware of the top risks was able to prioritise those risks had controls in place to eliminate or minimise the impact of the risk The main changes to the Risk Register were summarised at paragraph 5.5 of the report. The risks were scored in accordance with the Council’s scoring mechanism based on likelihood and impact of risk. This resulted in risks being scored between 1 to 25 (low to very high). Risks were scored on their inherent risk (risk if nothing was done), and their residual risk (risk after applying controls). Details of all risks which had scored very high and high were provided in Appendix 1 to the report. Risks evaluated as being medium or low risk would be monitored to ensure that they continued to be adequately managed. Appendix 2 to the report provided a comparison of risk scores for 2024 and 2025. This appendix also detailed changes in risk descriptions. The Committee decided: that the content of the Resource Risk register following review, as detailed at Appendix 1, be noted. [Reference: Minutes of 27 November 2024 (Paragraph 19)] 18 Annual Review of the Housing Services Customer Involvement Strategy 2024 to 2029 A report dated 27 August 2025 by the Executive Director (Housing and Technical Resources) was submitted providing an update on the progress made during 2024/2025 against the agreed outcomes set out in the Customer Involvement Strategy 2024 to 2029. 16
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The Housing (Scotland) Act 2001 required local authorities to have a strategy in place setting out how tenants and customers could influence decisions about the housing services they received. 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. The current Customer Involvement Strategy was approved by Housing and Technical Resources Committee on 7 February 2024 and was implemented from 1 April 2024. The Strategy covered a 5-year period, with the first annual review outlining progress achieved during 2024/2025. The Strategy was constructed around 4 strategic outcomes, as detailed in paragraph 3.4 of the report. Information was provided on the following:- changes in policy context since the Strategy was approved, as detailed in section 4 of the report an overview of performance, actions completed and key highlights from across the 4 strategic outcomes during 2024/2025 The Council would 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. The Committee decided: that the progress on actions for delivering the agreed Customer Involvement Strategy objectives across 4 strategic outcomes be noted. [Reference: Minutes of 7 February 2024 (Paragraph 10)] 19 Urgent Business There were no items of urgent business. 17
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 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 to 3 October 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 third 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 3 October 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 3 October 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. 3 19
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6. 2025/2026 Investments 6.1 Local Action Fund revenue funding of £0.006 million has been allocated to Housing and Technical Resources for 3 Sheltered Housing Complexes to enhance recreational activities, garden spaces and leisure opportunities. 7 Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 8. Other Implications 8.1 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 new forecasting within FUSION and work with the Resource and finance teams, ensures early warning for corrective action to be taken where appropriate. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 17 November 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 3 October 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 20
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Appendix A Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period 7 Ended 03 October 2025 (No.7) 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 8,996 (29) (0.32%) 4,885 Property Services 10,265 10,236 29 0.28% 2,988 Net Controllable Exp. 19,232 19,232 0 0.04% 7,873 Service Heading Explanation for significant projected outturn variances Housing Services The minor overspend is within the Homelessness service mainly due to an increase in bed & breakfast costs, partially offset by lower than anticipated payment to contractors for commissioned services and an over recovery in income. Property Services There are forecast overspends within Office Accommodation and the Scheme of Assistance budget that are offset by forecast underspends within the Estate Services and Building Services, reflecting demand. 21
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 03 October 2025 (No.7) 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 48,295 46,859 1,436 Under 2.97% 22,353 Property Costs 24,990 25,827 (837) Over (3.35%) 13,172 Supplies & Services 13,294 11,903 1,391 Under 10.46% 5,518 Transport & Plant 4,588 4,345 243 Under 5.30% 2,181 Administration Costs 3,733 3,744 (11) Over (0.29%) 1,732 Payments to Other Bodies 7,344 7,709 (365) Over (4.97%) 3,948 Payments to Contractors 15,596 19,043 (3,447) Over (22.10%) 9,032 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 155 163 (8) Over (5.16%) 220 Total Controllable Exp. 117,995 119,593 (1,598) Over (1.35%) 58,156 Total Controllable Inc. (98,763) (100,361) 1,598 Over recovered (1.62%) (50,283) Net Controllable Exp. 19,232 19,232 0 - 0.00% 7,873 Variance Explanations Variances are shown in Appendices C and D. Budget Virements Virements are shown in Appendix C and D. 22
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 03 October 2025 (No.7) Housing Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 3,612 3,632 (20) Over (0.55%) 1,821 a Property Costs 8,002 8,505 (503) Over (6.29%) 4,978 1, a Supplies & Services 129 119 10 Under 7.75% 58 a Transport & Plant 111 115 (4) Over (3.60%) 31 a Administration Costs 153 148 5 Under 3.27% 64 a Payments to Other Bodies 4,691 4,698 (7) Over (0.15%) 2,322 Payments to Contractors 2,655 2,430 255 Under 8.47% 574 2 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 11 13 (2) Over (18.18%) 0 Total Controllable Exp. 19,364 19,660 (296) Over (1.53%) 9,848 Total Controllable Inc. (10,397) (10,664) 267 Over Recovered (2.57%) (4,963) 3, a Net Controllable Exp. 8,967 8,996 (29) Over (0.32%) 4,885 Variance Explanations 1. The overspend mainly relates to additional costs of accommodation and bed & 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 3. below). 2. The underspend relates to commissioned services in the homelessness budget where expenditure varies according to service requirements. 3. The over recovery of income offsets the additional property costs (see 1. above) and relates to income recovery for homelessness services. Budget Virements a. Realignment of budgets within the Homeless and Resettlement team to reflect service delivery. Net effect 0.000m. Employee costs £0.012m, Property costs (£0.100m), Supplies & Services (£0.004m), Transport & Plant £0.001m, Administration Costs £0.003m, Income £0.088m. 23
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 03 October 2025 (No.7) Property Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 44,683 43,227 1,456 Under 3.26% 20,532 1 Property Costs 16,988 17,322 (334) Over (1.97%) 8,194 2, a Supplies & Services 13,165 11,784 1,381 Under 10.49% 5,460 3 Transport & Plant 4,477 4,230 247 Under 5.52% 2,150 4 Administration Costs 3,580 3,596 (16) Over (0.45%) 1,668 Payments to Other Bodies 2,653 3,011 (358) Over (13.49%) 1,626 5 Payments to Contractors 12,941 16,613 (3,672) Over (28.37%) 8,458 6 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 144 150 (6) Over (4.17%) 220 Total Controllable Exp. 98,631 99,933 (1,302) Over (1.32%) 48,308 Total Controllable Inc. (88,366) (89,697) 1,331 Over recovered 1.51% (45,320) 7, b Net Controllable Exp. 10,265 10,236 29 Under 0.28% 2,988 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 majority of the overspend relates to grants to homeowners arsing from improvement works delivered through the housing improvement programme. 6. The overspend reflects workload demands and timing of works by Building Services, which is dependent on the level of capital and revenue works. 7. 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 budgeted 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 Planned Maintenance budget from Capital. Net effect £4.300m. Property Costs £4.300m. b. Transfer of budget in relation to Estates portfolio in Hamilton. Net effect (£0.154m). Income (£0.154m). c. Transfer or material savings from the Procurement Review Net effect £0.190m. Supplies & Services (£0.190m). 24
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 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 to 3 October 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 third 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 3 October 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 3 October 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 3 October 2025, being a net income position of £11.443 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. 4 25
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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. There are inflationary and budget pressures including utilities costs and general inflation pressures which increase the risk of overspend, however these have mitigated through the HRA Business Plan. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the forecasting within FUSION and work within the Resource and finance teams, ensures early warning for corrective action to be taken where appropriate. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 17 November 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 3 October 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kathleen Gowrie, Finance Manager Ext: 2680 (Tel: 01698 452601) E-mail : Kathleen.Gowrie@southlanarkshire.gov.uk 26
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 03 October 2025 (No.7) Housing Revenue Account Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 15,451 15,219 232 Under 1.87% 7,579 1 Property Costs 59,489 59,609 (120) Over 0.20% 23,065 2 Supplies & Services 2,369 2,402 (33) Over -1.39% 295 Transport & Plant 195 197 (2) Over -1.03% 39 Administration Costs 5,594 5,655 (61) Over -1.09% 247 Payments to Other Bodies 3,271 3,287 (16) Over -0.49% 1,100 Payments to Contractors 100 136 (36) Over -36.00% 127 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 34,875 34,875 0 - 0.00% 17,012 Total Controllable Exp. 121,344 121,323 (36) Over (0.03%) 49,464 Total Controllable Inc. (133,963) (133,963) 0 - 0.00% (60,883) Transfer to/(from) Balance Sheet (4,001) (4,037) 36 Under -0.90% 0 Net Controllable Exp. (16,620) (16,677) 57 Under -0.34% (11,443) Loan Charges 16,620 16,620 0 - 0.00% 0 Net Controllable Exp. / (Inc.) 0 0 0 - 0.00% (11,443) Variance Explanations 1. The underspend in employee costs is due to vacancies within the service that continue to be actively recruited. 2. The overspend reflects the impact of the pay award on the cost of cleaning various premises, including Sheltered Housing. Budget Virements There are no budget virements to report. 27
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 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 3 October 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 £6.564 million, and forecast expenditure of £6.564 million, be noted. [1recs] 3. Background 3.1. This is the third 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 £6.564 million for Housing and Technical Resources is based on the overall Capital Programme for 2025/2026 (Executive Committee 25 June 2025) and includes updates approved by the Executive Committee on 5 November 2025 and 3 December 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 £6.564 million. This includes adjustments totalling a net increase of £1.050 million which were approved by the Executive Committee on 5 November 2025 (£0.050 million increase) and 3 December 2025 (£1.000 million increase). The details of these adjustments are outlined below and shown in Appendix A. 5 29
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5.2. Headquarters Heating Upgrade: Included in these adjustments is a new project to upgrade the Headquarters Heating System as agreed at Executive Committee on 5 November 2025. The cost of the project is £1.500 million in total, with £0.150 million of this required in 2025/2026. 5.3. First Stop Temporary Accommodation: The 2025/2026 programme has also been increased by £1.000 million to reflect the budget for a new First Stop temporary accommodation project, as agreed at the Executive Committee on 5 November 2025. The balance of funding (£0.250 million) is required in 2026/2027. 5.4. 2025/2026 Forecast Appendix A shows a forecast for the financial year of £6.564 million. For information, actual expenditure to 3 October 2025 is £1.498 million. 6. 2025/2026 Investments 6.1. Funding has been allocated to Housing and Technical Resources as part of the 2025/2026 Investment funding as approved by Council on 26 February 2025. £24.000 million is allocated to the Estates Transformation Fund which is profiled to spend across 2026/2027 and 2027/2028 when the outcome of the Estates Review is finalised. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The main risk associated with the Council’s 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. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Integrated Impact Assessments have been completed as required and can be found here. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 18 November 2025 30
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 5 November 2025 Executive Committee, 3 December 2025 List of Background Papers Financial ledger to 3 October 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 31
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Appendix A South Lanarkshire Council Capital Expenditure 2025-26 Housing and Technical Resources Programme (excl HRA) For Period 1 April 2025 – 3 October 2025 Housing and Technical Resources (excl HRA) Base Budget £000 Budget Adjustments £000 Slippage/ Acceleration £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Asset Management Programme 8,110 (4,258) - 3,852 3,852 - 1,006 Private Housing Scheme of Assistance 1,000 (1,000) - - - - - Other Housing 1,018 1,694 - 2,712 2,712 - 492 TOTAL 10,128 (3,564) - 6,564 6,564 - 1,498 For Information Only Budget Adjustments approved by Executive Committee, 5 November 2025: Budget Adjustments approved by Executive Committee, 3 December 2025: Budget Adjustments North Halfway Hall Headquarters Heating Total Budget Adjustments £0.192m (£0.142m) £0.150m (£0.150m) £0.050m Budget Adjustments First Stop Temporary Accommodation Total Budget Adjustments £1.250m (£0.250m) £1.000m 32
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 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 to 3 October 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 £87.740 million and forecast expenditure of £87.740 million be noted. 3. Background 3.1. This is the third 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 3 December 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 total Housing capital programme for the year is £87.740 million. 5.2. 2025/2026 Forecast: As noted in paragraph 5.1, the total capital spending programme for the year is £87.740 million. Current estimates from the Resource have identified an outturn of £87.740 million for the year. This will continue to be monitored 5.3. The profile of spend on the New Build programme due to Scottish Government approval timescales means less spend in year, however it is anticipated to be offset by an opportunity to accelerate the Housing Investment Programme (HIP) spend on External Fabrics and Energy Efficiency projects from 2026/2027. 6 33
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5.4. Any funding (borrowing) not used in 2025/2026 will be carried forward into 2026/2027 to complete the projects. 5.5. 2025/2026 Actual Position: Spend to 3 October 2025 on the Housing Capital Programme amounts to £33.147 million. 5.6. As at 3 October 2025, £33.147 million of funding had been received. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk 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 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) 17 November 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial ledger to 3 October 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 34
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Capital Expenditure 2025/2026 Appendix A Housing Programme As at 3 October 2025 2025/26 Annual Budget 2025/26 Forecast Spend 2025/26 Forecast Variance 2025/26 Actual to 03/10/25 £m £m £m £m Expenditure 2025/26 Budget 87.740 87.740 0.000 33.147 2025/26 Annual Budget 2025/26 Actual to 03/10/25 £m £m Income Capital Funded from Current Revenue 35.633 17.012 Prudential Borrowing 21.061 9.667 Scottish Government Specific Grant: - New Build 24.726 5.282 - Open Market Purchase Scheme 6.000 1.068 - Mortgage to Rent - Climate Emergency Fund 0.120 0.200 0.000 0.000 Other Income 0.000 0.118 87.740 33.147 35
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources – Workforce Monitoring – 1 August to 30 September 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 August to 30 September 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 August to 30 September 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 13 September 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 August to 30 September 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of September 2025 for Housing and Technical Resources. The Resource absence figure for September was 6.2%, this figure has increased by 0.5% when compared to the previous month and is 0.1% higher than the Council- wide figure. When compared to September 2024, the Resource absence figure has decreased by 1.3%. Based on the absence figure at September 2025 and annual trends, the projected annual average absence for the Resource for 2025/2026 is 6.1% compared to a Council-wide average figure of 6.0%. 7 37
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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, 96 referrals were made this period. This represents an increase of 8 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 6 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 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. Two grievances were raised which is an increase of 2 when compared to the same period last year. No Dignity at Work complaints were raised, which remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were 9 leavers in the Resource this period eligible for an exit interview. The number of leavers has decreased by 6 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 an increase of 17 employees in post from 14 June to 13 September 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. 38
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Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 4 November 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, 8 October 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 39
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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 5.4 August 8.5 8.8 6.0 August 6.4 6.9 5.7 August 4.1 4.7 4.7 September 4.7 7.5 5.9 September 7.8 7.4 6.7 September 6.0 7.5 6.2 September 5.3 6.1 6.1 October 4.9 7.3 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 6.1 Annual Average 6.9 7.1 6.1 Annual Average 5.8 6.7 6.1 Annual Average 5.4 5.9 6.0 Average Apr-Sep 5.1 5.8 5.3 Average Apr-Sep 7.4 8.1 5.9 Average Apr-Sep 6.0 6.7 5.6 Average Apr-Sep 4.7 5.1 5.3 867 548 1415 15628 Council Wide No of Employees at 30 September 2025No of Employees at 30 September 2025 No of Employees at 30 September 2025 No of Employees at 30 September 2025 Appendix 1 Housing & Technical Resources Resource Total Absence Trends - 2023/2024, 2024/2025 & 2025/2026 APT&C Manual Workers 40
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Aug - Sep Aug - Sep 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 25 24 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 1 TOTAL 88 96 Aug - Sep Aug - Sep 2024 2025 Specified Injuries* 1 0 Over 7 day absences 2 0 Minor 4 0 Violent Incident: Verbal***** 1 6 Total Accidents/Incidents 8 6 Aug - Sep Aug - Sep 2024 2025 Total Number of Hearings 4 4 Time Taken to Convene Hearing - Aug to Sep 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 2 1 1 Aug - Sep Aug - Sep 2024 2025 Number of Grievances 0 2 Still in Progress 0 2 Aug - Sep Aug - Sep 2024 2025 Number of Incidents 0 0 RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 HOUSING AND TECHNICAL RESOURCES 36 35 0 5 27 31 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. 41
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Aug - Sep Aug - Sep 2024 2025 Disatisfaction with terms and conditions 0 2 Further Education 0 3 Personal Reasons 0 1 Travelling difficulties 0 1 Other 15 2 Total Number of Leavers Eligible for Exit Interview 15 9 Number of Exit Interviews conducted 0 2 Percentage of interviews conducted 0% 22% ANALYSIS OF REASONS FOR LEAVING Appendix 2a HOUSING AND TECHNICAL RESOURCES 42
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As at 13 September 2025 Total Number of Employees F/T P/T F/T P/T 763 116 351 154 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 208.85 668.54 352.76 33.29 9.00 0.00 1.69 0.00 1277.13 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 MALE FEMALE TOTAL TOTAL *Full - Time Equivalent No of Employees Salary Bands Salary Bands Appendix 3 JOINT STAFFING WATCH RETURN HOUSING & TECHNICAL RESOURCES 1384 1367 *Full - Time Equivalent No of Employees MALE FEMALE 43
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Report Agenda Item Report to: Housing and Technical Resource Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resource Plan – Quarter 2 Progress Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Housing and Technical Resource Plan Quarter 2 Progress Report 2025/2026, for the period 1 April to 30 September 2025 2. Recommendations 2.1. The Committee is asked to approve the following recommendations:- (1) that the Housing and Technical Resource Plan Quarter 2 Progress Report 2025/2026, as summarised in paragraph 5.2 and attached as 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 reporting the updated status of those measures identified as ‘report later’ at Quarter 4 2024/2025, as summarised in paragraph 5.5.and detailed at Appendix 3 of the report, be noted. 3. Background 3.1. The Housing and Technical Resource Plan 2025/2026 was approved by Committee on 14 May 2025 and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2025/2026. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022 to 2027. 4. Resource Outcomes 2025/2026 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2025/2026. These are detailed at Appendix 1. 8 45
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5. Quarter 2 Progress Report 2025/2026 5.1. Progress against all Resource Plan measures is contained in the Quarter 2 Progress Report 2025/2026, attached as Appendix 2. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure: Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 5.2. Measures which are classified as ‘red’ are considered in detail at paragraph 5.4. of this report. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. The overall summary of progress to date is set out in the table below. Status Measures Statistical Project Total % Blue 0 3 3 3% Green 21 47 68 79% Amber 1 2 3 3% Red 0 0 0 0% Report later/Contextual 11 2 13 15% Totals 33 54 87 100% (Data correct as at 16 October 2025) 5.3. Key achievements for 2025/2026, to date, are noted below: 5.3.1. Connect Outcome: Health and Wellbeing Resource Outcome Achievement No outcome here underneath has one “Support people to live active and independent lives” was against this in last years report. The Council’s affordable housing supply programme continues to increase the supply of council homes across South Lanarkshire, with a focus on ensuring that the new homes provide for changing in peoples need over the course of time. Work has commenced on site at Watson Street development in Larkhall, which was identified in the SHIP 2025 to 2030as a Progressive Housing site. 46
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Connect Outcome: Children and Young People Resource Outcome Achievement Improve the health and wellbeing of children, young people and families 100% of young people leaving care were provided with a housing options discussion which resulted in the development of an individual housing plan. 100% received a person housing pathway plan. Connect Outcome: Housing and Land Resource Outcome Achievement Continue to deliver an affordable housing programme to meet needs Continued to increase the supply of affordable housing with the delivery of 96 homes been delivered during 2025/2026 YTD. This includes 40 new build properties, and 56 properties acquired through the market purchase scheme. Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service 60% of lets were directed to urgent homeless (UH) households, ensuring those with the highest housing need are prioritised for housing. 93.5% of new tenancies sustained for more than a year against target of 88%. Ensure our repairs service continues to meet the needs of customers 94% of reactive repairs were completed right first time. Emergency repairs were, on average, completed in 4 hours 25 minutes against a target of 24 hours. Non-emergency repairs were, on average, completed in 12.49 days against a target of 28 days. 5.3.2. In addition to working towards these Outcomes, we recognise that the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified under the heading Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcome Achievement Delivering the plan and achieving best value Stage 1 complaints were fully responded to on an average of 4 working days, against a target timescale of 5 working days (SSHC). Stage 2 complaints were fully responded to on an average of 16 working days, against a target timescale of 20 working days (SSHC). Against an extremely challenging set of socio-economic circumstances, positive performance, against previous year, was achieved in relation to:- 47
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Delivering the Plan and achieving Best Value Resource Outcome Achievement • the percentage of gross rent arrears (current and former) which reduced from 7.26% Quarter 2 (2024/2025) to 6.61% in Quarter 2 (2025/2026). 5.4. Areas for improvement There were no measures that have been classified as ‘red’ (major slippage against timescale or shortfall against target). 5.5. Report later Measures in the quarterly progress reports which are not blue, red, amber or green can be assigned a status of ‘report later’ or ‘contextual’. A further analysis introduced to aid scrutiny of performance, is to follow up the measures in these categories from the Quarter 4 2024/2025 report. The updated status and explanatory narrative relating to the remaining 6 ‘report later’ measures are detailed in Appendix 3. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 7. Financial Implications 7.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change or environmental implications as a result of this report. 8.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 9. Other Implications 9.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. . 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 existing policy, function or strategy and therefore, no impact assessment is required. 10.2 There is also no requirement to undertake any consultation in terms of the information contained in this report. 48
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Stephen Gibson Executive Director (Housing and Technical Resources) 20 November 2025 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022 to 2027 Previous References Housing and Technical Resources Quarter 4 Progress Report 2024/2025: List of Background Papers Council Plan 2022 to 2027 Housing and Technical Resource Plan 2025/2026 – approved by Housing and Technical Resources Committee on 14 May 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lynn Hayes (Performance and Support Advisor) Ext: 4823 (Tel: 01698 454823) E-mail: lynn.hayes@southlanarkshire.gov.uk 49
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Appendix 1 Housing and Technical Resource Outcomes 2024/2025 Connect Outcomes Resource Outcomes Communities and Environment • Work with communities to create safe, strong sustainable places • Increased ownership of local assets Education and Learning • No Resource Outcomes for this Connect Outcome. Health and Wellbeing • Support people to live active and independent lives • Help people to continue to live within their homes and communities through integrated community health and social care services Children and Young People • Improve the health and wellbeing of children, young people and families Housing and Land • Support people to access and sustain housing which meets their needs through our Integrated Housing Options service • Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable temporary and supported accommodation • Increased levels of affordable rented homes • Manage the council’s portfolio of properties and land • Ensure our repairs service continues to meet the needs of customers • More energy efficient council homes • Continue to engage and work with tenants and other customers to design our services • Provide high quality services to our tenants, including those who live in sheltered housing and residents at our Gypsy / Travellers sites • Improved outcomes for households experiencing homelessness, including access to settled accommodation • Work to bring empty homes back into use to help meet needs within South Lanarkshire • Continue to develop a range of properties to meet the council needs • Deliver a first-class repairs and maintenance service • Work with property owners and landlords to make sure our private housing is suitable for the needs of our residents Our Economy • Help create town centres that offer a social, cultural and economic heart to a community and contain shared built environment, heritage and spaces that, with the right conditions, provides inclusive and sustainable centres Delivering the plan and achieving best value Resource Outcomes • Digital and ICT services meet the needs of its customer • Customers experience high quality and improving council services • The council demonstrates high standards of governance and sound financial stewardship • The workforce has the skills, flexibility and capacity to deliver the council’s outcomes 50
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IMPROVe - SLC Performance Management System Report printed on 28 Oct 09:01 Quarter 2 : April 2025 - September 2025 South Lanarkshire Council Housing and Technical Resource Plan (This represents the cumulative position to September 2025) Performance Report 2025-26 8 51
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IMPROVe - SLC Performance Management System Report printed on 28 Oct 09:01 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 1 0 0 0 1 Education and Learning 0 0 0 0 0 Health and Wellbeing 2 0 0 0 2 Children and Young People 0 0 0 0 0 Housing and Land 12 1 0 8 21 Our Economy 0 0 0 0 0 Delivering the plan and achieving best value 6 0 0 3 9 Total 21 1 0 11 33 Page 1 52
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IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical Communities and Environment Work with communities to create safe, strong sustainable places Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Anti-Social Behaviour cases which were resolved (SSHC) (RP) Performance currently slightly below target but is anticipated to improve as the year progresses. Green 90.00% 87.80% 96.80% 94.71% 96.79% Health and Wellbeing Support people to live active and independent lives Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Average time (working days) to complete applications for council houses (SSHC) Target achieved. Green 28.00 days 19.11 days 21.72 days 21.94 days 14.88 days % of new build that are wheelchair accessible (RP) A total of 40 new builds homes were completed in the period of which 4 (10%) wheelchair accessible. Green 10.0% 10.0% ------ 19.2% 16.0% Housing and Land Support people to access and sustain housing which meets their needs through our Integrated Housing Options service Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of lets to Urgent homeless (UH) households (RP) Target achieved. Green 55.0% 60.0% 58.1% 62.9% 62.5% % of new tenancies sustained for more than a year for all lets (SSHC) (RP) Tenancy sustainment has remained strong within quarter 2 and target achieved. Green 88.00% 93.50% 92.00% 92.20% 91.90% Average time taken to relet empty properties (SSHC) (RP) Target achieved, performance continues to be monitored and a number of improvement actions identified. Green 28.00 days 17.67 days 27.76 days 22.15 days 19.31 days Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of sustainable temporary and supported accommodation Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Average length of time in temporary accommodation (self contained community properties) (SG) (RP) Quarter 2 information not yet available, await Scottish Government publication of figures. Report Later ------ ------ 96 days 92 days 97 days Average length of time in temporary accommodation (furnished) (SG) Quarter 2 information not yet available, await Scottish Government publication of figures. Report Later ------ ------ ------ ------ ------ Page 2 53
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IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical Housing and Land Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of sustainable temporary and supported accommodation Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of households provided with temporary accommodation (SG) (RP) Quarter 2 information not yet available, await Scottish Government publication of figures. Report Later ------ ------ 100.0% 99.5% 99.2% % of temporary accommodation on offers refused (SG) (RP) Quarter 2 information not yet available, await Scottish Government publication of figures. Report Later ------ ------ 6.00% 7.80% 9.70% Number of times we did not meet our obligation to provide suitable accommodation (SG) (RP) Quarter 2 information not yet available, await Scottish Government publication of figures. Report Later ------ ------ 0 3 35 Improved outcomes for households experiencing homelessness, including access to settled accommodation Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of homeless households advised of outcome of assessment within 28 days (SG) (RP) This is a key focus for the Resource and continues to be closely monitored by management. Green 95.0% 96.6% 95.2% 96.5% 98.5% % of Housing Options interventions where Homelessness prevented (RP) As at quarter 2, 833 (76%) homeless cases prevented. Green 70.0% 76.1% 65.9% 60.8% 60.0% Ensure our repairs service continues to meet the needs of customers Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of response repairs completed on time Target achieved. Green 90.0% 95.1% 95.3% 97.0% 95.5% Ave length of time to complete emergency repair - hours (SSHC) - YTD Target achieved. Green 24.00 hours 4.25 hours 5.36 hours 6.55 hours 4.57 hours Ave length of time to complete non emergency repair (SSHC) (LGBF) - YTD Target achieved. Green 28.00 days 12.49 days 11.63 days 14.53 days 13.04 days % of reactive repairs carried out in the reporting year completed right first time (SSHC) Target achieved. Green 90.00% 94.00% 99.60% 99.00% 99.74% % of repairs appointments kept (SHN) Slightly below target, on trend to achieve target at year end. Green 90.00% 86.24% 94.00% 94.77% 89.00% Page 3 54
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical Housing and Land Ensure our repairs service continues to meet the needs of customers Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- No of times we did not, meet our obligation to complete the annual gas safety check by annual anniversary date (SSHC) 1 service beyond target date, all now complete. Issue identified has now been resolved. Amber 0 1 20 82 6 How many times in the reporting year did you not meet the requirement to complete an electrical installation condition report (EICR) within five years of the last EICR? (SSHC) Prioritisation of the Forced Entry programme on the backlog repeat “no access” cases has affected quarter 1 and quarter 2 figures as expected. It is expected that quarter 3 and quarter 4 properties not meeting the EICR requirements should be very low. Green 120 94 ------ ------ ------ Number of homes that do not have ‘satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire’ installed at the year end (SSHC) All 57 homes outstanding on forced entry programme. Green 0 57 ------ ------ ------ Deliver a first-class repairs and maintenance service Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of tenant satisfaction with repairs or maintenance in year (SSHC) Quarter 2 information not yet available. Report Later ------ ------ 89.0% 89.0% 88.1% More energy efficient council homes Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Council stock meeting the SHQS (SSHC) To be reported at year end. Report Later ------ ------ 80.0% 83.6% 88.7% % of council dwellings that are Energy Efficiency Standard for Social Housing 2 (EESSH2) The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2045. Report Later ------ ------ ------ ------ ------ Page 4 55
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IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical Delivering the plan and achieving best value Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Stage 1 complaints responded to in full (SSHC) 83 out of 90 stage 1 complaints responded to in full. Complaints continue to be a focus for management and are routinely monitored. Contextual ------ 92.00% 95.00% 97.00% 93.00% Average time in working days for a full response at Stage 1 (SSHC) Target achieved. Green 5 4 5 5 5 % of Stage 2 complaints responded to in full (SSHC) 20 out of 20 stage 2 complaints responded to in full. Complaints continue to be a focus for management and are routinely monitored. Contextual ------ 100.00% 88.00% 96.00% 97.20% Average time in working days for a full response at Stage 2 (SSHC) Target achieved. Green 20 16 15 17 15 Rent collected as a % of rent due in the year (SSHC) (RP) Target achieved. Green 99.4% 99.8% 99.1% 99.5% 100.2% Gross rent arrears (current and former tenants) as a % of rent due for the year (LGBF) (SSHC) (RP) Target achieved. Green 8.25% 6.61% 8.66% 8.00% 7.10% % of rent due in the year that was lost due to voids (Operational void rent loss) (SSHC) Target achieved. Green 0.50% 0.38% 0.62% 0.51% 0.40% % of total void rent loss (SSHC) Target achieved. Green 1.50% 1.17% 1.41% 1.70% 1.32% Factoring collection rate Quarter 2 information not yet available. Report Later ------ ------ 72.20% 70.90% 71.60% Page 5 56
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 0 5 0 0 0 5 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 3 0 0 0 3 Children and Young People 0 4 1 0 1 6 Housing and Land 3 31 1 0 1 36 Our Economy 0 1 0 0 0 1 Delivering the plan and achieving best value 0 3 0 0 0 3 Total 3 47 2 0 2 54 Page 6 57
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IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Communities and Environment Work with communities to create safe, strong sustainable places Action Measures Comments/ Progress Status Community Safety priorities are achieved Continue to support the Safer South Lanarkshire Board and work with partners to contribute to tackling identified community safety issues Continue to work through the Safer South Lanarkshire Board with partners to tackle identified community safety issues and scrutiny of local police and fire plans which contributes to wider national community safety issues and consultations. At the last meeting on 18 August 2025 the board considered the SLC response to the SFRS Service Delivery Review consultation as well as a quarterly update on the Community Safety Partnership. Green Contribute to the Environmental Task Force to address graffiti, vandalism and fly tipping (RP) Housing and Technical Resources continue to play an active role in the Environmental Task Force and associated Litter Strategy to ensure alignment across all services in actions to tackle litter, fly-tipping and rubbish accumulations. Actions include working with Community and Enterprise Resources and other partners to: - to identify hotspot areas on land owned by the Housing Revenue Account and take enforcement or improvement actions to reduce issues. - to improve reporting processes for fly-tipping or rubbish accumulations with the aim of reducing delays in investigations or clear ups. - trial the use of Public Space CCTV for detecting offenders for environmental issues such as fly-tipping, rubbish accumulations and graffiti. Green Page 7 58
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IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Communities and Environment Work with communities to create safe, strong sustainable places Action Measures Comments/ Progress Status Continue to implement the Anti-Social Behaviour Strategy 2024-29 The first annual review of the strategy has been completed and shows good progress in delivering 33 of the 36 indicators. 3 indicators were assessed as 'amber' in relation to fly-tipping, mediation referrals, and instances of wilful fire raising. The annual review was presented to Executive Committee on 24 September 2025. Green Develop revised approach to Rural Housing Action Plans Establish new schedule and approach in, incorporating proposals for investment (additional housing and current stock), housing management approaches / initiatives and community engagement Ongoing community engagement in the rural villages following the publication of newsletters, with the aim of agreeing priorities with local people to inform the development of action plans. A Community Flat is now operational in Forth, with housing officers running a monthly surgery to respond to enquiries from the local community. Green Increased ownership of local assets Action Measures Comments/ Progress Status Support sustainable community asset transfer Continue to effectively assess and determine applications for Community Asset Transfer against statutory requirements All enquiries are processed timeously and support and guidance provided to any interested party. There are currently 3 full CAT applications live. 1 full CAT has been agreed. 1 full CAT has been rejected. 1 full CAT has been withdrawn. The ongoing workload continues to support over 50 groups in development of their applications. Green Page 8 59
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IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Health and Wellbeing Help people to continue to live within their homes and communities through integrated community health and social care services Action Measures Comments/ Progress Status Ensure effective contribution to health and social care outcomes contained In line with Homelessness related Directions of the HSCP pilot routine enquiry within identified front line homelessness services and develop plan to support full roll out across health and care services (RP) Work ongoing with HSCP through revised Health and Homeless Group (and sub groups) in preparation for Ask and Act requirements. Green within the Strategic Commissioning Plan Deliver progressive housing approach across identified new housing developments Work has started on site at Watson Street development in Larkhall, which was identified in the SHIP 2025-30 as a Progressive Housing site. Work is expected to be completed in December 2026. HTR worked with the HSCP to identify the best Progressive Housing mix for the site. Green Support Health and Social Care Partnership to implement relevant aspects of Strategic Commission Plan 2025-28 Work to support the implementation of the Strategic Commissioning Plan taken forward through the LHS Steering Group. Discussion on SCP planned for next meeting in November 2025. Green Children and Young People Improve the health and wellbeing of children, young people and families Action Measures Comments/ Progress Status Contribute to effective joint working to protect Deliver identified actions detailed in the Local Child Poverty Action Report Quarter 2 information not available until October 2025. Report Later and promote the wellbeing of children, young people and adults Support the delivery of South Lanarkshire as a Marmot Place Housing and Technical Resources continue to attend the Marmot Leadership Group and Data Group, contributing to the delivery of actions where required. Green Page 9 60
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Children and Young People Improve the health and wellbeing of children, young people and families Action Measures Comments/ Progress Status Continue to deliver the SHORE standards (Sustainable Housing on Release for Everyone) standards, by providing appropriate support to 80% of individuals leaving prison with identified housing need (RP) In quarter 2, 53 Liberation appointments were made with 64% of these being successful. The SHORE team has gone through a change with three new Housing Officers in post. Due to the training required prior to attending the prison the liberation appointments for quarter 2 were lower than normal. Expect appointments to increase in quarter 3. Amber Ensure referrals are made to appropriate statutory agencies for children and vulnerable adults in 100% of cases that are identified as at risk of harm Staff within the Resource continue to make referrals where they identify concerns relating to child/vulnerable adults at risk of harm. Referrals are routinely monitored and reported on annual basis. Briefing highlighting the important role of staff within the Resource in identifying concerns and making referrals to be delivered in October 2025. Green 100% of young people moving on from care are offered housing options appointment, and of those requiring Housing Service assistance, 100% supported to move onto suitable and sustainable housing via a personal housing pathway plan (RP) 100% of young people moving on from care received a housing options appointment and 100% received a person housing pathway plan. Green Work with property owners and landlords to make sure our private housing is suitable for the needs of our residents Action Measures Comments/ Progress Status Review Scheme of Assistance Policy Review of Scheme of Assistance Policy completed by May 2025 Review completed and revised scheme approved at Housing and Technical Resource Committee 14th May 2025. Green Page 10 61
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service Action Measures Comments/ Progress Status Provide targeted support to improve the understand the financial The offer of tailored support to 100% of tenants who go on to receive Universal Credit (RP) Continue to contact all Council tenants who claim UC Housing Costs providing person centred advice and support. This includes referrals and signposting to other Council services and outside agencies. Green security of our customers Tenancy Sustainment Fund to support tenant experiencing financial difficulties sustain their tenancy (RP) Our person-centred approach to arrears management continues, by supporting tenants facing financial hardship and utilising our Tenancy Sustainment Fund to help sustain tenancies and support tenants facing financial difficulty. Green Consult with tenants regarding proposed rent levels by December 2025 Discussions have taken place with tenant representatives to agree the programme for consultation on the rent levels for 2026/27. The agreed consultation programme will be implemented between October and December 2025. Green Development and implement Local Housing Strategy for 2022-2027 Second annual review scheduled for submission to Executive Committee in August 2025 (RP) The second annual review of the Local Housing Strategy 2022-27 was approved by Executive Committee in August 2025. Complete Increased levels of affordable rented homes Action Measures Comments/ Progress Status Increase the number of new affordable homes Total new/additional affordable homes delivered per SHIP and reported to Housing and Technical Resources Committee (RP) In the period a total of 96 additional homes have been delivered as per the SHIP in 2025/26. This includes 40 new build units and 56 acquired through Market Purchase Scheme. Green Manage the council's portfolio of properties and land Action Measures Comments/ Progress Status Project Management of General Services The General Services Programme spend will be achieved for the financial year Quarter 2 information not yet available. Report Later Page 11 62
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Manage the council's portfolio of properties and land Action Measures Comments/ Progress Status Projects Leisure Transformation Fund Works are progressing. Full budget allocated. Unallocated fund and contingency now included. Green Review of operational assets and reduction in the number of properties Continue to engage with all Council Resources and public sector partners during 2025/26 to ensure continued progress towards establishing a core estate through property rationalisation and investment HubSW and external consultants appointed to assist in development of Estates Strategy. Assessment criteria and first stage of review completed and final report to be presented to Executive Committee on 5 November 2025. Land and Property Report approved at June Executive Committee to authorise a marketing programme for surplus property with no CAT interest or operational requirement. Green Review of office accommodation in light of changing working patterns Develop and implement a new 5 year office strategy and action plan East Kilbride Masterplan and future proposals for a Civic Hub, together with the outcome of the Estates Strategy Review, will inform the future office strategy. Works underway to meet requirements of Agile Working Guidance to be complete for end of October. Discussions with community partners to progress co-location within existing office accommodation are ongoing and will also be informed by outcome of the Estates Review. Green Condition is assessed as the percentage of floor space of operational buildings which are in satisfactory condition Condition Core Fact and LGBF Indicator updated and will be reported via annual update of current 5 year Asset Management Plan to the Housing and Technical Resources Committee within the current financial year. Green Suitability is assessed as the percentage of operational buildings which are considered to be suitable for service delivery Suitability Core Fact and LGBF Indicator updated and will be reported via annual update of current 5 year Asset Management Plan to the Housing and Technical Resources Committee within the current financial year. Green Page 12 63
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Manage the council's portfolio of properties and land Action Measures Comments/ Progress Status Progress towards decarbonisation on the non housing estate Within the limitations of funds that are available, the council will develop a programme for reducing emissions within its non-domestic building stock, aiming for heat to be delivered by zero carbon technology by the 2038 backstop An interim update on 10 Year Estates Strategy presented to the Executive Committee on 25 June 2025. This report updated on the work carried out to date by consultants. Report on Net Zero Innovation Fund approved comprising 2 LED lighting projects and 2 Heat Network Feasibility Studies. Projects currently on target for delivery this financial year. Climate Emergency Fund Project List approved by Executive Committee on 28 May 2025. Green Achieve energy efficiency and carbon emission reductions through delivery of the Central Energy Efficiency Fund (CEEF) programme On Target. Report on 2024/25 - 2025/26 Programme approved by CMT on 29 May 2025. All projects in the 2024/25 programme are complete. All projects in the 2025/26 programme are on target to complete within the current financial year. Green More energy efficient council homes Action Measures Comments/ Progress Status Improve energy efficiency of domestic stock to help address fuel poverty Deliver Housing Investment Programmes to improve the energy efficiency of existing council homes to reduce household bills and contribute towards relevant net zero targets £32.338m of refurbishment works approved for 2025/26 of which £9.779m is targeted towards energy efficiency works. There are three projects on site delivering External Wall insulation at Forth, Larkhall and Hamilton, a cavity wall insulation project is being progressed across South Lanarkshire. In the period 55 Properties were completed in Forth and work has started at 60 properties in Hamilton. Green First review of South Lanarkshire Local Heat and Energy Efficiency Strategy (LHEES) to Climate Change and Sustainability Committee in June 2025 The Annual Review of the South Lanarkshire Local Heat and Energy Efficiency Strategy was presented to the Climate Change and Sustainability Committee on 3 September 2025. Complete Page 13 64
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land More energy efficient council homes Action Measures Comments/ Progress Status To contribute to national fuel poverty targets, the council will undertake a review to identify the proportion of households within its housing stock that are in, or are susceptible to being in, fuel poverty Work is progressing in conjunction with community planning partners and members of the Financial Inclusion Network’s Fuel Poverty Subgroup to identify fuel-poor areas to assist in targeting financial or property-led interventions. Green Subject to external grant funding, progress feasibility study for the Calderwood multi-storey heating upgrade The preferred contractor was placed in administration at the end of July 2025. However, they had not been formally appointed to carry out the project works. Work is ongoing to procure a new contractor, and it is anticipated that a mini-competition procurement exercise will be undertaken utilising the PfH framework contractors who continue to offer to bring forward funding opportunities that will assist with the delivery of this project. Initial discussions have taken place to identify the potential contractors and engagement will commence early November 2025. Amber Engage with public and private sector partners to progress consideration of potential heat networks as detailed in Local Heat and Energy Efficiency Strategy (LHEES) Feasibility studies are progressing for potential heat networks in Bothwell Road/Almada Street, Hamilton, and in Carluke and East Kilbride. Green Commission a Net Zero Pathways report to identify suitable retrofit measures for the Council’s housing stock Consultants have been engaged to complete a detailed analysis of the council’s domestic estate to outline key actions the Council can take to achieve the proposed new Social Housing Net-Zero Standard. Green Review specifications of works to prioritise heat demand reduction in projects in the housing investment programme The Resource continues to review projects within the Housing Investment Programme to undertake options to reduce heat demand across domestic estate. Green Continue to engage and work with tenants and other customers to design our services Action Measures Comments/ Progress Status Ensure effective involvement with tenants Customer satisfaction programme developed and approved by Resource management Team July 2025 (SSHC) (RP) Customer satisfaction programme approved at Resource Management Team in July 2025. Green Page 14 65
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Continue to engage and work with tenants and other customers to design our services Action Measures Comments/ Progress Status and other customer groups as well as understanding our customer satisfaction Annual Scrutiny Programme 2025 developed June 2025 and implemented by March 2026 (RP) Scrutiny exercise has been completed in relation to the Tenancy Sustainment Fund and report is due by end of October 2025. The second and final scrutiny exercise undertaken in the 2nd half of the year on the role of the Housing Officer. Green levels of key service areas Customer Engagement Programme agreed with tenant representatives by June 2025 (RP) The annual Customer Engagement Programme was agreed with members of the TPCG in August 2025 and includes involvement in: Delivery of the scrutiny programme, rent setting, review of the allocations policy and planning the delivery of the Customer Voices Conference. Complete Results are reviewed quarterly, and any improvement activities are identified and incorporated into services and resource planning cycles (SSHC) For areas progressed in 2025/26, all survey results have been analysed and if required, improvement actions identified and progressed. Green Page 15 66
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Continue to engage and work with tenants and other customers to design our services Action Measures Comments/ Progress Status Develop and implement Customer Involvement Strategy Work with partners to implement actions from the reviewed Customer Involvement Strategy 2024-29. First review to HTR Committee in October 2025 TPCG members have supported the delivery of the first annual review of the Customer Involvement Strategy 2024-29, agreeing the assessment of each outcome of the strategy and the evidence of progress to be included in the report to committee. The annual review report was approved by Housing and Technical Resource Committee on 8 October 2025. Green Reviewing structures for engagement at central and locality level. Ensure customer involvement in identifying local priorities to be progressed through Participatory Budgeting. 836 responses to the Customer Involvement Survey which asked people about they ways in which they would like to be involved at a local and central level. The findings informed the planning of the Customer Voices conference which was held on 16 September 2025, bringing together approximately 100 customers and staff to consider future plans for engagement at a central and locality level. Plans are in place to re-establish locality meetings with dates set for October/November 2025. Quarter 1 Participatory Budgeting report to CMT showed a spend of £1.588 million against the HTR nominated budgets. Quarter 2 report will be submitted to CMT in October 2025. Green Page 16 67
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Provide high quality services to our service to our tenants, including those who live in sheltered housing and residents at our Gypsy/Travellers sites Action Measures Comments/ Progress Status Work with Gypsy/Traveller residents to develop and Continue to deliver co-produced Site Masterplans at both sites, reflecting council and resident priorities (RP) Work ongoing to deliver the Gypsy Travellers Site Masterplans, with progress communicated through feedback from site managers, site meetings, and the publication of newsletters in August 2025. Green implement a programme of site improvement Work in 2025/26 will continue with key projects including continuation of amenity unit extensions at Shawlands Crescent and new play area at Springbank Park (RP) Play area at Springbank Park completed and available for site residents to use. Amenity unit extensions completed at the majority of pitches at Shawlands Crescent, with plans now in place for the final pitches. Installation of Solar PV and batteries almost complete at both sites. Green Ensure that Sheltered housing services are compliant with Care Inspectorate Inspection standards Complete Quality assurance checks to monitor and ensure compliance with care inspectorate standards (RP) Self assessment complete, Quality Assurance reflects high compliance. Green Improve outcomes for households experiencing homelessness, including access to settled accommodation Action Measures Comments/ Progress Status Implement actions set out in the Homelessness Strategic Plan Annual review to HTR Committee August 2025 Review complete and most recent update on Homeless Strategic Plan was presented to Housing and Technical Resource Committee in August 2025. Green Page 17 68
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Improve outcomes for households experiencing homelessness, including access to settled accommodation Action Measures Comments/ Progress Status Continue to implement agreed actions to help mitigate impact of pressure on homelessness services 6 monthly reporting to HTR Committee Report presented as per schedule in August 2025. Green Improve access to settled accommodation for homeless households and other priority groups such as care experienced young people and people fleeing domestic abuse and veterans Continue to deliver the joint Throughcare protocol in conjunction with HSCP to provide positive housing outcomes from younger people. Continuing to work to the protocol and excellent joint working with Housing and Social Work. Within quarter 2, 12 permanent lets were given to young people. Green Improve access to settled accommodation for homeless households and other priority groups as people fleeing domestic abuse Reduce homeless caseload backlog. Domestic Abuse Policy Developed At quarter 2, 1% reduction in caseloads. Draft Domestic Abuse Policy progressing and will be developed in 2025/26. Green Improve access to settled accommodation for veterans Deliver housing associated actions within the South Lanarkshire Council Armed Forces Community Covenant Strategy The Corporate Armed Forces Covenant Working Group continues to meet on a regular basis with relevant representation from Housing Services. The Housing Tracker for Armed Forces and Veterans continues to monitor individual housing enquiries to ensure resolution. Green Page 18 69
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Work to bring empty homes back into use to help meet needs within South Lanarkshire Action Measures Comments/ Progress Status Physical regeneration work in priority areas Work with partners to bring 20 Long Term empty homes into use by March 2026 9 properties have been brought back into use between April and September 2025. Green Continue to develop a range of properties to meet the council needs Action Measures Comments/ Progress Status Increase delivery of housing supply suitable for older people via AHSP Total new amenity homes delivered through Affordable Housing Supply Programme and reported to HTR Committee through the SHIP (RP) 4 wheelchair houses provided to date within 2025/26. Delivery of new amenity homes anticipated later in 2025/26 as part of wider programme. Green Our Economy Help create town centres that offer a social, cultural and economic heat to a community and contain shared built environment, heritage and spaces that, with the right conditions, provides inclusive and sustainable centres Action Measures Comments/ Progress Status Ensure effective development of opportunities Support the development of opportunities to re-envision and redevelop town centres Housing and Technical Resources continue to contribute to efforts to redevelop South Lanarkshire’s town centres. Contributions made to masterplan proposals for East Kilbride and sites have been reflected in the SHIP 2025-30 to ensure funding is available through the AHSP to deliver units. Green Page 19 70
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Tuesday 28 October 2025 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Delivering the plan and achieving best value The Council demonstrates high standards of governance and sound financial Action Measures Comments/ Progress Status Ensure effective management of all Resource budgets and Business Plans Overall budgetary targets achieved by March 2026 We anticipate that overall budgetary targets will be achieved by the end of the financial year. Green Implement actions following outcome of Factoring Review Outcome of Factoring Review to be presented to Housing and Technical Resources Committee in May 2025 with associated action plan to be implemented once approved Revised timescale now approved and review on track with ongoing consultation with key stakeholders. Green Digital and ICT Services meet the needs of the council and its customer Action Measures Comments/ Progress Status Progress the council's Digital Strategy within the Resource Continue to develop and implement the replacement housing and property services management system as per the Project Implementation Plan (RP) Project plan is being re-aligned to reflect ongoing developments within Phase 1 Implementation. Ongoing monitoring against the plan continues at the highest level. Green Page 20 71
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Appendix 3 Housing and Technical Resource Plan 2024/2025 Quarter 4 Progress - ‘Report later’ measures – update of status/comments Measure Comments at Quarter 4 2024-25 Updated Q4 status Updated comments Average length of time in temporary accommodation (self contained community properties) (SG) Quarter 4 information not yet available, await Scottish Government publication of figures. Green Target achieved. 97 days YTD against target of 120 days. (This includes all temporary accommodation including very short term placements in B & B, which improves the average, despite the pressure in temporary accommodation and increasing time spent in other types of temporary furnished properties). % of households provided with temporary accommodation (SG) Quarter 4 information not yet available, await Scottish Government publication of figures. Amber 99.2% YTD against target of 100%. 35 instances where we were unable to accommodate applicants. These were primarily due to challenging behaviours, although the ongoing shortage of suitable temporary accommodation also contributed. % of temporary accommodation offers refused (SG) Quarter 4 information not yet available, await Scottish Government publication of figures. Red 720 offers made with 70 refused (9.7%) against target of 6%, Reduction in performance in this area is linked to significant increase in demand for homelessness services. This has resulted in increased offers, the majority of refusals relate to emergency First Stop Accommodation, with applicants electing to make their own arrangements in the very short term while awaiting offer of temporary furnished property. Number of times we did not meet our obligation to provide suitable accommodation (SG) Quarter 4 information not yet available, await Scottish Government publication of figures. Red The reduction in performance, is linked to significant increase in demand for temporary accommodation. All 35 instances of failure to accommodate, related to the applicants own behaviour. % of council dwellings that are Energy Efficiency Standard for Social Housing 2 (EESSH2) The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen Report Later The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the 8 73
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Measure Comments at Quarter 4 2024-25 Updated Q4 status Updated comments and realign the standard with the target for net zero heat in houses from 2045. target for net zero heat in houses from 2045. The General Services Programme spend will be achieved for the financial year. To be reported later. Green Spend to quarter 4 was £54.598m. Revised 2024/25 Budget £69.833m. This is in line with previously reported outturn explanations. 74
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Subject: South Lanarkshire Council’s Strategic Housing Investment Plan 2026 to 2031 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval for South Lanarkshire Council’s Strategic Housing Investment Plan 2026 to 2031 provide an update on additional considerations given as part of the development of South Lanarkshire Council’s Strategic Housing Investment Plan 2026 to 2031 2. Recommendation(s) 2.1 The Committee is asked to approve the following recommendation(s):- (1) that South Lanarkshire Council’s Strategic Housing Investment Plan 2026 to 2031, as detailed in Appendix 1, be approved for publication and submission to the Scottish Government; and (2) that the key considerations made as part of the development of South Lanarkshire Council’s Strategic Housing Investment Plan 2026 to 2031, be noted. 3. Background 3.1. The Strategic Housing Investment Plan (SHIP) is a rolling 5-year plan. Its purpose is to set out affordable housing development priorities within a local authority area, to guide the way in which Scottish Government funding and other resources are allocated to achieve current South Lanarkshire Local Housing Strategy (LHS) 2022 to 2027 outcomes. 3.2. Local authorities are required to update the SHIP on an annual basis with sites added, removed or revised as appropriate. The most recent SHIP, which covers the period from 2025 to 2031, was approved by the Housing and Technical Resources Committee on 27 November 2024. 3.3. The LHS 2022 to 2027 was approved at Executive Committee on 30 November 2022 and highlights a commitment by the Council and its partners to actively seek opportunities to develop housing across South Lanarkshire to both meet housing need and their social and economic regeneration. 3.4. On 30 November 2022, the Executive Committee approved a new target to deliver 1,300 additional council homes across South Lanarkshire. On 27 November 2024, the Housing and Technical Resources Committee noted the ongoing challenges in achieving this, with significant increases to costs of new homes and uncertainty around the Scottish Government funding for future years. Despite this, efforts would continue 9 75
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to be made to increase the provision of council homes across all areas of South Lanarkshire. 4. Development of the SHIP 2026 to 2031 4.1. The SHIP 2026 to 2031, has been developed in the context of:- advice received from the Scottish Government regarding the Resource Planning Assumptions to be assumed during the term of the SHIP, more details of which have been noted in paragraph 6.2.3below continued alignment with the South Lanarkshire Health and Social Care Partnership to ensure appropriate housing provision for those with particular needs through the Progressive Housing Framework noted at paragraph 6.3 below maximising opportunities to bring forward town centre, existing council or privately owned sites to increase the options available for new affordable housing supply alignment with relevant aspects of the new National Planning Framework 4 (NPF4) to ensure new housing developments contribute to and enhance existing neighbourhoods continuing pressure on available housing due to a sustained increase in homelessness 4.2. Continuing engagement has taken place with Registered Social Landlord (RSL) partners to reflect their intentions to progress with the development of new affordable housing over the period of the plan. 4.3. Along with consultation with internal partners, an awareness session was held with elected members on 11 September 2025 at which the draft SHIP was presented allowing discussion to take place. Positive feedback was received on the proposed plan and discussions took place to inform elected members of the processes behind development of sites, engagement with Planning colleagues before a site is included in the SHIP, and ongoing discussions around options for new housing in rural areas. 4.4. Engagement has also taken place with the Tenant Participation Co-ordination Group with a presentation delivered on 20 November 2025 which provided the Group with an overview of the SHIP and distribution of sites across the housing divisions, ensuring tenant priorities continue to be considered in the delivery of new homes. 4.5. As required, the Council submitted a draft version of the SHIP to the Scottish Government on 31 October 2025. The submission highlighted that the document was in draft form and subject to Housing and Technical Resources Committee approval. Once approved by Committee, the document will be published on the Council’s website. 5. Draft SHIP 2026 to 2031 5.1. The draft SHIP and associated table of priority sites is provided in Appendix 1. The document has been updated in line with national guidance and provides a detailed context and rationale for the priorities which could be delivered over the 5-year period to March 2031. 5.2. Table 1, annexed to the SHIP, sets out priorities for grant funding to be delivered over the rolling 5-year period and includes projects with a total potential capacity for delivering up to 2,408 affordable homes in South Lanarkshire over the 5-year period to March 2031. This includes 2,078 new build homes to be delivered by the Council 76
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and RSLs, alongside 330 properties to be purchased by the Council through its Market Purchase Scheme. 5.3. The actual new build output will be subject to a detailed development assessment of the viability of each site as well as the level of grant funding which will be available for each project over the period to March 2031. 5.4. Table A below illustrates the anticipated distribution of new build completions across the four housing market areas in South Lanarkshire over the 5-year period, alongside the percentage increase of each compared within existing housing for social rent in that area. Clydesdale East Kilbride Hamilton Rutherglen/ Cambuslang Market Purchases South Lanarkshire Proposed new build units within SHIP 302 839 559 378 330 2,408 % of total SHIP 12.5% 34.8% 23.2% 15.6% 13.7% 100% Total units of existing social housing in area 6,589 7,181 12,657 7,232 n/a 33,659 % increase against existing social housing stock in area 4.5% 11.6% 4.41% 5.22% n/a 7.15% 5.5. The SHIP tables reflect a combination of projects rolled forward from the previous SHIP and new sites consistent with LHS strategic priorities. For those sites carried forward, each have been re-evaluated against these priorities and to ensure that development remains viable. 6. Key Considerations within the SHIP 2026 to 2031 6.1. As detailed at paragraph 4.1, a range of other considerations were made as part of the development of this year’s SHIP, including:- 6.2 Resource Planning Assumption 6.2.1. The SHIP is used by the Scottish Government to direct the allocation of resources from a national to a local level through annual local programme agreements (SLPA) which detail the sites to be progressed, and the indicative funding required. To support delivery of the affordable housing supply programme the Scottish Government is required to identify the total annual funding (the Resource Planning Assumptions- RPA) that will be available to councils and RSL’s within each local authority area. 6.2.2 The RPA for 2025/2026 is £30.074 million and should be assumed as the RPA for 2026/2027 to ensure that there is sufficient scope to bring forward new projects. The assumptions and forecasts set out in the SHIP are based on the information available at the time of preparation and will be subject to refinement as part of the annual review of the SHIP and preparation of the Strategic Local Programme Agreement (SLPA) as individual projects are developed. In accordance with the guidance, this annual agreement will continue to be reviewed and refreshed annually in consultation with the Scottish Government and RSL partners. 6.2.3 The SHIP guidance allows for a slippage factor of 25% to be applied for the duration of the SHIP, although this is not a commitment or confirmation that this level will be 77
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made available. The SHIP for 2026 to 2031 has therefore been based on the following assumptions: Financial Year Scottish Government RPA (£0.0M) SHIP Planning Assumptions RPA* (£0.0M) 2026/2027 £30.074m £37.592m 2027/2028 £30.074m £37.592m 2028/2029 £30.074m £37.592m 2029/2030 £30.074m £37.592m 2030/2031 £30.074m £37.592m Total £150.37m £187.96m *including slippage factor of 25% 6.3 Progressive Housing 6.3.1 Through the SHIP the Council will optimise the opportunities available to meet particular needs through the Affordable Housing Supply Programme on a site-by-site basis, to meet changing needs of tenants and other customers. 6.3.2 Consideration is given to the layout and design of new sites, aligning with key principles of National Planning Framework 4 ensuring new homes complement existing neighbourhoods, with local services from across each of South Lanarkshire’s four localities involved in key decisions surrounding the sites being developed. 6.3.3 Sites identified as potential Progressive Housing sites are highlighted on the table at Annex 1 of the SHIP document (marked PH). 6.4 Town Centre Regeneration 6.4.1 The capacity of potential affordable housing provision across South Lanarkshire’s town centres remains significant within the SHIP, with sites identified across East Kilbride, Hamilton and Rutherglen. These aim to contribute to wider town centre regeneration proposals being progressed by colleagues in Enterprise and Sustainable Development and align with the policy direction on town centre living in NPF4. Review of smaller scale town centre development will be considered for other areas such as Strathaven, Larkhall and Lanark as development progresses. 6.5 ‘Off the Shelf’ Purchases 6.5.1 Alternative procurement routes will continue to be explored with colleagues in Procurement to identify opportunities for developers to bring privately owned sites to the council with properties sold to the council through the ‘off the shelf’ procurement model. 6.5.2 This approach can be repeated to support a 10-year programme of development to ensure that a continuing pipeline of sites are available to deliver affordable housing across South Lanarkshire in the longer term. 7. Next Steps 7.1. To ensure compliance with specified timescales, a draft copy of the SHIP 2026 to 2031 was submitted to the Scottish Government on 31 October 2025. Subject to approval from Housing and Technical Resources Committee, a final approved version will be submitted and published on the Council’s website. 78
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7.2. The Scottish Government’s More Homes Division will collate the South Lanarkshire SHIP into a national programme for ministerial approval and thereafter, the annual SLPA will be prepared for sign off by each local authority. 7.3. Once the SLPA is finalised, the Scottish Government will issue individual programme agreements for RSL and council projects covering the units, tenure mix, subsidy levels, site start and completion dates, as these come forward. Monitoring and review of the delivery programme by the Council, its RSL partners and the Scottish Government will take place on an ongoing basis throughout the year. 8. Employee Implications 8.1. There are no employee implications arising from the information presented in this report. 9. Financial Implications 9.1. Financial impact relating to the costs of delivering additional council housing sites will be detailed in reports presented to the Housing and Technical Resources Committee or the Executive Committee for consideration and approval. 9.2. Financial implications relating to the delivery of additional affordable housing supply will also be detailed within the annual Housing Revenue and Capital Account Budget update reported to the Housing and Technical Resources Committee. 10. Climate Change, Sustainability and Environmental Implications 10.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 11. Other Implications 11.1. Provision of new affordable housing is one of the Council’s top risks and is included on the Resource Risk Register. 11.2. The new build specification for future projects will achieve higher energy standards reflecting enhanced building regulations and therefore, will make a positive contribution to both the Council’s sustainability, climate change and fuel poverty reduction targets. 11.3. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 12. Integrated Impact Assessment and Consultation Requirements 12.1. An Integrated Impact Assessment has been completed as part of the development of the SHIP 2026 to 2031. It identified that overall; the SHIP will have a positive or neutral impact in relation to protected characteristics. The SHIP will have a positive socio- economic impact through increasing the provision of affordable housing across South Lanarkshire. Increased provision of affordable housing across South Lanarkshire will mean that more children would benefit from having access to safe accommodation which meets their needs. While the proposals detailed in the plan will increase expenditure of carbon in the short term, this will be mitigated over the longer term through the incorporation of energy efficiency non carbon emitting heating systems. A link to the Integrated Impact Assessment is available on the Council’s website at Integrated Impact Assessment. 12.2. Consultation on the preparation of the SHIP 2026 to 2031 has taken place with RSL partners, other Council Resources and the Scottish Government. Special awareness 79
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and engagement sessions were also held with elected members on 11 September 2025 and tenant representatives on 20 November 2025. Stephen Gibson Executive Director (Housing and Technical Resources) 26 November 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References Executive Committee, 30 November 2022, South Lanarkshire Local Housing Strategy 2022 to 2027 Housing and Technical Resources Committee, 27 November 2024, Strategic Housing Investment Plan 2025 to 2030 List of Background Papers Scottish Government Guidance: Strategic Housing Investment Plan: Guidance Note MHDGN 2024/01 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jonathan Read, Strategy and Policy Advisor Phone: 07385347916 E-mail: jonathan.read@southlanarkshire.gov.uk 80
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Housing and Technical Resources Strategic Housing Investment Plan for South Lanarkshire 2026-2031 9 81
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2 Index 1 Introduction 1.1 Purpose 1.2 Background 1.3 South Lanarkshire Council Homes+ Target 1.4 Market impact on the programme 1.5 SHIP 2026-31 framework 1.6 Consultation and collaboration 1.7 Equalities 1.8 Strategic Environmental Assessment 2 Context 2.1 National strategic housing investment and delivery framework 2.1.1 Housing to 2040 2.1.2 Housing Emergency 2.1.3 Programme for Government 2.1.4 Housing supply targets 2.1.5 Town Centre Regeneration 2.1.6 Second homes 2.1.7 Empty homes 2.1.8 Climate change and sustainable housing development 2.1.9 Community Plan 2022-2032 2.2 Local strategic housing investment and delivery framework 2.2.1 South Lanarkshire Local Development Plan 2 2.2.2 Community growth areas land supply 2.2.3 Local Housing Strategy (LHS) 2.2.4 Housing Need Demand Assessment (HNDA) 3 Meeting housing need and improving quality of life 3.1 South Lanarkshire Council’s programme 3.2 Registered Social Landlords completions 3.3 Private housing completions 3.4 Homelessness and Rapid Rehousing Transition Plan 2019-24 3.5 A progressive housing approach 3.6 Wheelchair user housing targets 3.7 Specialist provision and Wheelchair Housing 3.8 Larger homes 3.9 Gypsy/Travellers 3.10 Veterans and the armed forces community 3.11 Key Workers 3.12 Care Experienced Young People 3.13 Child Poverty 4 SHIP 2026-31 delivery 4.1 SHIP tables and development priorities 4.2 Site prioritisation criteria 4.3 Financial resources 4.4 South Lanarkshire Council contributions 4.5 Private developer contributions 82
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3 4.6 Organisational capacity 4.7 How to comment on the SHIP 83
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4 Table 1: Development priorities Years 1 to 5 (2026-2031) Table 2: Council Tax on second and empty homes Table 3: Private developer contributions 1 Introduction 1.1 Purpose The Strategic Housing Investment Plan (SHIP) is a five-year plan that sets out affordable housing development priorities within a local authority area to guide the way in which Scottish Government funding and other resources are allocated to achieve Local Housing Strategy (LHS) outcomes. It is refreshed and submitted to the Scottish Government every year. 1.2 Background This SHIP covers the period 2026-2031 identifying potential sites which will support the strategic objective delivery of affordable housing across South Lanarkshire. The development of the SHIP 2026-2031 has been based on the Resource Planning Assumptions noted in section 4.3 below, financial resources, along with consideration of the following mechanisms identified in the Scottish Government’s current Infrastructure Investment Plan for Scotland 2021/22 to 2025/26, which included: • Over £3.3 billion allocated to deliver more affordable and social homes, helping to create great places, and continuing to ensure the right types of homes in the right places to support Local Housing Strategies and regional development priorities. • Investing £275m to support community led regeneration and town centre revitalisation as part of a new Place Based Investment Programme. • £525m investment in City Region and Regional Growth Deal programme to bring long term approaches to improving regional economies, harness additional investment, create new jobs, and accelerate inclusive and sustainable economic growth. • A £250m capital investment in support of Place, community led regeneration, town centres and 20-minute neighbourhoods. Building on its affordable housing supply programme, the Scottish Government aims to create sustainable economic growth and address homelessness through existing and new initiatives including increasing the supply of accessible affordable homes across all tenures with appropriate community infrastructure. The SHIP is a fundamental to achieving the continued delivery of affordable housing which is key to key to addressing the continuing and severe pressures being experienced in terms of homelessness (see below). 1.3 South Lanarkshire Council target The council’s Executive Committee of 30 November 2022 approved an affordable housing supply target aiming to deliver an additional 1,300 council homes by March 2027. This was 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 SHIP 2026-31. As reported to Housing and Technical Resources Committee on 27 November 2024, due to a range of external factors including rising construction costs and a reduction in available affordable housing supply programme funding in 2024/25, the council is no longer on track to 84
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5 meet this target. Efforts are however continuing to increase supply of council homes, with over 1,000 additional homes currently forecast. 1.4 Market impact on the programme The Scottish Social Housing Tender House Price Index (SSHTPI) measures the movement in construction costs of social housing in Scotland. The index is based on analysing the con- struction costs in accepted tenders for affordable housing. Over recent years prices have been volatile due to external global factors including the global pandemic, war in Ukraine, material shortages, and house building firms entering administration. Whilst the Index shows a steady increase in prices since 2015, prices rose more sharply during 2020-2023 with prices showing a downward trend since 1Q 2023-2024. Looking at the most recent SSHTPI for quarter 1, 2025-2026 (published Sept 2025) underly- ing construction cost of labour, materials and plant, as measured by the BCIS General Build- ing Cost Index (GBCI), increasing 1.7% on a quarter-by-quarter basis in quarter 1 2025 to 2026 and increased by 3.5% when compared with the same quarter a year earlier Over the year quarter 1 2025 to 2026, underlying inflation, as measured by the Consumer Prices Index (CPI), rose by 3.5% In relation to the purchase of properties on the open market, fluctuations in the market have an impact on the purchase of properties including price and availability of properties to buy. From the most recent Office for National Statistics (ONS) publications (updated September 2025) the provisional average house price in South Lanarkshire in July 2025 (provisional) was £179,000. This was higher than the average of £167,000 in July 2024, an 6.6% rise. Across Scotland, the average house price in July 2025 was £192,000, which was more than a year earlier (£186,000). In the year to April 2025, the average price for detached properties in South Lanarkshire rose by 8.3%, while the average price for flats increased by 3.5%. Whilst the council will continue to monitor costs and property market evidence for future de- livery to ensure the council delivers on the Home+ programme based on best value for all, this is not deliverable in isolation, and many external factors can have an adverse impact on long term programme planning. 1.5 SHIP 2026-2031 framework The SHIP has been developed to meet relevant Scottish Government guidance and specific requirements set out in “Guidance on Preparing Strategic Housing Investment Plans – More Homes Division Guidance Notes 2025/01 (MHDGN 2025/01)”. The assumptions and forecasts set out in the appended tables are based on information available at the time of preparation and will be subject to refinement as projects are developed. Strategic Local Programme Agreements (SLPAs) are reviewed and reissued annually. This process takes account of progress of sites and allows new projects, drawn from the SHIP, to be included in the programme if additional funding becomes available, or particular sites prove to be unviable. The Scottish Government monitors delivery of affordable housing via the Affordable Housing Supply Programme (AHSP). SLPAs in turn form the basis for RSL and Local Authority Programme agreements and become the primary mechanism for delivery of the Affordable Housing Supply Programme. A key focus for this year’s update will be to maximise opportunities to bring forward town centre sites to assist in achieving the councils additional home target. In addition, the council continues to explore other opportunities to enhance the volume and scale of prospective sites to build on work done to date which has included: 85
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6 • Publication of notice through Public Contracts Scotland specifying the details of sites and locations for which the council is seeking, enabling developers to bring forward potential sites for development. This has identified a number of sites which have been included in the Table 1 - Development priorities Years 1 to 5 (2026-2031). • Working strategically with community planning partners to identify potential public sector partner owned sites or assets that could be transferred, purchased, or repurposed by the council or its RSL partners to support housing-led regeneration and the delivery of wider corporate objectives. • Working with council services to identify existing Housing Revenue Account land and potential privately owned sites which the council or its RSL partners could purchase to support development. • Effective and increased use of the recently expanded Market Purchase Scheme, enabling the council to purchase properties from owner occupiers and private landlords. In addition to being an effective method of increasing stock levels in high demand areas, acquisition costs are also less than costs associated with new build properties. • Considering other innovative ways of delivering priorities providing efficient delivery and design, for example using off-site construction, collaboration with development partners, and design/mass customisation. • The Scottish Government published Improving the lives of Scotland’s Gypsy/Travellers 2 – Action Plan 2024-2026, (GTAP2) the second joint action plan setting out steps to improve outcomes for Gypsy/Travellers in Scotland, in September 2024. Within the action plan the Scottish Government included a commitment to make funding for Gypsy/Traveller accommodation available alongside housing under the Affordable Housing Supply Programme funding from April 2026. South Lanarkshire Council do not currently have any commitments to provide additional accommodation on Gypsy/Travellers sites, however future commitments will be reflected as appropriate. • We continue to support communities in rural areas in exploring options for Community Led Housing, where this would be an appropriate delivery mechanism for the area. 1.6 Consultation and collaboration The SHIP has been produced by the council’s Housing and Technical Resources in collaboration with colleagues from Community and Enterprise Resources (Planning and Regulatory Services, and Enterprise and Sustainable Development), Roads, Transportation and Fleet Services, Finance and Corporate Services, alongside the South Lanarkshire Health and Social Care Partnership (HSCP), and in consultation with the Scottish Government’s More Homes Team, Registered Social Landlords (RSLs) and private developers. In addition, the draft SHIP was discussed with elected members at a special engagement and consultation session during its development and presented to the Corporate Management Team in September 2025 for discussion and approval, was presented at the Tenant Participation Co-ordination Group in November 2025 for comment, then presented to the Housing and Technical Resources Committee in December 2025 for approval. 86
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7 1.7 Equalities The SHIP is a delivery plan for the affordable housing supply element of the Local Housing Strategy 2022-27(LHS). An Equalities Impact Assessment (EQIA) completed for the LHS found the strategy would have a positive impact on the people of South Lanarkshire, with no negative impacts identified for protected groups as identified within the Equality Act 2010. A Fairer Scotland Duty Assessment (FSDA) was also completed for the LHS. The FSDA considers how public bodies can reduce inequalities of outcome caused by socio-economic advantage when making strategic decisions. The FSDA highlighted that the LHS will have a positive impact on particular equality groups which include: - • Children and young people • Older people • People with disabilities or limiting life-long conditions • Gypsy/Travellers • People experiencing homelessness The EQIA and FSDA undertaken in respect of the LHS provide reassurance that the strategy and other key documents it aligns with, including the SHIP, continue to positively impact on the people of South Lanarkshire. Both documents are published on the council’s website at www.southlanarkshire.gov.uk. In addition, reflecting an update on internal processes in September 2024, the council also completed an Integrated Impact Assessment for the SHIP 2026-31. This identified that the document had a positive impact on tackling inequalities and poverty through enabling the additional provision of affordable housing. 1.8 Strategic environmental assessment As part of the development of the LHS, a full Strategic Environmental Assessment (SEA) was undertaken with the report submitted to the SEA Gateway and published online for consultation. This assessment identified that the strategy, and other key documents it aligns with, would make an overall positive contribution toward local and national net-zero and decarbonisation targets through the direction of improvements to domestic buildings across South Lanarkshire. The full Environmental Report developed through the SEA is published on the council’s website at www.southlanarkshire.gov.uk. 2. Context National housing and related policies, including planning policies along with the wider UK policies and their impact on local housing markets, provide the strategic context within which the SHIP is developed. 2.1 National strategic housing investment and delivery framework 2.1.1 Housing to 2040 The Scottish Government’s long term housing strategy ‘Housing to 2040’ (2021), sets out a vision and principles which focus upon the vital role which good housing and homes play in supporting health, wellbeing, life chances and employment opportunities. 87
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8 The visions and principles are set out in a route-map as follows: • More homes in great places • Affordability and choice • Affordable warmth and zero emissions homes • Improving the quality of all homes (which includes taking action to support those with long-term conditions and disabilities to live at home independently). A long-term ambition has been set by the Scottish Government to deliver an additional 110,000 affordable homes by 2032, with at least 70% of these to be for social rent. The SHIP sets out the capacity to deliver 2,410 affordable homes in South Lanarkshire by 2031 to contribute to this. A timeline of key actions has been set out by the Scottish Government to identify how each aspect of the ‘Housing to 2040’ strategy will be delivered. All relevant actions will be considered throughout the identification, design and construction of the sites identified within the SHIP 2026-31 as appropriate. 2.1.2 Housing Emergency In May 2024 the Scottish Government officially declared a national housing emergency, recognising the urgent need to address the escalating housing crisis. The was followed by declaration of a local housing emergency made by South Lanarkshire Council in June 24, which recognised heightened pressures on housing and homelessness services in the local authority area. To assist in addressing the emergency, the council have developed a Homelessness Strategic Action Plan which has been in place since 2024/25 and continued during 2025/26. The Action Plan sets out five priority outcomes to help reduce ongoing pressure on homelessness services: • prevent homelessness occurring wherever possible thus reducing its impact • limit time spent by households in temporary accommodation and minimise temporary accommodation moves before moving onto settled homes • ensure housing support provision meets the level and type of need for households to live independently within communities • enhance integration and partnership working to embed RRTP through a whole systems approach • implement and monitor the Homeless Demand Pressures Mitigation Preventing homelessness occurring and significantly reducing homelessness is one of eight priority outcomes which the Local Housing Strategy 2022 aims to address over the duration of the strategy. Delivery of additional homes in areas where people want to live will assist in the supply, affordability and choice of those presenting as homeless. Not only will the provision of additional housing assist but will provide opportunities where secondary lets are created by existing tenants moving into the new properties. During 2025/26 South Lanarkshire Council have received an additional £3.417 through additional AHSP funding and more recently from the Housing Emergency Action Plan, to specifically target acquisitions to address homelessness. South Lanarkshire Council was identified as one of the five local authority areas who have experienced the highest current and sustained temporary accommodation pressures for the last three years. 88
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9 2.1.3 Programme for Government The Scottish Government published its’ latest Programme for Government in May 2025 setting out key priorities and ambitions for 2025/26. This included: • Investing £768 million to unlock investment across all tenures in 2025.Ensuring more people can access good affordable homes. • Delivering over 8,000 affordable homes for social rent, mid-market rent and lo-cost home ownership, with a focus on family sized homes. • Providing £2 million through the Scottish Empty Homes Partnerships to reduce the number of empty homes in the private sector. • Committing £21 million to deliver around 8,500 housing adaptations to disabled tenants, to ensure independent living. • Support the completion of six Gypsy/Traveller site demonstration projects funded by the Gypsy/ Traveller Accommodation Fund. • Delivering more affordable homes in rural and island communities by extending the Rural and Island Housing Fund to new applications, to March 2028. • Deliver an equivalent of Awaab’s Law in Scotland-ensuring landlords promptly address issues that are hazardous to tenants’ health. Subject to the passage of the new Housing (Scotland) Bill, the government will bring forward secondary legislation to develop timescales for investigation and commencement of repairs, starting with damp and mould. • Tackling homelessness by implementing the new Housing (Scotland) Bill which, will improve tenants ‘rights, including the introduction of a systems for longer term rent controls, and removing the legal constraints on the level of council tax premium that can be applied to second and long-term empty homes. • Investing £1m in a fund administered by the Scottish Federation of Housing Associations and Homeless Network Scotland, bringing together registered social landlords, third sector organisations and community partners to prevent homelessness and protect tenants’ rights. • Investing £4m in homelessness prevention pilots in 2025-26, to help prepare for the new legislation and implementation of the ‘ask and act’ duties. 2.1.4 Housing supply targets Whilst the LHS five-year Housing Supply Targets (HST) for affordable and private housing are based on Housing Estimates and other Core Outputs of the Glasgow and Clyde Valley Housing Need and Demand Assessment (HNDA3) 2022, this analysis been updated in May 2024, therefore figures in the SHIP are reflective of the most recent update. A HNDA is designed to give broad, long-term estimates of the number of additional housing units that may be required to meet existing and future housing need and demand. The HNDA also includes information on the operation of housing systems to help local authorities develop policies for management of existing housing stock and the provision of housing related services. The full HNDA3 can be found at www.clydeplan-sdpa.gov.uk. HSTs are a policy-based interpretation of the HNDA outputs for the number of homes that may be delivered in the local authority area. They take account of a range of factors, as set out in National Planning Framework (NPF4) and Scottish Government HNDA Guidance. Consequently, HSTs may be higher or lower than the housing estimates calculated in the HNDA. The targets for South Lanarkshire are detailed in Table A below. 89
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10 Table A: 2022-2027 housing supply targets Tenure Per year Total Affordable 250-300 1,250-1,500 Market (private) 700-750 3,500-3,750 All 950-1050 4,750-5,250 2.1.5 Town centre regeneration Alongside Community Planning partners, the council is working to identify regeneration opportunities across South Lanarkshire’s town centres, and several potential opportunities to increase the provision of affordable housing within town centres and utilise vacant sites or buildings have been identified. This approach is supported by policy direction on town centre living in NPF4 and aims to contribute to the council’s ambitions on sustainability and place- based solutions. Whilst most of these opportunities will arise through the major longer-term redevelopment being progressed through dedicated masterplans for Hamilton and East Kilbride (as referenced at 3.3), consideration is also being given to smaller scaled sites across Rutherglen, Strathaven, Larkhall and Lanark town centres. Where delivery of these units is likely to be achieved during the timescale of the SHIP, sites have been noted in Table 1 as appropriate. (Appendix 1). Ensuring appropriate content, both in terms of progressing the new and significant opportunity which exists in relation to affordable housing within town centres, and agreeing requirements for specific sites and broader town centre locations has been a key consideration for the SHIP 2026-31. Any sites that are identified as potentially appropriate for inclusion in the SHIP will be subject to more detailed feasibility studies. 2.1.6 Second homes Making better use of existing housing stock in all tenures is a key element of the overall strategy for meeting growing levels of housing need. The council’s Executive Committee of 20 March 2024 agreed to the implementation of a 100% council tax surcharge on all second homes from 1 April 2024, with all additional revenue being used to benefit the council’s Affordable Housing Supply Programme. Table 5.1 of the SHIP sets out the resources generated through Council Tax and Second Homes and reused to support affordable housing delivery across the South Lanarkshire Council programme. 2.1.7 Empty homes South Lanarkshire Council has a policy of setting a council tax increase of 100% on certain properties which have been empty for one year or more. There is a dedicated South Lanarkshire Strategy and Policy Officer (Empty Homes) assisting property owners to bring their properties back into use. Referrals for this service are received from internal partners, Scottish Empty Homes Partnership (supported by Shelter Scotland) and from the public via an online form available on the council’s website. As of 10 July 2025, there is an active caseload of 50 properties which are currently being pursued. The LHS sets out a target to bring 15 empty properties per year back into use. Assistance is provided to empty homes owners in the form of information, advice, and support in how to 90
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11 deal with the issues presented by empty homes, and the benefits to owners in occupying, renting out, or selling their empty properties. An internal working group meets on a recurring basis and is attended by officers from Building Standards, Environmental Services, Council Tax, Home Improve Service and Legal Services to address issues presented by empty homes and to develop a partnership approach in bringing properties back into use. The table below sets out the how many empty homes have been brought back into use over the last three years. Year Total number of Homes Empty 0-1 years Empty 1-5 years Empty 5-10 years Empty 10+ years 2020/21 6 - 2 3 1 2021/22 15 - 3 3 9 2022/23 15 1 2 3 9 2023/24 28 7 9 3 9 2024/25 28 2 24 1 1 2.1.8 Climate change and sustainable housing development A key objective in the delivery of the affordable housing supply programme is to ensure that the design principles achieve the standards required to help reduce the greenhouse gas emissions. Through the LHS, the council and RSL partners will work to increase the proportion of their housing stock meeting the equivalent of EPC band B or above and explore opportunities to trial new technology to assist in meeting this standard. The national Heat in Buildings Strategy (2021) places a requirement on local authorities to develop a new Local Heat and Energy Efficiency Strategy (LHEES) and associated Delivery Plan to: • set out how the building stock (homes and non-domestic buildings) needs to change to meet national objectives, including achieving zero greenhouse gas emissions, and the removal of poor energy efficiency as a driver of fuel poverty; • identify heat decarbonisation zones, setting out primary measures for reducing emissions, with a view to zones acting as a potential trigger for regulation in the future if required; and • prioritise areas for investment, both private sector and through public delivery schemes, against national and local priorities. and any new affordable housing being delivered as part of the SHIP will take cognizance of the LHEES once developed. South Lanarkshire’s LHEES was approved by the council’s Executive Committee on 26 June 2024 and can be viewed at www.southlanarkshire.gov.uk. South Lanarkshire Council’s Sustainable Development and Climate Change Strategy 2022- 2027 focuses on the themes of People, Place and Communities, the Natural Environment, and a Green Economy. The LHS makes a significant contribution to the Place and Communities theme, through work to improve the condition and energy efficiency performance of all housing, as well as minimising the impact of fuel poverty. To this effect, all South Lanarkshire Council new-build homes are built to the Silver Greener Standard as set out in Section 7, Silver Level, of the 2011 Building Regulations in respect of both Carbon Dioxide emissions and Energy for Space Heating. A higher grant subsidy is available from the Scottish Government to help meet the cost of achieving this Standard. In addition, modern construction methods are utilised as far as possible to help minimise adverse environmental impacts. 91
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12 Building new homes to these standards also contributes to the council’s wider contribution to the national Energy Efficient Scotland programme which seeks to raise the energy efficiency ratings of social rented domestic properties across Scotland to EPC band B by 2032. 2.1.9 Community plan 2022-2032 The South Lanarkshire Community Plan brings together local and national public, private and community sector representatives to work together. The aim is to improve the lives and prospects of everyone in South Lanarkshire. In the context of housing the plan focuses on providing good quality, suitable housing for everyone. Priority areas of action identified in the plan are as follows: • We will increase affordable housing supply and improve access to and choice of housing options that suit people's needs • We will work in partnership to improve housing quality and energy efficiency, whilst supporting a just transition to decarbonisation • We will work in partnership to prevent and reduce homelessness and improve outcomes for those at risk of or who experience homelessness. 2.2 Local Strategic Housing Investment and Delivery Framework 2.2.1 South Lanarkshire Local Development Plan 2 Adopted in April 2021 represents the council’s spatial policy for its area. It includes sites that are allocated for development as well as detailed policies on matters such as climate change, the green belt and rural area, housing, town centres and transport. It is accompanied by other documents including Supporting Planning Guidance covering De- veloper Contributions, Renewable Energy, Electric Vehicle Charging Infrastructure and Devel- opment at a Dwellinghouse. National Planning Framework 4 was published and adopted by the Scottish Government on 13 February 2023. It sets out 33 national planning policies which represent the Scottish Gov- ernment’s long term spatial strategy for Scotland. These policies are used to assess planning applications and provide the direction for what the council’s Local Development Plan. Local Development Plans (LDP) are to identify a Minimum All Tenure 10-year Housing Land Requirement (MATHLR). Through a plan-led approach sites are to be allocated in locations that are consistent with local living principles and an infrastructure first approach. All new housing sites are to make provision for affordable homes where that meets an identified need. Affordable Housing is defined in NPF4 as ‘Good quality homes that are affordable to people on low incomes. This can include social rented, mid-market rented, shared-ownership, shared-equity, housing sold at discount (including plots for self-build), self-build plots and low-cost housing without subsidy. Developer led sites are to include at least 25% affordable units although the LDP can set out locations and circumstances where this is not required. NPF4 also provides support for proposals involving residential development in town centres but will also guide delivery of additional housing supply in rural areas across South Lanarkshire whilst considering how the development will contribute towards local living and take into account identified local housing needs (including affordable housing), economic considerations and the transport needs of the development as appropriate for the rural location. 92
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13 Planning have started work preparing LDP3.The plan when adopted (end of 2027) will set out how our places will look in the future including where new homes and work places could be built and the areas that will be protected. As part of the preparation work for LDP3, Planning Colleagues are pulling together an Evidence Paper which will address all aspects of housing development including, but not limited to, housing need and population of the area, the needs of people undertaking higher education, older people, and disabled people as well as considering the availability of land to meet these needs. The evidence report must set out a summary of the following: • A summary of the action taken by the planning authority to support and promote the construction and adaptation of housing to meet the housing needs of older people and disabled people in the authority's area, and analysis of the extent to which the action has helped to meet those needs. • A summary of the action taken by the planning authority to meet the accommodation needs of Gypsy/Travellers in the authority’s area, and an analysis of the extent to which that action has helped to meet those needs. • How the authority has invited local communities to prepare LPPs, and what assistance they have provided. Through close partnership working with Planning Services, Housing are providing evidence in support of the ongoing social housing developments proposed in the area and identified within the SHIP 2026-31 and likewise Planning Services provide comment and input into the assess- ment of sites proposed for inclusion. The ongoing work by both departments ensure that cor- porately policies across Planning and Housing Services – including the SHIP and the Local Housing Strategy are in alignment. For further information visit https://www.southlanarkshire.gov.uk/. 2.2.2 Community growth areas land supply South Lanarkshire has five community growth areas (CGAs) which will assist in meeting future housing need and demand arising from projected household growth. These areas are also key strategic projects for major infrastructure investment to be delivered through the City Deal. ‘Table B’ below sets out the remaining supply and capacity position, based on the 2024 Housing Land Audit (HLA) Table B: Community Growth Areas (CGAs) Community Growth Area No of sites HLA Development programme up to year 4 2027/28 HLA Development programme from year 5 - 2028/29 Not programmed in HLA CGA Total Remaining Capacity Carluke 3 35 46 520 609 East Kilbride 18 1044 751 0 1795 Larkhall/Fernegair 6 212 194 951 1357 Hamilton 15 655 698 141 1494 Newton 6 308 86 0 394 Total 48 2254 1775 1612 5649 93
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14 The estimated CGA outputs reflect up-to-date assessment of current and future conditions and performance within the local housing market and the economy. Phases are under construction at all the CGA’s across South Lanarkshire. The SHIP has identified potential affordable housing opportunities across CGA sites over the five-year period. Delivery will be determined by the rate of development linked to improvements in the housing market as well as capacity within the affordable housing budget at such times as sites become available. The council continues to work with key partners involved in the CGAs to consider options for securing delivery of new affordable housing taking account of changes in funding. 2.2.3 Local Housing Strategy South Lanarkshire’s Local Housing Strategy covers the five-year period from 2022 to 2027 and is subject to annual review. Closely linking to other council and partner strategies and plans, the LHS also aligns with priorities of people, progress and planet contained within the South Lanarkshire Community Plan. The strategy contains eight outcomes to improve the access to, and quality of, affordable housing in South Lanarkshire: • Increase overall housing supply and improve access to and choice of housing options that suit people’s needs which they can afford and sustain. • Private landlords and tenants are supported to ensure renting remains a sustainable housing option that meets all required standards. • Housing quality and energy efficiency are improved, with advice and support provided to building owners and tenants to help them achieve the required standards. • More homes are heated through decarbonised sources and renewable energy supply opportunities are explored. • People with particular needs are better supported to live independently within the community in a suitable, sustainable home. • Prevent homelessness occurring and significantly reduce homelessness. • People who experience homelessness are provided with suitable temporary accommodation as required and are supported to move to settled accommodation that meets their needs as quickly as possible. • Housing sustainability is improved in priority areas and settlements and people are encouraged to be part of their local community. 2.2.4 Housing need and demand assessment (HNDA) HNDA3 sets out a broad, long-term estimate of the number of additional housing units that may be required to meet the existing and future housing need and demand between 2022 and 2040. The HNDA takes account of projected population change including an ageing population, changing household composition patterns, and inward migration and estimates a need for an additional 9,258 to 10,650 dwellings across South Lanarkshire by 2040. Housing Supply Targets within the LHS (as outlined at 2.1.3) consider HNDA3 analysis which continues to show the need for affordable housing to meet need across all four Housing Market Areas in South Lanarkshire. 3. Meeting housing need and improving quality of life Aligning to the relevant national and local housing strategies and policies, the key focus when allocating affordable social rented housing is to respond to local needs and demands by ensuring that: • those assessed as being in most need are prioritised for housing 94
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15 • best use is made of available housing stock within South Lanarkshire • the allocation of housing contributes towards the achievement of balanced and sustainable communities Of all social rented stock in South Lanarkshire’s over 91% is accessible through HomeFinder, the South Lanarkshire common housing register, where the council and participating RSL partners have agreed a single application process and common assessment of housing need. 3.1 South Lanarkshire Council’s programme The council’s current affordable housing supply programme, Home+, is currently forecast to deliver over 1,000 additional council homes by 31 March 2027. The council’s new build supply meets the Housing for Varying Needs (HfVN) standards featuring barrier free internal spaces, energy efficient and high-quality standards. The general needs category of housing being developed comprises a range of property types, including terraced and semi- detached homes designed to achieve a degree of flexibility to suit people of different abilities and needs. Their specification includes a wider staircase allowing for the installation of a chairlift, downstairs toilet and walk in shower or space provided for future installation of a shower for ambulant disabled household members as needs arise. Larger sized semi-detached properties (four bedrooms or more) feature a downstairs bedroom/s and bathroom aimed at addressing the needs of households with a disabled family member. The particular needs or amenity category comprise semi-detached bungalows, cottage flats and lift access flats for older and ambulant disabled people. Wheelchair user homes can be adapted to suit the particular needs of a household having been designed to HfVN wheelchair user “basic” standards, including additional “desired” features where required. 3.2 Registered social landlords (RSL) completions RSL partners participating in the affordable housing supply programme have made a significant contribution towards meeting a wide range of housing needs and to the Scottish Government’s affordable housing target. Over the past 24 months however there has been a significant reduction in the proposed development from RSL’s across Scotland, with the number of sites included in the SHIP reducing or development timescales slowing. Despite this, the council remain committed to working with RSL’s who are keen to develop in South Lanarkshire and aims to support them as much as possible to ensure sites they bring forward are achieved. 3.3 Private housing completions Private housing developments continue to progress at a good pace across South Lanarkshire, with a total of 5,014 completions during the four-year period from 2021 to 2024. 3.4 Homelessness Strategic Action Plan Addressing homelessness is a key priority of the LHS and the council’s affordable housing supply programme has an integral role within this. The Homelessness Strategic Action Plan for 2025-26 replaced the Rapid Rehousing Transition Plan 2019-2024and aims to ensure continuity of focus on key strategic objectives and address the severe and continued pres- sures on the homelessness system which, as noted above, resulted in the declaration of a housing emergency by the council in June 2024. 95
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16 The new Action Plan has been co-produced with a wide range of housing, homelessness and health partners and sets out a strategic approach to addressing homelessness along with actions to address the emergency situation. This approach is outlined in five high prior- ity outcomes: 1. Prevent homelessness occurring wherever possible thus reducing its impact 2. Limit time spent by households in temporary accommodation and minimise tempo- rary accommodation moves before moving onto settled homes 3. Ensure housing support provision meets the level and type of need for households to live independently within communities 4. Enhance integration and partnership working to embed homeless prevention and ef- fective response through a whole systems approach 5. Implement and monitor the Homeless Demand Pressures Mitigations A key action within the Plan is to ‘Increase affordable housing supply by progressing actions within the LHS and SHIP to increase supply through new build, acquisitions and bringing long term empty properties into use.’ The Market Purchase Scheme targets specific properties to support actions relating to the plan, including targeting larger properties to prevent/reduce timescales in relation to children at risk of or affected by homelessness, alongside focus on acquisitions in the most pres- sured housing areas. In addition, a significant proportion of affordable social rented homes are allocated to home- less households to support targets set out within the plan. The level of lets allocated to homeless households as a result of the affordable housing supply programme is monitored and reported. The final annual review of the RRTP was undertaken during 2024/25, it highlighted the chal- lenges faced during the latter years of RRTP due to a range of external factors including the impact of the pandemic, cost of living crisis, removal of consideration of local connection and increasing housing demand from asylum and refugee schemes, in particular the Ukraine Dis- placed Persons scheme. The level of homelessness in South Lanarkshire continues to track significantly above previ- ous trends and the number of active homeless cases is not decreasing in any meaningful way. The extremely e challenging context is not affecting South Lanarkshire alone with other local authorities experiencing similar pressures and also declaring housing emergen- cies. Two measures within the Homelessness Strategic Action Plan that highlight this are: - • In 2024/25 the council received 2,467 homelessness applications which remains signifi- cantly above the pre-pandemic normal of approximately 2,000 applications in any year. • There were 1,579 homeless households in the backlog of urgent need awaiting housing in 2023/24 which reduced to 1,543 in 2024/25, less than 1% reduction which indicates that the backlog need is not abating. In order to try to mitigate some of these challenges a number of innovative initiatives have been developed and implemented with partners, including: • Successful bid to develop Outreach Service and Transitional Flats to assist young care leavers successfully navigate independent living 96
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17 • Focus on the targeted use of properties acquired through the market purchase scheme to assist in getting children out of temporary accommodation. • Continued development of SHORE Housing Officer role to pro-actively assist and support households into settled accommodation via Rehabilitation Pathway Plans • Continued focus on quality support to meet needs and break the cycle of homelessness 3.5 South Lanarkshire’s progressive housing framework South Lanarkshire’s Progressive Housing Framework has been developed in partnership be- tween Housing and Technical Resources and the South Lanarkshire University Health and Social Care Partnership to respond to people’s changing housing, support and care needs over the course of their lives, prioritising ways of working that promote independent living within local communities. The Framework sets out how the partners will contribute to the delivery of shared strategic outcomes including: • The commitment made in the Local Housing Strategy 2022-27 to ensure that people with particular needs are better supported to live independently within the community in a suitable and sustainable home (Local Housing Strategy 2022-27 Outcome 5). • The commitment made in the Strategic Commissioning Plan 2025-28 that people are able to live, as far as reasonably possible, independently at home or in a homely setting in their community (Strategic Commissioning Plan 2025-28 Outcome 2). The Progressive Housing Framework is built around three key outcomes: • People can stay in their own home where it is appropriate to their needs and circumstances. • People who require to move are assisted and support to move to housing which meets their needs and aspirations. • More and a wider range of homes are delivered through the council’s Affordable Housing Supply Programme to meet people’s needs as their lives and health circumstances change over time. Central to the delivery of the Framework are: • The implementation of the Home and Health Assessment, where housing and health professionals carry out a joint assessment of housing and health needs to identify whether an applicant can be supported to stay in their current accommodation or be prioritised to move to another home due to their specific needs. • The embedding of a joint approach to delivering more suitable homes to meet local health and care needs, including the joint identification and planning of Progressive Housing sites and the requirement for specialist housing types such as technology enabled properties or Extra Care housing, and the consideration of any housing or site design elements that would support particular needs within the site and aid both mobility and accessibility. Progress in delivering the Progressive Housing Framework will be monitored through the ex- isting annual review arrangements for the Strategic Commissioning Plan and Local Housing Strategy. 3.6 Wheelchair user housing targets Scottish Government guidance MHDGN 2025/01 recommends setting wheelchair housing targets within the LHS to support the delivery of more wheelchair user housing. This is a key housing action in ‘A Fairer Scotland for Disabled People’ delivery plan. 97
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18 Adaptations to existing and new supply of social housing contribute to increasing the supply of fully wheelchair user homes, though these are a small percentage of all housing supply. An important priority for the LHS is for housing and health and social care partners to work together with stakeholders to identify the extent of need for additional wheelchair user housing in South Lanarkshire and look to opportunities through the Strategic Housing Investment Plan and via the Affordable Housing and Housing Choice Supplementary Planning Guidance, to increase fully wheelchair user housing supply. As per the LHS 2022-27 a target of 10% wheelchair accessible units has been set for all new-build social housing development and 8% for new private housing developments. This will be kept under review as part of the LHS annual review process, analysis of demand and discussions with partners and developers. 3.7 Specialist provision and Wheelchair Housing The Council is prioritising a range of social housing with a focus on meeting particular hous- ing needs. The feedback on special provision is provided from the local housing offices who advise on each of the local area requirements for ground floor and/ or wheelchair accessible accommodation. The number of units delivered by the council between 2022/23 – 2024/25 is noted below. Year Wheelchair accessible new build Homes 2022/2023 20 2023/2024 20 2024/2025 8 Total 48 In delivering the new build social housing programme, the council have a 10% target set within the Local Housing Strategy 2022-2027. 3.8 Larger homes The majority of the council’s existing stock is comprised of two and three apartment accom- modation following the disproportionate loss of larger size homes which occurred through the operation of the Right to Buy Scheme. Development of the sites identified in the SHIP 2025-31 will include provision for larger homes as required, with the council utilising a range of data and liaising with housing management teams across each area of South Lanarkshire to ensure that site design and the proposed housing mix and property size reflects needs and local circumstances. In addition, the council will continue to consider the use of its Market Purchase Scheme to meet specific housing needs, including those of large families which cannot readily be met through existing stock. 98
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19 3.9 Gypsy/Travellers South Lanarkshire Council owns and manages two Gypsy/Traveller sites with 18 pitches at Shawlands Crescent in Larkhall, and 6 pitches at Springbank Park, East Kilbride. The LHS 2022-27 builds on the significant progress made during the last LHS through actions to assess accommodation need and demand of Gypsy/Travellers in South Lanarkshire, as well as continuing to implement significant improvement projects from the two site masterplans, developed in conjunction with current site residents. Funded jointly by the council’s Housing Investment Programme and the Scottish Governments Additional Accommodation Fund for Gypsy/Travellers, improvements have included: • Pitch upgrades to increase size, fencing and utility connections. • Upgraded facilities including amenity units and day rooms, including new decarbonised heating and solar PV arrays. • New communal spaces such as a community centre and play parks designed in conjunction with children and young people who live on the sites. In October 2025 the Scottish Government launched new guidance for local authorities which enables culturally appropriate accommodation for Gypsy/Travellers to be included within the national Affordable Housing Supply Programme funding. The council will review the guidance in alignment with its site masterplans and consider opportunities to include improvement projects for accommodation on the sites to be included in the next update to the SHIP. 3.10 Veterans and the armed forces community Recognising the need to ensure suitable accommodation options exist for veterans of the armed forces within South Lanarkshire, through the LHS the council will work with specialist veteran organisations to understand what type of accommodation would be appropriate and where this should be located to ensure veterans have access to the accommodation and support they need. Opportunities for new homes for Veterans and members of the armed forces community will also be progressed through the SHIP 2025-30. 3.11 Key Workers The Scottish Government has made available up to £25m over the period of 2023-24 to 2027-28 through the Affordable Rural Homes for Key Workers Fund from the AHSP, to local authorities and RSLs to acquire existing permanent homes for key works where there is an identified need. Within South Lanarkshire there is no known need for homes for key workers, however we will continue to monitor this over the lifetime of this SHIP and develop future policies and outcomes within the LHS if need identified. 3.12 Care experienced young people The LHS commits to the delivery of South Lanarkshire’s ‘Promise’ to Care Experienced young people supporting their transition to independent living. Recognising this commitment, the council have completed a review of Housing and Social Work Joint Throughcare Protocol. Partnership project including the Council’s Housing, Social Work Education, Employability service in conjunction with Barnardo’s funded by the Big Lottery is delivering SLC Futures Project. The Project helps young people who have been in care make the transition to independent living by enabling time in a flat with support from Barnardo’s prior to moving onto their settled home. 99
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20 3.13 Child poverty The fifth South Lanarkshire Local Child Poverty Action Report (LCPAR) will be approved by the Community Planning Partnership Board by 9 December 2025 and continues to focus on tackling the three main drivers of child poverty: income from employment; costs of living; income from social security and benefits in kind. Within the ‘reducing the cost of living’ section of the report, there are a range of actions relating to the supply of good quality, affordable housing, including: • Reducing the costs of housing for families including energy costs; • Investment to increase new affordable housing supply; • Preventing and reducing homelessness for households, including families with children and young people. In terms of new affordable housing, a key objective of the design principles is to help reduce the cost of living. A primary factor is location, ensuring housing developments are close to amenities helping to minimise transport costs as most facilities will be within walking distance. By building all new council homes to the Silver Greener Standard, tenants will also benefit from reduced energy costs. 4. SHIP 2026-2031 delivery 4.1 SHIP tables and development priorities The SHIP tables set out a list of 60 projects (including annual acquisitions) with an estimated total capacity for the delivery of up to 2,408 additional affordable homes over the five-year period to March 2031. These include priority projects rolled forward from the previously approved SHIP, projects with current SLPA funding commitments and new sites. The programme has been developed in consultation with key developer partners and reflects key national and local strategic issues of material consideration including negotiations with private developers in relation to specific development proposals. A breakdown of the proposed distribution of the new build affordable housing units across the four housing market areas is set out below. Table C: Combined five-year affordable housing units by Housing Market Area Clydesdale East Kilbride Hamilton Rutherglen/ Cambuslang OMP (all areas) South Lanarkshire 302 839 559 378 330 2,408 12.5% 34.8% 23.2% 15.6% 13.7% 100% 4.2 Site prioritisation criteria New sites are prioritised for inclusion in the SHIP based on a number of key factors and associated strategic issues of material consideration. All sites are assessed based on the agreed criteria and depending on the outcome, they are categorised, as high, medium or low priority. An outline of the assessment approach agreed with relevant developer partners is set out in Table D. 100
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21 Table D: Site assessment approach Key factors Material Considerations Site location LDP2 housing land sites/windfall sites regeneration/proximity to other sites under development and services Tenure mix LHS priority tenure: social rented/mid-market/shared equity/ localised housing pressure analysis to inform demand/house types Needs category General needs/older people/ wheelchair user/ homeless households/Gypsy/Travellers Sustainable development brownfield/greenfield/conservation/flood zone EESSH2 specification/digital inclusion Development constraints Ownership/abnormals/access/ infrastructure deliverability in relation to timescales Development sites have to score positively on all key factors to be included in the SHIP. Priority categories of high, medium and low are assigned depending on whether the development proposal contributes to outcomes as identified at national and local levels. Key strategic issues considered at site prioritisation stage are highlighted in the Material considerations column of Table D above based on the best information available at the time of preparing the SHIP. This enables investment to be targeted to priority developments which will best meet local needs and identified LHS outcomes within the SLPA timeframe in the event that the investment is constrained to the minimum RPA. The final output will be subject to a detailed development assessment on the viability of each site as well as the level of grant funding resources available over the plan period. Subject to funding availability and unforeseen abnormal site constraints, the plan is realistic in terms of estimated site start dates. Mid-market rent, shared equity and low cost home ownership may form part of an overall procurement package for each development to facilitate cost effective delivery of affordable housing for rent. To achieve this, the council will continue to work closely with the Scottish Government and our partners in the public and private sector to develop alternative funding sources and delivery mechanisms and maximise implementation of this SHIP particularly in the major Community Growth Areas. 4.3 Financial resources The principal sources of funding for the council’s programme come from contributions made by the council from Prudential Borrowing, the Scottish Government’s Affordable Housing Supply Programme (AHSP), Private Developer Contributions and the Council Tax levy on second and empty homes. AHSP is available for various types of affordable housing including social rent comprising new build and market purchases, mid-market rents and Low- cost Initiative for First Time buyers (LIFT) shared equity schemes delivered by the council or RSLs and in some cases, in partnership with private developers. The most recent More Homes Division benchmark figures for affordable housing were published in June 2023 with the baseline benchmark set for local authorities at £83,584 (3- person equivalent), with the option to apply additional funding for specific items such as net zero heating, home working stations, amongst others, where there is an increase to the specification of the properties. Including all additional items has the potential to increase the benchmark figure to £104,394 per unit. 101
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22 The council and RSL’s will make applications for grant funding under the programme following financial assessment to confirm that individual development sites are in alignment with benchmark levels and are affordable for the applicant. National capital resources available for RPAs depend on future budget decisions by the Scottish Parliament, however carry-forward limits for the next three years are implemented by the Government to aid programme management. These have set at 80%, 60% and 40% of the 2025/26 South Lanarkshire RPA of £30.074m. Despite the implementation of the carry-forward limits, the Scottish Government advised that for wider planning purposes, the SHIP should continue to follow existing guidance in relation to future year grant assumptions. In the absence of confirmed RPA the assumptions are to continue at the same level as the latest confirmed year (in this case 2024/25), with a 25% slippage factor applied. Based on this, Table E below summarises the RPA assumptions between 2026 to 2031: Table E: South Lanarkshire’s Resource Planning Assumptions (RPA) Financial Year Scottish Government RPA (£0.0m) SHIP Planning Assumptions RPA + future year capacity (£0.0m)* 2026/27 £30.074m £37.592m 2027/28 £30.074m £37.592m 2028/29 £30.074m £37.592m 2029/30 £30.074m £37.592m 2030/31 £30.074m £37.592m * RPA + 25% slippage factor applied as per MHDGN 2024/01 4.4 South Lanarkshire Council contributions The council’s key funding source is prudential borrowing, which is approved as part of its annual budget setting process prior to the new financial year commencing. 4.5 Private developer contributions NPF4 Policy 16 Quality Homes states that “Proposals for market homes will only be supported where the contribution to the provision of affordable homes on a site will be at least 25% of the total number of homes, unless the LDP sets out locations or circumstances where: i.e. a higher contribution is justified by evidence of need, or ii. a lower contribution is justified, for example, by evidence of impact on viability, where proposals are small in scale, or to incentivise particular types of homes that are needed to diversify the supply, such as self-build or wheelchair accessible homes. SHIP Table 3 sets out developer contribution commuted sum payments received to date, that will be used to support the delivery of the SHIP over the five-year programme, including projects due to commence in 2025/26. 4.6 Organisational capacity South Lanarkshire has a good track record of innovative joint working and delivery and will continue to work collaboratively with the Scottish Government, RSLs and private sector partners, making best use of available resources to increase the supply of affordable housing and contribute to meeting priorities set out within this SHIP. 102
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23 4.7 How to comment on the SHIP For more information or if you want this information in a different format or language, please email StratSupAdm@southlanarkshire.gov.uk If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 103
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Table 1 - Development priorities Years 1 to 5 (2026-2031) HMA Site No. Site Address Led by Total Units Priority Cambuslang/Rutherglen 1 Cairnswell Avenue, Cambuslang SLC 44 High 2 Dale Avenue, Cambuslang SLC 17 High 3 Shieldaig Drive, Rutherglen SLC 28 High 4 Central Rutherglen Site (PH) SLC 12 Medium 5 Central Cambuslang Site (PH) SLC 12 Medium 6 Fernbrae Avenue / Ryan Way, Rutherglen SLC 12 Low 7 Rutherglen Road, Rutherglen SLC 50 Low 8 New Road, Cambuslang SLC 44 Low 9 Duchess Road, Rutherglen SLC 46 Low 10 Main Street, Rutherglen SLC 40 Low 11 Dalmarnock Road, Rutherglen Thenue HA 33 Medium 12 Montford Avenue, Rutherglen Loretto HA 40 Low Clydesdale 13 Priory Avenue, Lesmahagow SLC 18 High 14 Smiddy Court, Lanark (PH) SLC 12 Medium 15 Langshaw Farm, Carluke SLC 70 High 16 Carlisle Road, Blackwood SLC 29 High 17 Station Row, Law Trust HA 14 Low 18 Goremire Road, Carluke Link HA 87 Medium 19 Byretown Road, Kirkfieldbank Loretto HA 44 Medium 20 Ladyacre Road, Lanark West of Scotland HA 28 Low East Kilbride 21 Landsdale, Jackton SLC 56 High 22 Kittoch Street, East Kilbride SLC 18 High 23 Glasgow Road, Strathaven SLC 12 High 24 Westwood Hill (PH) SLC 99 High 25 East Kilbride Town Centre (PH) SLC 60 Medium 26 Eaglesham Road, Jackton SLC 40 High 27 Calderwood Road, East Kilbride SLC 37 Medium 28 Alberta Avenue, East Kilbride SLC 30 Medium 29 Newlands Road, Jackton SLC 46 Low 30 Central East Kilbride Site SLC 12 Low 31 Thornton Farm, Redwood Drive, Jackton SLC 22 Low 32 Dashwood Road, Jackton SLC 30 Low 33 Bosfield Corner, East Kilbride East Kilbride HA 18 Medium 34 Carnegie Hill, East Kilbride East Kilbride HA 25 Medium 35 Glassford, East Overton Loretto HA 38 Medium 36 Rochester Avenue, Jackton SLC / RSL 46 Medium 37 Langlands, East Kilbride Link HA 250 Low Hamilton 38 Brackenhill Farm / Cornhill Village, Hamilton SLC 49 High 39 Reid St, Hamilton SLC 24 High 40 Backmuir Road, Hamilton SLC 24 High 104
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41 Watson St, Larkhall (PH) SLC 19 High 42 Main St, Blantyre SLC 12 Medium 43 Almada Street, Hamilton SLC 36 Medium 44 Carlisle Road, Hamilton SLC 22 Low 45 Hamilton Town Centre (Phase 1) SLC 20 Low 46 Larkhall CGA SLC 20 Low 47 Hamilton Town Centre (Phase 2) SLC 30 Low 48 Mill Road, Hamilton SLC 6 Low 49 Boreland Drive, Larkhall Trust 36 Medium 50 Raploch Street, Larkhall West of Scotland HA 21 High 51 Grier Place, Larkhall West of Scotland HA 49 Low 52 Wellhall Road Rd, Hamilton Link HA 79 Low 53 Torheads Farm, Hamilton Clyde Valley HA 54 Low 54 Draffen Road, Netherburn Clyde Valley 18 Medium 55 Bothwell Road, Hamilton Clyde Valley HA 40 Low Market Purchase Scheme 56 MPS 2026/27 SLC 90 High 57 MPS 2027/28 SLC 60 High 58 MPS 2028/29 SLC 60 High 59 MPS 2029/30 SLC 60 High 60 MPS 2030/31 SLC 60 High Total Table 2 - Council tax on second and empty homes (£0.00m) Year Tax raised or in hand Tax used to support affordable housing Tax carried forward to subsequent years 2017/18 £0.42 £0.42 £0.00 2018/19 £0.46 £0.46 £0.00 2019/20 £0.46 £0.46 £0.00 2020/21 £0.47 £0.47 £0.00 2021/22 £0.54 £0.54 £0.00 2022/23 £0.65 £0.65 £0.00 2023/24 £0.00 £0.00 £0.00 2024/25 £0.20 £0.00 £0.20 Table 3 - Developer contributions (£0.00m) Year Sum raised or in hand Sum used to assist housing Sum carried forward to subsequent years 2017/18 £0.71 £0.45 £0.30 2018/19 £1.19 £0.71 £0.48 2019/20 £2.54 £1.66 £0.88 2020/21 £1.44 £0.44 £1.06 2021/22 £2.40 £1.34 £1.06 2022/23 £2.39 £0.29 £2.03 2023/24 £2.54 £0.00 £2.54 2024/25 £2.75 £0.00 £2.75 105
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Temporary Accommodation Standards Framework – Legal Enforcement Consultation 1. Purpose of Report 1.1. The purpose of the report is to:- update Housing and Technical Resources Committee on a consultation by the Scottish Government regarding enforcement of the Temporary Accommodation Standards Framework (TASF) outline the potential impact and implications for South Lanarkshire detail the proposed response 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the consultation on Temporary Accommodation Standards by the Scottish Government be noted; and (2) that the proposed response to the consultation, attached as Appendix 1, be approved. 3. Background 3.1. In 2019, the Scottish Government conducted a consultation on improving temporary accommodation standards, focusing on 3 main areas:- ♦ The Unsuitable Accommodation Order (UAO) ♦ Advisory standards for temporary accommodation ♦ The development of a Temporary Accommodation Standards Framework 3.2. In May 2020, the Unsuitable Accommodation Order was extended to all homeless households, moving beyond its previous application to households with children or a pregnant female within the household. This change required all applicants accommodated on an emergency basis in hotel accommodation to be offered alternative appropriate temporary accommodation within 7 days, or the local authority would be in breach of the UAO. 3.3. Advisory standards for temporary accommodation were published in November 2019 within the interim Code of Guidance on Homelessness and building on the 2019 advisory standards, the Scottish Government published the Temporary Accommodation Standards Framework (TASF) in April 2023. 3.4. Formal consultation is now intended to transition from advisory to mandatory temporary accommodation standards, which will be legally enforceable. 10 107
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3.5 The TASF sets out 4 categories of standards that all social landlords must meet:- ♦ Physical Standards: Safe, secure, accessible housing with adequate facilities (e.g. bedroom and bathroom for exclusive of applicant, cooking, hygiene, heating, and digital access). ♦ Location Standards: Proximity to essential services, employment, education, and safety considerations, particularly for survivors of domestic abuse. ♦ Service Standards: Person-centred, trauma-informed support, including referrals, communication, and ongoing needs assessments. ♦ Management Standards: Clear occupancy/tenancy agreements, rights awareness, complaints procedures, and support during transitions. 3.6. The Scottish Government opened the consultation on 22 October 2025, with a closing date of 28 January 2026. There are 24 questions, over 2 sections, the first section related to the Standards framework with questions related to all 4 categories noted above. Each section seeks views on the relevance, clarity, and completeness of the standards, as well as suggestions for improvement 3.7. Section 3 of the consultations covers enforcement with 6 questions around legal enforcement, review, and monitoring of landlord performance by the Scottish Housing Regulator. Questions are also posed in relation to noncompliance, particularly the appropriateness of penalties (financial) in the event of failure to comply 3.8. It is proposed that the TASF will be incorporated into the Scottish Social Housing Charter, with the Scottish Housing Regulator (SHR) monitoring compliance through:- ♦ Annual Returns on the Charter (ARC) ♦ Potential new indicators specific to TASF ♦ A combination of self-assessment and external review 4. Local Position 4.1. The Council has developed and implemented a Temporary Accommodation Strategic Plan (TASP), aligned with the Local Housing Strategy (LHS) 2022 to 2027 and the Homelessness Strategic Plan. 4.2. The Council’s TASP sets out a comprehensive approach to meeting the needs of homeless households, with a strong focus on offering ordinary homes across communities to meet temporary accommodation needs 4.3. The vast majority of temporary accommodation in South Lanarkshire consists of self- contained properties, meeting the highest standards 4.4. The plan is closely aligned with the Local Housing Strategy and the current Homeless Strategic Action Plan 2025/2026, and is updated annually to reflect changing demand, legislative requirements, and best practice 4.5. The Homeless Strategic Plan 2025/2026 outlines actions to limit time spent in temporary accommodation and reduce moves between types, with a focus on emergency accommodation and increasing affordable housing supply. 108
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4.6. The development of the Council’s TASP included a full assessment of its temporary accommodation supply. The review found that all units were considered compliant with the advisory standards set out by the Scottish Government’s TASF. 4.7. However, the initial assessment specifically noted that Lindsay House First Stop and Supported Accommodation Project did not meet the council’s higher standard for temporary accommodation. While it may have met the minimum statutory requirements, it fell short of the Council’s own expectations for quality and suitability in the longer term and was highlighted as an area for improvement and potential re- provisioning. The project has since closed (August 2022). 4.8. The Council’s supply of temporary accommodation remains under review alongside demand pressures. Considering significant and sustained pressure on homelessness services, reported to Housing and Technical Resources on a 6-monthly basis, temporary accommodation provision has grown, with further developments in progress (additional 15 units of supported accommodation in Rutherglen by early 2026 and additional First Stop Supply of approximately 15 units in development). 4.9. First Stop Accommodation provides immediate 24/7 access for individuals (and limited family units) presenting as homeless. It serves as a short-term solution, allowing time for assessment and transition to longer-term temporary furnished properties 4.10. The expansion of First Stop units is a key priority to reduce the use of hotel and bed and breakfast accommodation, which is considered unsuitable for longer stays and incurs significant costs 4.11. Supported Accommodation is designed for individuals with multiple and complex needs, providing 24-hour support to help them move towards independent living. 4.12. The consultation specifically enquires as to the appropriateness of exceptions to temporary accommodation standards for these types of accommodation. The proposed response notes the importance of a variety of options to respond to homelessness and importantly, opportunity to assess needs and plan to meet. 4.13. The proposed response, therefore, emphasises the importance of a variety of temporary accommodation options to meet varying needs, and importantly, to allow for initial assessment, understanding of needs and plan for the most appropriate temporary accommodation option for individual households. Alongside retaining the ability to prioritise self-contained accommodation for households with children across communities. 5. Proposed Response 5.1. The proposed response broadly welcomes the Scottish Government’s proposal to make the TASF legally enforceable, recognising the importance of clear, consistent standards in improving outcomes for homeless households. 5.2. The response emphasises the significant benefits of maintaining a variety of temporary accommodation types. This flexibility is essential to meet the diverse needs of individuals and families experiencing homelessness, including those requiring immediate access (First Stop Accommodation), those with complex needs (Supported Accommodation), and households with children. 5.3. The Council notes that demand for temporary accommodation continues to rise, placing sustained pressure on existing supply. Expanding provision, particularly in 109
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First Stop and Supported Accommodation, remains a key priority to reduce reliance on hotel and bed and breakfast accommodation, which is both costly and less suitable for longer stays. These accommodation options also deliver wider benefits in terms of access to support 24/7 and facilitating planning to best meet housing and support needs. 5.4. It is also important to recognise the financial challenges associated with meeting these standards, especially in the context of increasing demand and constrained resources. The Council recommends that further consideration be given to the cost implications for local authorities, and the need for ongoing investment to ensure compliance without compromising service quality. 5.5. The proposed response, therefore, opposes consideration of financial penalties, noting the context of a housing emergency and significant challenges for local authorities. 5.6. In summary, while the Council supports the move towards enforceable standards, it urges the Scottish Government to ensure that the framework allows for flexibility in accommodation types and acknowledges the operational and financial challenges faced by local authorities in delivering high-quality temporary accommodation. 6. Next Steps 6.1 If approved, the proposed response will be submitted. 6.2. The Council will continue to engage in discussion with the Scottish Government in relation to the Housing Emergency. 6.3. Work will continue to expand temporary accommodation supply to meet demand and monitor future supply and demand. 7. Employee Implications 7.1 No employees are directly impacted by the contents of this report 8. Financial Implications 8.1 There are no direct financial implications as a result of this report. 9. Climate Change, Sustainability and Environmental Implications 9.1 There are no implications for climate change, sustainability, or environmental matters in terms of the information contained in this report. 10. Other Implications 10.1 There are no other implications related to the content of this report. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. 110
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Stephen Gibson Executive Director (Housing and Technical Resources) 26 November 2025 Link(s) to Council Values/Priorities/Outcomes Health and Wellbeing: People live the healthiest lives possible Housing and Land: Good quality, suitable and sustainable places to live 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:- Jacqueline Fernie, Homelessness and Housing Support Manage Ext: 5139 (Tel: 01698 455139) E-mail : Jacqueline.Fernie@southlanarkshire.gov.uk 111
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1 Consultation on Enforcing the Temporary Accommodation Standards Framework Respondent Information Form Please note this form must be completed and returned with your response. To find out how we handle your personal data, please see our privacy policy: https://www.gov.scot/privacy/ Are you responding as an individual or an organisation? Individual Do you have lived experience of homelessness or temporary accommodation? Yes No X Organisation Does your organisation have experience of delivering homelessness services? X Yes No Full name or organisation’s name Phone number Address Postcode Email Address The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: X Publish response with name Publish response only (without name) South Lanarkshire Council Council Headquarters, Almada Street, Hamilton. 01698 455139 ML3 0AA Jacqueline.fernie@southlanarkshire.gov.uk Information for organisations: The option 'Publish response only (without name)’ is available for individual respondents only. If this option is selected, the organisation name will still be published. If you choose the option 'Do not publish response', your organisation name may still be listed as having responded to the consultation in, for example, the analysis report. 10 113
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2 Do not publish response We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise? X Yes No 114
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3 Questionnaire Section 2 (a) Question 1 Do you think the physical standards set out in the TASF are appropriate and sufficient to ensure that temporary accommodation provides an adequate, safe and secure space for the household? X Yes No Don’t Know Please give reasons for your answer. Question 2 Please tell us whether there are any additional physical standards that you think should be added to this framework. Please give reasons for your answer. Question 3 Do you think that the definition of the physical standards is clear or are there some standards that could be clarified or explained in more detail to aid understanding? X Yes No Don’t Know • Standards largely considered to meet basic requirements necessary to ensure safety, security, comfort, and privacy. • It may be helpful to set out specific physical standards for different types of temporary accommodation, rather than relying solely on exemptions for limited models such as Rapid Access. While the standards outlined are desirable for all temporary accommodation types, some should be considered essential requirements. For example: • A private bedroom is a basic necessity. • A bathroom for exclusive use may not always be available in Rapid Access or Women’s Refuge congregate living arrangements. These models are recognised in the Temporary Accommodation Advisory Standards as providing other benefits for homeless households in certain circumstances or for very short-term stays. • Regarding digital technologies, access should not be considered essential— though it is desirable. While there may be an expectation that local authorities seek to provide this, doing so would incur additional cost. Given that temporary accommodation often rotates, digital access could reasonably be considered a routine household cost for tenants to meet. No additions to suggest 115
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4 Please give reasons for your answer. Question 4 Do you think that any of the physical standards should NOT be included in the TASF? Yes X No Don’t Know If so, what are these and why do you think they should not be included? Please give reasons for your answer. Question 5 In 2020, article 7A was inserted into the Unsuitable Accommodation Order 2014. This set out circumstances where community hosting, rapid access accommodation and shared tenancy accommodation is deemed NOT to be unsuitable accommodation, provided that the household does not include a pregnant woman, a child or a person who exercises parental rights in respect of a child who does not form part of the household. Do you think that the accommodation prescribed under article 7A provides suitable accommodation for certain homeless households? X Yes No Don’t Know Please give reasons for your answer. Standards are clearly defined, but it is important to recognise that some are essential in every circumstance and accommodation placement, while others are more situational. This distinction is particularly relevant for emergency accommodation and rapid access settings. As noted above, some standards should be considered essential in every instance, and it would be helpful to make this distinction explicit across different types of accommodation. This is particularly important given the current high demand for temporary accommodation nationally and the associated cost pressures set against the challenge of maintaining affordable rent levels. 116
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5 Section 2 (b) Question 6 Do you think the location standards set out in the TASF set out are relevant and fit for purpose? X Yes No Don’t Know Please give reasons for your answer. While location standards are relevant and fit for purpose, it is important to recognise the distinction between meeting immediate or emergency housing needs and addressing longer-term temporary accommodation needs. For Immediate Needs: • Standards should be treated as basic considerations that local authorities should understand and aim to meet. • Full compliance may not always be possible; however, where immediate/emergency accommodation is not suitable for an extended period (beyond one month) planning for appropriate temporary accommodation should include: o Discussion and assessment of individual needs and aspirations o Efforts to meet needs and aspirations as closely as possible o Where standards cannot be fully met, the local authority has a responsibility to provide advice and support to help households manage their time in temporary accommodation Whilst local authorities should strive to meet all standards set out across accommodation types, on a small-scale congregate living models offer benefits, in limited circumstances. Suitability should take account of the following factors: • Ensuring capacity/resource to meet immediate needs and plan to meet short- and long-term needs (most appropriate accommodation and support) • Requirements to prioritise homeless households with children, ensuring access to fully compliant self-contained housing • High demand for homelessness assistance, including temporary accommodation and housing emergency circumstances • Service costs and financial implications • Benefits of rapid access and supported accommodation (for some), such as: o Facilitating an assessment period o Enabling planning for longer-term temporary housing needs o Providing support in situ o Allowing local authorities to manage demand in good-quality accommodation (even if, in the very short term, full TAS requirements are not, provided baseline requirements are met) o Managing costs effectively 117
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6 Question 7 Please tell us whether there are any additional location standards that you think should be added to this framework. Please give reasons for your answer. Question 8 Do you think that the definition of the location standards is clear or are there some standards that could be clarified or explained in more detail to aid understanding? X Yes No Don’t Know Please give reasons for your answer. Question 9 Do you think that any of the location standards should NOT be included in the TASF? Yes X No Don’t Know Please give reasons for your answer. Section 2 (c) Question 10 Do you think the service standards set out in the TASF are relevant and fit for purpose? X Yes No Don’t Know No additions to suggest They are clear and reasonable considerations; however, the emphasis should be on local authorities doing everything possible to meet households’ needs. While full compliance may not always be achievable, authorities should work collaboratively with homeless households to provide advice, information, and practical assistance wherever possible. Consider all standards reasonable to take account of and strive to meet. 118
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7 Please give reasons for your answer. Question 11 Please tell us if there are any additional service standards that you think should be added to this framework. Please give reasons for your answer. Question 12 Do you think that the definition of the service standards is clear or are there some standards that could be clarified or explained in more detail to aid understanding? X Yes No Don’t Know Please give reasons for your answer. Question 13 Do you think that any of the service standards should NOT be included in the TASF? Yes X No Don’t Know Please give reasons for your answer. Standards are reasonable; however, it is important to note that homelessness services operate as an adult-focused provision. While the assessment of housing and support needs considers the household as a whole, including for example children’s schooling arrangements, there is no individual support needs assessment for each member of the household, only lead/joint applicants, in particular the support needs of children within the households are not assessed. Notwithstanding this position, any concerns identified, such as child protection issues, are addressed through established safeguarding arrangements. No additions to suggest Standards are reasonable; however, the wording regarding visits should be amended to reflect that these occur on a need’s basis. This approach should take account of service requirements, support needs, and individual household circumstances. For example, an applicant who works full-time may find a schedule of regular visits inconvenient, so flexibility is essential. Standards are clearly defined 119
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8 Section 2 (d) Question 14 Do you think the management standards set out in the TASF are relevant and fit for purpose? X Yes No Don’t Know Please give reasons for your answer. Question 15 Please tell us whether there are any additional management standards that you think should be added to this framework. Please give reasons for your answer. Question 16 Do you think that the definition of the management standards is clear or are there some standards that could be clarified or explained in more detail to aid understanding? X Yes No Don’t Know Please give reasons for your answer. Question 17 Do you think that any of the management standards should NOT be included in the TASF? Yes X No Don’t Know Please give reasons for your answer. As above, overall consider reasonable. No additions to suggest As noted above, there should be greater scope for individual circumstances to inform the approach, rather than applying a blanket requirement that does not take account of the household’s specific situation. Standards are clear 120
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9 Section 3 Question 18 Do you agree that the TASF should be legally enforced? X Yes No Don’t Know Please give reasons for your answer. Question 19 Do you agree that it would be appropriate for the TASF to be included within the Charter when it is reviewed in 2027? Yes No X Don’t Know Please give reasons for your answer. Question 20 Do you agree with the proposal for the SHR to monitor social landlords’ performance of the TASF? X Yes No Don’t Know Please give reasons for your answer. Agree with the principle of achieving a national standard and acknowledge that, if implemented, local authorities will be required to comply. However, this must be considered in the context of a housing emergency, where local authorities are under unprecedented pressure on housing and homelessness systems. The current focus is on exiting the emergency situation and addressing systemic failures, including increasing non-compliance with statutory duties across several authorities. Alongside this, pending additional duties under the Housing (Scotland) Bill are likely to further increase homelessness responsibilities. Against this backdrop, it is becoming increasingly difficult for local authorities to meet even basic temporary accommodation needs and cover service costs within static homelessness budgets. Further information is required, as it is currently unclear what the reporting requirements would entail and what role the Scottish Housing Regulator (SHR) would have in monitoring compliance or how they would achieve full understanding of compliance based on charter return. While the alignment with SHR’s responsibilities is generally understood, further clarification is needed regarding the role and responsibilities of local authorities, including reporting requirements and the level of scrutiny expected from SHR. 121
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10 Question 21 It is possible that some local authorities may not be able to meet the new TASF when introduced. Do you think that there should be sanctions, such as penalties or fines, applied to those local authorities that fail to meet the TASF? X Yes No Don’t Know Please give reasons for your answer. Question 22 Please tell us about any other approaches or options you think would be appropriate to implement to ensure that local authorities/RSLs adhere to the TASF. Yes No Don’t Know Please give reasons for your answer. Question 23 Do you agree with the proposal to review, and update as necessary, the TASF broadly in alignment with the review of the Charter? X Yes No Don’t Know Please give reasons for your answer. As noted above, this is a challenging time, and it is fully expected that local authorities will struggle to meet requirements in the context of a housing emergency and with additional duties adding further pressure to the system. There is no benefit in applying financial charges or sanctions, as this would only increase costs and service pressures. A more appropriate approach would be for the Scottish Government and SHR to work collaboratively with local authorities, taking account of individual circumstances, any failures to comply, and progress towards compliance. At a national level, compliance should be supported through adequate funding and a planned, multi-year strategy to exit the housing emergency. Broadly agree, however clarity is required in terms of reporting requirements and SHR’s role and responsibilities in obtaining assurance. As above, appropriate funding to meet the shortfall in affordable housing supply is essential to reducing homelessness, reliance on temporary accommodation at current scale and meeting gaps through use of unsuitable accommodation, such as hotels. 122
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11 Question 24 Do you agree with the proposal for a formal evaluation of the implementation of the TASF after three years? X Yes No Don’t Know Please give reasons for your answer. 123
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Former Bowling Green and Hall, Monteith Park, Carstairs Junction - Concessionary Lease to Clyde Model Railway Club 1. Purpose of Report 1.1 The purpose of the report is to:- [purpose] advise of the request for the concessionary lease, of the former Bowling Green and Hall, Monteith Park, 50 Carstairs Road, Carstairs Junction, ML11 8PR to Clyde Model Railway Club (SCIO Number 053389) request approval to the principal terms and conditions of the lease, 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):- [recs] (1) that the former Bowling Green and Hall, Monteith Park, 50 Carstairs Road, Carstairs Junction, ML11 8PR be leased to Clyde Model Railway Club, subject to the terms and conditions outlined in section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which are in the best interests of the Council. 3. Background 3.1. The Council owns the former Bowling Green and Hall, Monteith Park, 50 Carstairs Road, Carstairs Junction, ML11 8PR. The bowling green is currently unoccupied after the remaining members opted to stop using it in 2024. The adjacent, associated hall is let to South Lanarkshire Leisure and Culture, however, this is also closed and has no proposed future operational use. The lease will therefore be renounced if the proposed concessionary lease is approved. 3.2. Clyde Model Railway was constituted on 28 May 2024 as a Scottish Charitable Incorporated Organisation with the objective “to advance education, heritage and science and provide recreational facilities and activities with the object of improving the conditions of life for the public benefit”. 3.3. Clyde Model Railway Club approached the Council with a request for a concessionary lease of the subjects as they were seeking to move to suitable premises and had identified this site as meeting their needs. The lease will enable them to operate the facility whilst testing the viability of their business plan to support a future Community Asset Transfer. 11 125
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3.5. Property 3.5.1. The property is a single storey prefabricated concrete pavilion on a concrete base with a pitched metal profile roof. The building has UVPC double glazing secured by metal grills, with double-glazed curtain walling to the front. The accommodation comprises a main hall and adjacent kitchen, toilets and storage. Car parking is provided via public car parking situated adjacent to the building. If approved, the proposal is that the bowling green, which currently suffers from rabbit infestation, would be used as a space for the placement of metal storage containers. 3.5.2. The facility is unoccupied and closed to public use. While the building is tenantable it has been the victim of petty acts of vandalism. 3.5.3. Should the charity proceed to a full Community Asset Transfer Request by lease or sale, this will be subject to a future Committee Report and will be based on an appropriate valuation in line with the Scottish Government guidance on Community Asset Transfer. 3.6. Organisation 3.6.1. The organisation has been operating successfully for several years in premises at Lanark Railway Station, however their premises have become problematic due to a number of issues, requiring them to seek alternatives. 3.6.2. The purposes of the organisation will be achieved by:- promoting model railways and its relationship to rail transport by encouraging participation in, and enjoyment of, railway modelling and to display model railways amongst members of the public providing an environment where developing and expanding the understanding, application and knowledge of the skills required to build and operate model railways can be fostered offering members the opportunity to enjoy the exchange of ideas and knowledge of model building in a social, constructive and enjoyable environment applying the use of historical research, photographic evidence, ordnance survey mapping, topographical and building structures to enhance the building of layouts 3.6.4. The organisation has 3 trustees, and 11 members. 3.6.5. The organisation has a proven track record of successful operations and grant fundraising and was successful in obtaining the sum of £105,000 to renovate their current premises. 3.7. Project 3.7.1. The proposal is to take on all operational aspects as of the site and develop it for the use of members. 3.7.2. The organisation intends to look at developing the site into a men’s shed and growing its membership. 3.7.3. The organisation has assessed the costs of operating the facility based upon its member experience and historic operating costs provided by South Lanarkshire Leisure and Culture (SLLC) and is comfortable it can meet these requirements. 126
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4. Assessment 4.1. The property is tenantable and suitable for the proposed use, and the organisation has the basic requirement to manage the facility. 4.3. The grant of a one-year lease will enable the facility to be used productively, minimising its deterioration and absolving the Council of responsibility for associated costs. 4.4. The risks associated with the proposed lease are considered low, given both the status of the organisation and that the request is for a year-to-year lease. 4.5. The Council has no alternative operational requirement for the subjects. Should the lease prove unsustainable, the Council will have the ability to resume full ownership and consider the future of the property. 5. Proposal 5.1. It is proposed to grant a lease of the Former Bowling Green and Hall, Monteith Park, 50 Carstairs Road, Carstairs Junction, ML11 8PR, to Clyde Model Railway (SCIO 053389) on the following principal terms and conditions:- 1. the lease will be to Clyde Model Railway 2. the lease will be for 1 year 3. date of entry to be agreed 4. the rental is £1 per annum, if asked 5. the lease to be fully repairing and insuring. Neither the tenant nor the landlord will be responsible for any major repair works that may be required to the premises 6. the tenants will be required to obtain and exhibit as required, public liability insurance to the value of £5m for any one claim 7. the Council will insure the property and recover the costs from the tenants 8. the use will be for a sports facility and community centre 9. the tenants to be responsible for any rates or property charges resulting from their occupation and use of the subjects 10. assignation and subletting (excluding hourly lets) will not be allowed without the Council's express consent 11. each party to be responsible for their own legal costs, however, the tenants will require to pay any registration fees and Land and Buildings Transaction Tax (LBTT) if required 5.2. At the expiry of the lease, the Council will consider renewal of the lease subject to being satisfied as to the operation of the subjects by the Charity and evidence of community benefits. 6. Employee Implications 6.1. There are no employee implications as the facility is currently closed. 7. Financial Implications 7.1. If the recommendation outlined in this report is approved by committee, it will remove any liability to the Council for vacant property holding costs for the duration of the lease. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability and the environment contained within this report. 127
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9. Other Implications 9.1. In terms of the Community Empowerment (Scotland) Act 2015, the Council has until 18 March 2024 to provide a notice of its decision whether to agree to or refuse the asset transfer request. 9.2. The organisation has a right to appeal to Scottish Ministers should a decision not be made in that timescale or the asset transfer request be refused. 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 Consultation has taken place with the Community Participation Team, Legal Services and Community and Enterprise Resources. Stephen Gibson Executive Director (Housing and Technical Resources) 4 November 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Caring, connected, sustainable communities. Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) E-mail: craig.jardine@southlanarkshire.gov.uk 128
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Subject: St Andrew’s Day Care Centre – Community Asset Transfer to ASNory Crew SCIO 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise of the request for the lease of St Andrews Day Care Centre to ASNory Crew under Community Asset Transfer and seek approval to the principal terms and conditions as set out in section 5 of the report [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - (1) that the subjects at St Andrew’s Day Care Centre and adjacent car park, St Andrews Drive, Hamilton, ML3 9QJ, be leased to ASNory Crew 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. The St Andrews Day Care Centre was formerly an adult day care centre managed by Social Work Services. However, following a review of services, the facility was closed for operational purposes in late 2024 and has been empty since this date. 3.2. As part of the surplus property process, the availability of the property was included in the Property Bulletin and circulated to the Resources within the Council and its Community Partners. On completion of this exercise, no expressions of interest were received. 3.3. Although several third-party organisations have held preliminary discussions with regards to a potential Community Asset Transfer of these premises; the applicants are the first community group to submit a formal request for consideration. Since the application was validated on 30 July 2025, a decision should be made by 30 January 2026 to comply with legislative timescales. 3.4. The request was placed before the Community Asset Transfer Assessment Panel on 9 October 2025. In assessing the application, it was recognised that the applicant organisation is considered to have to have a sustainable plan to develop their proposals and operate the venue. 12 131
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3.5. Property 3.5.1. The asset comprises a purpose-built single storey day care centre, extending to 293 sq. metres or thereby. The building is of brick / block rendered construction with partial timber cladding. It has a pitched concrete tile roof with metal-framed double-glazed skylights. There are garden and patio areas on the western and eastern sides of the building and a small mono-block car park area and drop-off point. The site, which extends to 2,094 sq. metres or thereby is enclosed at the sides and rear by a fencing and a brick wall with metal railings. 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 6 February 2025, (number SC053960). 3.6.2. The Organisation has been formed with the following objectives:- ♦ to increase access to inclusive play opportunities for children with a wide range of disabilities ♦ to support emotional regulation and communication in children through the use of sensory equipment and tailored play environments ♦ to help children build confidence, self-esteem, and develop social skills through regular engagement with peers ♦ to provide monthly support sessions for at least 20 families, offering education, community, and emotional support ♦ to reduce social isolation among parents/carers by offering a welcoming, supportive space for connection and conversation ♦ to foster a sense of belonging and safety for all families, ensuring the environment is non-judgmental, understanding, and inclusive 3.7. Project 3.7.1. The organisation was established by parents with children who suffer from conditions broadly identified as having Additional Support Needs (ASN). Since January 2025 the group have organised and operated activities for their service users within TACT Hall, Blantyre. Since then, the demand for this service has grown and is now used by over 130 individuals. Although the group has limited experience within the third sector, the individuals involved have transferable skills and experience, which indicate a good capacity to develop and implement the proposed project. 3.7.2. The applicant organisation has engaged and sought support from both local and nationally elected representatives and has 12 letters of support from across the political spectrum. 3.7.3. The property team confirmed that if the property were to be let commercially the annual rental value would be in the order £41,000, however its location and design would have some impact upon demand and marketability. 3.7.4. 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, and the applicant has shown the organisational capacity to initiate and grow service provision within another facility. Although this would be the first time that group would become responsible for the overall operation of a building, it is considered to have to have the capacity and funds to manage the facility. 132
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4.2. Granting the lease will enable the Club to meet the demand for such service provision and develop the facility into a hub for young people suffering from complex needs from throughout the authority’s operational area. In addition, the lease will allow the organisation to pursue external funding for the ongoing maintenance and 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 a purpose-built facility surrounded by land, owned by the Council the Council will retain ownership as landlord. Therefore, it is not considered that the property has any realistic alternative development potential. 5. Proposal 5.1. It is proposed that St. Andrew’s day care centre and adjacent car park, St. Andrew’s Drive, Hamilton, ML3 9QJ, be leased to ASNory Crew, on the following principal terms and conditions:- 1. The tenant will be ASNory Crew. 2. The lease will be for a period of 25 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 facility 9. The tenants to be responsible for any rates or property charges resulting from their occupation and use of the subjects. 10. Assignation and subletting will not be allowed. 11. Landlord's consent will be required for any structural alterations to the property. 12. Each party to bear their own Legal Fees. 13. 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 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 within the legislative timescale of 6 months from the date of validation. Additionally, the group can appeal if the asset transfer request is refused or the organisation does 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. 133
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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) 19 October 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Caring, connected, sustainable communities 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 134
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Lease of Football Ground at East Kilbride Showpark, Maxwell Drive, East Kilbride to East Kilbride Thistle Junior Football Club Limited 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the request for a lease of the football ground at East Kilbride Showpark, Maxwell Drive, East Kilbride to East Kilbride Thistle Junior Football Club Limited and seek approval to the principal terms and conditions as set out in section 4 of the report [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the subjects comprising the football ground at East Kilbride Showpark, Maxwell Drive, East Kilbride, shown on the attached plan, be leased to East Kilbride Thistle Junior Football Club Limited, subject to the terms and conditions outlined in section 4 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. East Kilbride Showpark is currently leased from East Kilbride Cattle Show Society under the terms of a lease which expires in 2065. Part of the Showpark comprises the subject premises, an enclosed football ground, extending to 11,225 sq.m. or thereby. 3.2. East Kilbride Thistle Junior Football Club Limited have operated out of the football ground since 1968. In recent years, this occupation has been governed under annual licence agreements. The club have approached the Council seeking to establish a more secure agreement in order to secure funding, undertake repairs, and have a sustainable future. Following negotiations, terms have been agreed, subject to Committee approval to enter a longer lease to enable the Club to invest in the facility. 3.3 The extent of the property is shown on the attached plan and comprises a single storey pavilion, and a full-size grassed pitch. The pavilion and the sections of the boundary walls are currently in a poor state of repair. In addition the adjacent car park is in need of repair and the lease will enable the club to carry out proposed improvements for both the benefit of the Club and the wider community. 13 137
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3.4 East Kilbride Thistle Junior Football Club Limited is a private company, limited by guarantee (registered number SC440525) having registered this entity with Companies House on the 17 January 2013. 4. Proposal 4.1. It is proposed to lease the football ground at East Kilbride Showpark, Maxwell Drive, East Kilbride to East Kilbride Thistle Junior Football Club Limited, on the following principal terms and conditions:- 1. The lease will be to East Kilbride Thistle Junior Football Club Limited 2. The lease will be for a period of 10 years. 3. The date of entry to be agreed. 4. The rental shall be £1 5. The lease to be fully repairing and insuring. 6. The tenants will arrange for the relevant insurance cover to be undertaken. 7. The property will be used as a football ground. 8. The tenants to be responsible for any rates or property charges resulting from their occupation and use of the subjects. 9. Assignation and subletting will not be allowed. 10. Landlord's consent will be required for any structural alterations to the property. 11. Each party to be responsible for their own legal costs, however, the tenants will require to pay any registration fees and Land and Buildings Transaction Tax (LBTT) if required. 5. Employee Implications 5.1. There are no employee implications associated with this report. 6. Financial Implications 6.1. The lease will result in a savings in grounds maintenance costs for South Lanarkshire Council. 7 Climate Change, Sustainability and Environmental Implications 7.1. There are no issues in relation to climate change, sustainability and the environment contained within this report. 8. Other Implications 8.1. By agreeing to the transaction it will enable the club to attract funding to secure their future and carry out improvements to the facility and the adjacent car park. 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 Consultation has taken place with Legal Services and Community and Enterprise Resources. Stephen Gibson Executive Director (Housing and Technical Resources) 26 November 2025 138
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Caring, connected, sustainable communities. Previous References ♦ None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 139
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Annual Report on the Charter (ARC) 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Scottish Social Housing Charter and the requirement to produce an Annual Report on the Charter (ARC) covering performance during 2024/2025 provide an update on arrangements to monitor and report on Charter progress throughout 2025/2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Council’s reported performance and contextual information for the Scottish Social Housing Charter and comparisons with other landlords at Appendix 1, be noted; and (2) that the continuing use of the Charter for ongoing scrutiny by the Scottish Housing Regulator (SHR), tenants and other service users, be noted. 3. Background 3.1. The Housing (Scotland) Act 2010 introduced a statutory requirement to report on a range of performance measures and indicators which form the basis of the Scottish Social Housing Charter (SSHC) and publish an annual report on performance. The Scottish Housing Regulator (SHR) is responsible for monitoring and reporting on overall national performance for all social housing landlords and will use the Charter as part of its risk-based approach to landlord scrutiny. 3.2. The Charter currently contains 32 measures of performance. These reflect a mixture of qualitative (survey-based information) as well as a range of efficiency and effectiveness measures. The Charter contains one indicator which is specific to Registered Social Landlords (RSLs) and one indicator that is solely relevant to local authorities. In addition, there are also nine contextual indicators, eight of which relate to both councils and RSLs with one applying only to RSLs. 3.3. In line with requirements set out by the SHR, the Resource submitted its 2024/2025 performance information to the Regulator on 22 May 2025. 3.4. During 2024/2025, the SHR carried out a full review of indicators in consultation with social landlords and published final versions of the Charter indicators and revised Technical Guidance effective from 1 April 2025. This guidance provided additional clarity on the definitions of some existing indicators for reporting in May 2026. 14 141
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3.5. The revisions to the ARC required changes to existing statistical collation and recording systems which have been progressed as necessary across the Resource. 4. Annual Report on the Charter 2024/2025 4.1. The SHR published a national report on the Charter at the end of August 2025 covering 16 of the indicators. This report sets out the performance for 2024/2025 of all 165 social housing landlords in Scotland. 4.2. The SHR also publishes an electronic version of the Charter information which is available through the SHR website and provides data on the Charter indicators for all landlords. 4.3. For the reporting year 2024/2025, the Charter requires that the Council publishes a more detailed annual report on its performance by the end of October 2025. Tenants involved in the Tenants Participation Co-ordination Group (TPCG) have contributed to the development of the style and format of the Council’s report on performance. This was published via the Council’s website from 31 October 2025 and also made available within ‘Housing News’, which was issued during November 2025. 4.4. The Council’s Charter report is consistent with previous annual reports on performance, covering the list of reported indicators published by the SHR as well as a number of other contextual and performance measures relating to the service. As appropriate and where available, the Council’s published report also provides comparison with both the Scottish average and that of other local authority landlords. 5. South Lanarkshire Council Performance 2024/2025 5.1. Based on the SHR’s report on the Charter, the summary at Appendix 1 sets out the indicators and provides a comparison, over the 2 previous years (where available), against both the Scottish average for all social landlords and that of the other 26 Scottish local authority landlords. 5.2. The 16 reported indicators include 4 measures which set out context in terms of the size and scale of the landlord. 5.3. There are 7 indicators where performance improved in the last year, importantly these include:- ♦ rent collected as % of total rent due increased from 99.51% to 100.21% ♦ average length of time taken to re-let properties decreased from 22.15 days to 19.31 days ♦ the % of stock meeting the Scottish Housing Quality Standard (SHQS) increased from 83.59% to 88.69%. The changes to the Fire Tolerable standard have continued to impact on the SHQS pass rate ♦ the % of rent due lost through properties being empty during the year decreased 0.51% to 0.40% ♦ the percentage of reported and subsequently resolved anti-social behaviour cases in the year increased from 94.71% to 96.78%. 1084 cases resolved of 1120 cases. The 3.22% (36) of cases, which remain open were being progressed in line with SLC procedure ♦ average length of time taken to complete emergency repairs decreased from 6.55 hours to 4.57 hours ♦ average days to complete non-emergency repairs has decreased this year by 1.49 days from 14.53 days to 13.04 days 142
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5.4. A summary of the position and context in relation to 1 indicator where performance remained the same is detailed below:- ♦ % of reactive repairs carried out in the last year completed right first time – remained the same at 99.7% 5.5. Of the remaining 4 customer satisfaction indicators, 3 are updated on a 3 yearly basis with one updated annually, with the results remaining the same as reported in last year’s charter return, with the exception of satisfaction with the repairs service which decreased by 0.9% from 89.0% to 88.1%. 6. Next Steps 6.1. A key objective of the Charter process is to ensure robust scrutiny and consideration of the performance of landlords. As trends emerge, the comparative aspect of performance with others will inform and reflect on areas for future tenant and service user scrutiny and potential areas for service improvement. 6.2. The Resource Plan (2025/2026) includes the majority of the Charter indicators and during the current year, these will continue to be monitored and reported as part of the 6-monthly updates on the Resource Plan to the Housing and Technical Resources Committee. 6.3. The comparative aspect of performance continues to be a focus for the Council and its service users as well as the SHR in assessing and scrutinising local and national trends in performance. 7. Employee Implications 7.1. There are no employee implications as a result of this report. 8. Financial Implications 8.1. There are no financial implications as a result of this report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. There are no implications for risk in terms of the information contained within this report. 10.2. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. Consultation and involvement have taken place with service users through the survey process for a number of indicators and with the Tenant Participation Coordination Group on the new Charter report. 143
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Stephen Gibson Executive Director (Housing and Technical Resources) 25 November 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Good quality, suitable and sustainable places to live Previous References Housing and Technical Resources Committee – Annual Report on the Charter 2018- 19, 25 November 2020 Housing and Technical Resources Committee – Annual Report on the Charter 2020/2021, 21 September 2021 Housing and Technical Resources Committee – Annual Report on the Charter 2021/2022, 5 October 2022 Housing and Technical Resources Committee – Annual Report on the Charter 2022/2023, 5 November 2023 Housing and Technical Resources Committee – Annual Report on the Charter 2023/2024, 27 November 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Sharon Egan, Head of Housing Services Ext: 5611 (Tel: 01698 455611) E-mail: sharon.egan@southlanarkshire.gov.uk 144
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Appendix 1 Housing and Technical Resources Projected return to the Charter 2024-2025 No Scottish Charter Indicators SLC 22/23 SLC 23/24 SLC 24/25 Scottish Local Authority Average 24/25 Scottish Average 24/25 1 % of tenants satisfied with the overall service provided by the Council (their landlord). 91.91% 91.91% 91.91% 81.6% 86.9% 2 % of tenants who feel their landlord is good at keeping them informed about their services and decisions. 96.14% 96.14% 96.14% 83.1% 90.0% 3 % of tenants satisfied with the opportunities given to them to participate in their landlord’s decision making processes. 97.33% 97.33% 97.33% 80.1% 86.3% 4 % of stock meeting the Scottish Housing Quality Standard (SHQS). 80.00% 83.59% 88.69% 83.2% 87.2% 5 Average length of time taken to complete emergency repairs. 5.36 hours 6.55 hours 4.57 hours 3.78 hours 3.9 hours 6 Average length of time taken to complete non- emergency repairs. 11.63 days 14.53 days 13.04 days 10.1 days 9.1 days 7 % of reactive repairs carried out in the last year completed right first time. 99.6% 99.68% 99.7% 89.3% 88.0% 8 % of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service. 89.0% 89.0% 88.1% 85.6% 86.8% 9 % of anti-social behaviour cases reported in the last year which were resolved. 96.8% 94.7% 96.8% 90.3% 93.4% 10 % of rent due lost through properties being empty during the last year. 0.62% 0.51% 0.40% 1.68% 1.3% 11 Rent collected as % of total rent due in the reporting year. 99.10% 99.51% 100.21% 100.3% 100.2% 12 Average length of time taken to re-let properties in the last year. 27.76 days 22.15 days 19.31 days 77.9% 60.6 days C The landlords wholly owned stock 25,438 25,742 25,923 N/A N/A C Average Weekly Rent £76.73 £79.27 £84.44 N/A N/A 145
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No Scottish Charter Indicators SLC 22/23 SLC 23/24 SLC 24/25 Scottish Local Authority Average 24/25 Scottish Average 24/25 C Rent increase for next financial year 3.50% 6.50% 6.50% 6.3% 4.7% C Total Rent Due £100,155,288 £104,440,714 £112,642,09 N/A N/A 146
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Director, Health and Social Care Subject: Emergency Early Release 2025 – Section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the release planning arrangements following parliamentary approval on 5 November 2025 to use emergency release powers in section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993 provide a current overview of financial and resource implications for Housing Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted. [1recs] 3. Background 3.1. On 2 October 2025 the Cabinet Secretary for Justice and Home Affairs delivered a statement to the Scottish Parliament, stating that the Scottish prisoner population numbers were placing the Scottish Prison Service (SPS) under unsustainable pressure (Appendix 1). 3.2. The prisoner population on 2 October 2025 is at 8,363. This is higher than at previous early release points on 16 May 2024 (8,348) and 19 October 2024 (8,322). 3.3. The Cabinet Secretary for Justice and Home Affairs has laid draft regulations seeking Parliamentary approval to use the emergency release powers in section 3C of the Prisoners and Criminal Proceedings (Scotland) Act 1993. 3.4. The Scottish Parliament formally passed the regulation into law on 5 November 2025, and the regulation came into force on 10 November 2025 and applies to all prisons in Scotland. 3.5. This will be the third episode of early release arrangements initiated in Scotland since June 2024. 3.6. Following the emergency release that took place during COVID-19 a further period of release commenced on 26 June 2024 under implementation of Section 11 Bail and Release from Custody Act 2024. This meant those serving less than 180 days would be released, if meeting the criteria, over 4 weeks of release tranches. 15 147
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3.7. Release arrangements took place again on 18 February 2025 under Prisoner (Early Release) (Scotland) Act 2024. This scheme was known as Short Term Prisoner 40, with most prisoners serving under 40% of their sentence (under 4 years). 4. Release Criteria and Arrangements 4.1. The regulations provide that only short-term prisoners would be released under this power. That means that only individuals serving less than 4 years will be released. 4.2 A governor veto process will also apply which allows a prison Governor -in-Charge the power to stop the release of an eligible prisoner if they consider they would pose an immediate risk of harm to a specific individual or group of individuals if released. 4.3. It is estimated that 650 people will be eligible for consideration of release, based on the veto arrangements in June 2024, 25% of persons were excluded resulting in 450 persons being eligible for release. 4.4. Furthermore, only those who are due to be released within 180 days of the regulations coming into force can be considered for release under the emergency release power. 4.5. The following groups of prisoners would not be eligible for release under this legislation:- ♦ long term prisoners – serving sentences of 4 years or longer ♦ life sentenced prisoners (including Order of Lifelong Restrictions) ♦ remand prisoners ♦ terrorist prisoners ♦ individuals serving extended sentences ♦ individuals subject to supervised release orders ♦ individuals subject to the sex offender notification requirements ♦ individuals liable for removal from the UK or subject to extradition ♦ individuals subject to non-harassment orders ♦ anyone sentenced on or after 28 March 2026 ♦ individuals serving sentences following conviction under relevant sections of the Abusive Behaviour and Sexual Harm (Scotland) Act 2016 (2016 Act), Domestic Abuse (Scotland) Act 2018 (2018 Act), or the Domestic Abuse (protection) (Scotland) Act 2021 (the 2021 Act) ♦ individuals who have served a sentence for an offence under those offences, the conviction for which is not spent (for the purposes of the Rehabilitation of Offenders Act 1974) 4.6. SPS pre-release meetings will take place prior to each release trance and Housing and Community Justice Partnership (CJP)will be invited to attend if required. 4.7. The Data Sharing Agreement for attendance at SPS pre-release meetings and release lists in place in February 2025 will remain in place for this release event with no additional updates required. A data protection impact assessment (DPIA) is in place for both South Lanarkshire Justice Social Work and Housing Services. 4.8. The national Throughcare Service Upside has commenced operation supporting the majority of short term prisoner releases. There are some exceptions (historical sexual and domestic abuse offences) and Justice Social Work will support these individuals if throughcare offers are accepted. 4.9. Releases began on 11 November 2025, and the process will run until 30 April 2026. 148
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4.10. At this point it is not clear how many South Lanarkshire residents will be returned on early release, however, can confirm that in Tranche 1 there were 11 liberations to South Lanarkshire Council (SLC). Details of future early releases will be confirmed prior to each release date. 4.11. Similar to the initial release arrangements in June 2024, Justice Social Work Services have been asked to assess eligible people for any immediate risk of harm to themselves (Veto checks) or others based on current records. 4.12. There will be approximately 3 lists required to be checked (under 50 people) prior to the first release. This work has required to be prioritised and may have an impact on other high risk management task, including Parole reports, multi- agency public protection arrangements (MAPPA) meetings and supervision of throughcare persons. 4.13. Arrangements will be made during the forthcoming tranches of release to identify and feedback to SPS and the Scottish Government any significant issues or challenges experienced by SLC. 4.14. Following the completion of the previous process in June 2024, the Scottish Government and SPS held workshops with key partners and stakeholders in August 2024, to understand the different views on the process from a range of operational perspectives with a view to informing any future use of the power and identify where feedback could be built into existing release processes. The following areas were considered. Communication 4.14.1 It was reflected that communication with key partners and victim support organisations at an early stage would have improved consistent messaging and understanding of the processes. 4.14.2 Whilst partner accepted SPS had to complete detailed checks to assure appropriate release, they noted that this approach meant that partners were not always able to speak with those prisoners scheduled for release until the Monday or Tuesday in the week they were released. This generated resource pressure for some partner organisations and meant that at times only the prisoner’s immediate needs or issues could be supported. In some cases, the limited notice of these decisions impacted the support to the individual being released (or the opportunity to reallocate resources to support other releases). Information Sharing 4.14.3 It was that there had been some inconsistency in what information was to be shared and when, and, at times there had been a lack of clarity around what information could be shared between organisations in relation to the release of prisoner (including the lists of who was due to be released). 4.14.4 In this release tranche there will continue to be SPS single points of contact in each establishment, and feedback on previous immediacy of connection and response to community partners has been taken into account. Release Tranches 4.14.5 The previous early release tranches had released individuals on a Wednesday and Thursday each week. It was noted that avoiding releases on a Friday was valuable and something which should be maintained in any future use of the power. It was also noted, however that this arrangement did compress the release process, and that 149
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consideration should be given to allowing releases on a Monday, Tuesday, Wednesday and Thursday each week to space out releases in each tranche. 4.14.6 This will be implemented for the upcoming releases and should improve release implementation. 4.14.7 South Lanarkshire CJP have been provided all initial information regarding the anticipated release measure. CJP planning and information sharing meetings led by Justice Social Work Services will be held as and when required throughout the release tranches. National Social Work Scotland and SPS meetings have been held weekly in November 2025 and will be conduit for providing feedback from SLC should significant issues present. 5. Implications for Housing Services 5.1. As this release is of a larger scale than previous early release programmes, it will have a significant impact on an already pressurised housing service ensuring accommodation is available to those requiring this. The process will require individual engagement with all prisoners prior to release to assess their housing and support needs followed by work to meet those needs upon release. 5.2. Given the well documented pressure in the housing system, it is likely additional housing demand will result in increased homelessness. 5.3. Housing Services will strive to meet temporary accommodation needs within furnished properties within our communities, however given the significant pressure already upon the homelessness service, it is likely that there will be a need to use emergency accommodation such as Bed and Breakfast at an additional cost to the homelessness service. However, where possible, more suitable temporary accommodation will be identified to support and minimise the negative impact of homelessness on release from prison, including the risk of reoffending. 5.4. Whilst there are clear cost implications in managing an emergency early release and arranging additional temporary accommodation, Scottish Government has given no indication to date that additional funding will be provided to assist in managing the current early release. 6. Employee Implications 6.1. Further information will be provided to determine the impact on employees through the course of the release arrangements. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability or environmental implications associated with this report. 8. Financial Implications 8.1. In May 2025, the Scottish Government confirmed they had allocated up to £1.3 million for the purpose of supporting additional housing costs arising directly from the implementation of the Prison (Early Release) (Scotland) Act 2025 (the Act). They confirmed that discussions took place with the joint settlement and distribution group and COSLA leaders to agree the process of distribution of additional funding. The funding was distributed based on estimated need based on the liberations in the three release tranches from 18 February to 20 March 2025 and administered in arrears as a redetermination of the 2025/2026 General Revenue Grant. 150
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8.2. SLC had 17 liberations in this Early Release programme and have been allocated £42,623.00. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no Climate Change, Sustainability or environmental implications associated with this report. 10. Other Implications 10.1. Arrangements will be made during the tranches of release to identify and feedback to SPS and Scottish Government any significant issues or challenges experienced by SL CJP. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function, or strategy, or recommend a change to existing policy, function, or strategy and therefore no impact assessment is required. 11.2. No consultation took place as the proposed releases are taking place under statute. There is, however, a multi-agency working group who have been exploring risks and preparing to manage resource and public protection issues in advance of the proposed release. Stephen Gibson Executive Director (Housing and Technical Resources) Professor Soumen Sengupta Director, Health and Social Care 25 November 2025 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, effective, efficient, and transparent ♦ Fair, open, and sustainable ♦ Ambitious, self-aware, and improving List of Background Papers ♦ Appendix 1 – Director of Justice Letter, 2 October 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Pamela Newey, Area Housing Manager (Tel: 07795454296) email: pamela.newey@southlanarkshire.gov.uk 151
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St Andrew’s House, Regent Road, Edinburgh EH1 3DG www.gov.scot Justice Directorate Cat Dalrymple, Director E: DirectorofJustice@gov.scot ___ 2 October 2025 Dear Colleague As you will be aware, there has been a significant increase in the prison population over recent months, with the current population at 8363 as of 2 October. Scotland is not alone in the UK in facing challenges with a high prison population. Despite the continuing action taken the recent increases in the prison population are placing significant and unsustainable pressure on the prison estate. I am writing to you to set out the immediate actions the Scottish Government intends to take to respond to these unsustainable prison population levels. As set out in a statement to Parliament today, Thursday 2 October 2025, the Cabinet Secretary for Justice and Home Affairs has laid draft regulations seeking Parliamentary approval to use the emergency release powers in section 3C of the Prisoners and Criminal Proceedings (Scotland) Act 1993. Scottish Ministers consider that an emergency early release is necessary and proportionate to ensure the prison service can maintain the security and good order of prisons and the health, safety and welfare of prisoners and prison staff. I am acutely aware that using emergency early release is a significant step and this is not a decision which has been taken lightly. The Scottish Prison Service and Scottish Government have already undertaken measures to optimise use of the prison estate and work towards achieving sustainable population levels. However, the increasing number of prisoners in custody is now at a level where immediate action is needed to protect the safety and security of those living and working in prisons. The regulations which have been laid today set out the criteria and timescales for the proposed release processes, and I wanted to provide you with some more detail on those points. 15 153
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St Andrew’s House, Regent Road, Edinburgh EH1 3DG www.gov.scot Firstly, regarding the criteria for release, the regulations provide that only short-term prisoners would be released under this power, should Parliament approve the regulations. That means that only individuals serving less than four years will be released. Furthermore, only those who are due to be released within 180 days of the regulations coming into force can be considered for release under the emergency release power. The following groups of prisoners would not be eligible for release under this legislation: • Long term prisoners – serving sentences of four years or longer • Life sentenced prisoners (including Order of Lifelong Restrictions) • Remand prisoners • Terrorist prisoners • Individuals serving extended sentences • Individuals subject to supervised release orders • Individuals subject to the sex offender notification requirements • Individuals liable for removal from the UK or subject to extradition • Individuals subject to non-harassment orders • Anyone sentenced on or after 28 March 2026 • Individuals serving sentences following conviction under relevant sections of the Abusive Behaviour and Sexual Harm (Scotland) Act 2016 (2016 Act), Domestic Abuse (Scotland) Act 2018 (2018 Act), or the Domestic Abuse (protection) (Scotland) Act 2021 (the 2021 Act). • Individuals who have served a sentence for an offence under those offences, the conviction for which is not spent (for the purposes of the Rehabilitation of Offenders Act 1974). In addition, a governor veto process will also apply which allows a prison Governor -in- Charge or Deputy Governor the power to stop the release of an eligible prisoner if they consider they would pose an immediate risk of harm to a specific individual or group of individuals if released. Secondly, regarding timescales, if Parliament approves the regulations, release will take place in seven separate tranches. The releases are staged in this way to make sure that not all prisoners are released at once. This will ensure pre-release planning between SPS and community partners can take place, allow for people registered with the VNS to be notified of a change to a prisoner’s release date and help to provide greater certainty for those who are eligible to be released. Releases would begin on 11 November 2025, and the process will run until 30 April 2026. The tranches proposed are as follows: First three tranches: 11-13 November 2025; 25-27 November 2025; 9-11 December 2025 – those who have been serving their sentence on 20 October 2025 and are due to be released within 180 days (at point of regs coming into force). Fourth tranche: 27-29 January 2026 – those who have been serving their sentence on 15 December 2025 and are due to be released within 180 days (following 26 January 2026). Fifth tranche: 24-26 February 2026 - those who have been serving their sentence on 30 January 2026 and are due to be released within 180 days (following 23 February 2026). 154
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St Andrew’s House, Regent Road, Edinburgh EH1 3DG www.gov.scot Sixth tranche: 24-26 March 2026 - those who have been serving their sentence on 27 February 2026 and are due to be released within 180 days (following 23 March 2026). Seventh tranche: 27-30 April 2026 - those who have been serving their sentence on 27 March 2026 and are due to be released within 180 days (following 27 April 2026). The regulations also include a provision that will allow for any eligible prisoner whose release is not completed within the appropriate tranche to be released as soon afterwards as is practicable, but no later than the final release date of 30 April 2026. Victims who are registered on the Victim Notification Scheme will be notified by SPS of the change of release date in advance of the prisoner’s release from custody. As per the previous emergency release process that was delivered in June/July 2024, victims will also be able to nominate a specific victim support organisation (VSO) to receive certain information about the prisoner in their case on their behalf. There are four VSOs who are prescribed to receive this information on behalf of a victim (as set out in Section 14 of the Bail and Release from Custody (Scotland) Act). Those organisations are Victim Support Scotland, ASSIST, Rape Crisis Scotland and Children First. I hope that this letter is helpful. We will continue to keep you informed as this work develops. Yours sincerely CAT DALRYMPLE 155
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Delegated Authority Report – Update 1. Purpose of Report 1.1. The purpose of the report is to:- advise on transactions processed by delegated authority by Property Services during Quarters 1 and 2 of 2025/2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the transactions processed by delegated authority by Property Services during Quarters 1 and 2 of 2025/2026, be noted. 3. Background 3.1. The Executive Director (Housing and Technical Resources) has delegated authority to deal with various transactions, including:- ♦ leases of a value up to £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 3.2. Delegated authority reports are prepared by case officers and submitted to the Head of Property Services for approval, once provisional agreement has been reached with the third party. A weekly list of approved reports is published on the Council’s intranet under “Estates Property Transactions”. 3.3. The delegated reports provide authority for officers to progress transactions and, where appropriate, to instruct Legal Services. The receipt of any monies arising from the transactions occurs at a date in the future, once missives have been concluded and any suspensive conditions met. It should be noted that some transactions may never settle. 4. Summary Quarter 1, 2025/2026 4.1. The summary of transactions progressed under delegated authority during Quarter 1 of 2025/2026 is shown in Appendix 1, column 2, however, can be summarised as follows:- Total number of transactions 63 Total value of lease transactions £38,843.40 per annum Total value of capital transactions £3,781,555 16 157
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Total number of miscellaneous transactions 1 5. Summary Quarter 2, 2025/2026 5.1. The summary of transactions progressed under delegated authority during Quarter 2 of 2025/2026 is shown in Appendix 1, column 3, however, can be summarised as follows:- Total number of transactions 46 Total value of lease transactions £69,948 per annum Total value of capital transactions £2,633,095 Total number of miscellaneous transactions 1 5.2. The overall profile of the volume and value of transactions during 2025/2026 is generally consistent with previous years, apart from a decrease in the number of acquisitions. This reflects the profile of the Open Market Purchase Scheme, which is a multi-year ongoing programme. 6. Employee Implications 6.1. There are no employee implications. 7. Financial Implications 7.1. The rental income to the Council is increased because of the new lettings and lease renewals. 7.2. Disposals generate additional capital monies for the Council’s Capital Programme. 7.3. Acquisitions are carried out in accordance with project plans and approved capital budgets, to enable investment programmes to proceed. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability and environment contained within this report. 9. Other Implications 9.1. There is a low risk that the rental and capital receipts identified within these delegated authority reports are not achieved if, for reasons out with the Council’s control, the tenant/ purchaser chooses not to proceed with the transactions. However, Property Services has in place procedures and consultations intended to minimise this risk. 10. Integrated Impact Assessment and Consultation Requirements 10.1 This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. Consultation takes place with the occupying Resource, Planning, Roads and Legal Services, on a transaction-by-transaction basis as and when required. Stephen Gibson Executive Director (Housing and Technical Resources) 19 October 2025 158
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee, 26 February 2025 Housing and Technical Resources Committee, 13 August 2025 List of Background Papers Plans and drawings of the property involved in these transactions can be obtained from the Assets and Estates Team, Property Services Weekly List of Delegated Authority Transactions can be obtained on the Council’s intranet 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 159
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Appendix 1 Delegated Authority Transactions Transaction Type Quarter 1 2025/2026 Quarter 2 2025/2026 No Value No Value Lease Renewal 0 £0 0 £0 New Lease Landlords Consent 13 0 £38,843.40 £0 8 1 £69,947 £1 Assignation 3 £0 2 £0 Rent Review 0 £0 0 £0 Total Revenue 16 £38,843.40 11 £69,948 Disposal 0 £0 6 £185,645 Compensation 5 £12,805 0 £0 Wayleave/Servitude 1 £750 2 £450.00 Acquisition Title Waiver 40 0 £3,768,000 £0 26 0 £2,447,000 £0 Total Capital 46 £3,781,555 34 £2,633,095 Miscellaneous 1 £0 1 £0 160
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 17 December 2025 Report by: Executive Director (Housing and Technical Resources) Subject: Notification of Contracts Awarded - 1 April to 30 September 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification to Committee of contracts awarded by Housing and Technical Resources for the supply of Goods, Services and Works, following formal tendering in excess of £50,000 during the period 1 April to 30 September 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [r] (1) that details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clause 21.8 of the Standing Orders on contracts that details of the acceptance of all tenders above £50,000, be reported retrospectively to the relevant Committee for noting other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contracts Awarded 4.1. A full list of contracts awarded and extended during the period 1 April to 30 September 2025.on the basis of lowest offer and/or most economically advantageous offer submitted, is provided at Appendix 1. 5. Employee Implications 5.1. Contracts management including performance appraisal will be undertaken by both the main user Services and Procurement. 6. Financial Implications 6.1. There are no financial implications associated with this report which is for information purposes only. Appropriate budgetary provision is available for each of the contracts awarded. 7. Climate Change, Sustainability and Environmental Implications 7.1 There are no climate change, sustainability or environmental implications in terms of the information contained within this report. 17 161
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8. Other Implications 8.1. There is a risk that failure to report awards may lead to contracts being awarded that do not represent best value, breach statutory procurement obligations and Standing Orders or do not follow internal processes which mitigate the risk. 9. Integrated Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 30 October 2025 Link(s) to Council Values/ Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee, 13 September 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 162
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Appendix 1 Contracts Awarded over £50,000 in value Contractor CRN Value of Contract Awarded (£) Date of Award Brief Description Contract Period Wheatley Care SLC/HT/24/159 213,415.66 01/04/2025 1st Stop Accommodation 01/12/2024 - 30/11/2025, option to extend until 30/11/2026 Wheatley Care SLC/HT/24/160 163,605.72 01/04/2025 Outreach Support 01/12/2024 - 30/11/2025, option to extend until 30/11/2026 The Salvation Army Trustee Company SLC/HT/24/157 474,384.60 01/04/2025 First Stop Supported Accommodation 01/04/2025 - 30/11/2025, option to extend until 31/07/2026 George Beattie & Sons Ltd SLC/HT/24/092 52,223.85 08/04/2025 Hamilton Palace Sports Ground – Removal of Playpark 28/04/2025 - 23/05/2025 Maclay Civil Engineering Ltd SLC/PS/COMENT/23/019/1/013 100,000.00 15/04/2025 Resurfacing Works at Various Council Properties 21/04/2025 – 20/10/2025, option to extend until 13/04/2026 Reigart Contracts Ltd SLC/HT/25/014 80,000.00 16/04/2025 Overtoun Band Stand Takedown 01/02/2025 - 30/06/2025 The Furnishing Service Ltd SLC/HT/24/038 18,158,130.05 16/04/2025 Supply and Delivery of Domestic Furniture and Furnishings 22/04/2025 - 21/04/2029 Wolseley Uk SLC/HT/24/086 1,776,360.29 16/04/2025 Supply and Delivery of Boilers, Radiators and Associated Products 22/04/2025 - 21/04/2027, option to extend until 21/04/2029 163
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Blantyre Park Services Ltd SLC/HT/24/176 52,031.53 13/05/2025 Hamilton Palace Sports Ground – Mechanical 16/05/2025 - 01/07/2025 RPS Consulting Services Ltd SLC/HT/25/004 67,192.02 23/05/2025 Civil and Structural Engineering Services for New Build Housing at Priory Road, Lesmahagow 22/05/2025 - 30/07/2027 MacWilliam Demolition Ltd SLC/HT/24/184 72,870.00 02/06/2025 Demolition of the former Early Learning Unit, Carlisle Road, Hamilton 30/05/2025 - 18/08/2025 Morris & Spottiswood Ltd SLC/HT/25/001 1,997,280.00 09/06/2025 Measured Term Contract for Kitchen Flooring 30/06/2025 - 29/06/2027, option to extend until 29/06/2028 Ailsa Building Contractors Ltd SLC/HT/25/007 2,000,000.00 13/06/2025 Metal Roofing Works 09/06/2025 - 08/06/2027, option to extend until 08/06/2028 Spectrum Decorating Ltd SLC/HT/25/061 50,000.00 20/06/2025 Primary School Paint Works 23/06/2025 - 22/06/2026 AKW Medi-Care Ltd SLC/HT/24/135 1,461,772.08 26/06/2025 Disabled Adaptations Materials 07/07/2025 - 06/07/2028, option to extend until 06/07/2029 Prime Build Solutions Ltd SLC/HT/25/034 69,955.84 30/06/2025 Law Primary School - Internal Refurbishment 30/06/2025 - 08/08/2025 MKM B.S. (Glasgow) Ltd SLC/HT/25/039 2,275,594.59 01/07/2025 Supply and Delivery of Timber Materials 07/07/2025 - 06/07/2028, option to extend until 06/07/2029 Landscapes & Contracts Ltd SLC/HT/25/035 67,348.58 02/07/2025 St John the Baptist Nursery – Canopy 07/07/2025 - 01/08/2025 M Squared (Scotland) Ltd SLC/HT/25/032 762,928.00 03/07/2025 Fencing Works Measured Term Contract 2025-2027 07/07/2025 - 06/07/2027 Stepford Contracts Ltd SLC/HT/25/038 163,982.08 08/07/2025 St. Hilary’s Primary School – MUGA 28/07/2025 - 19/09/2025 164
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Blantyre Park Services Ltd SLC/HT/24/195 412,707.93 09/07/2025 Blantyre Leisure Centre – Air Handling & Internal Refurb Mechanical 11/08/2025 - 14/11/2025 Womens Aid South Lanarkshire & East 1 SLC/HT/25/073 878,009.22 11/07/2025 Domestic Abuse and Refuge Services 01/01/2025 - 31/12/2025, option to extend until 31/12/2026 Gravitas Recruitment Group Ltd SLC/HT/25/085 58,160.00 11/07/2025 IT Project Lead – Capita One Project 14/06/2025 - 03/10/2025 Joseph Leckie & Sons Contracts Ltd SLC/HT/25/079 69,825.00 16/07/2025 Auldhouse Primary School Septic Tank Replacement 17/07/2025 - 10/08/2025 APS Group (Scotland) Ltd SLC/FC/25/043 50,000.00 11/07/2025 Continuous Customer Feedback Services 21/07/2025 – 31/03/2026 Environmental Essentials Ltd SLC/HT/25/129 436,948.50 14/08/2025 Provision of Asbestos Consultancy 17/08/2025 - 17/02/2026, option to extend until 17/05/2026 M & S Fire Protection (Glw) Ltd SLC/HT/24/236 606,960.01 14/08/2025 Supply and Maintenance of Fire Safety Equipment including Signage (Lot 1) and Service, Repair and Maintenance of Fire Safety Equipment (Lot 2) 29/09/2025 - 28/09/2029 Salvation Army Social Work Trust SLC/HT/24/014 1,033,830.00 14/08/2025 Supported Accommodation 01/11/2025 - 31/10/2027, option to extend until 31/10/2028 Ironside Farrar Ltd SLC/HT/25/120 150,000.00 22/08/2025 Landscape Architecture Services for New Build Housing – Various Sites 25/08/2025 - 20/07/2026 Salvation Army SLC/HT/25/127 314,506.28 26/08/2025 Salvation Army Intensive Support - Outreach 01/04/2025 - 31/03/2026, option to extend until 31/03/2027 RPS Consulting SLC/HT/25/102 250,000.00 26/08/2025 Civil and Structural Engineering 25/08/2025 - 165
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Services Ltd Services for various projects throughout the South Lanarkshire area (General Services, HIP, New Build Housing & Sheltered Housing) 30/12/2025 Pick Everard SLC/HT/25/110 350,000.00 26/08/2025 Mechanical Engineering Services for various projects throughout the South Lanarkshire area (General Services, HIP, New Build Housing & Sheltered Housing) 25/08/2025 - 30/12/2025 Salvation Army Social Work Trust SLC/HT/25/124 209,670.85 28/08/2025 Salvation Army Housing First - Outreach 01/04/2025 - 31/03/2026, option to extend until 31/03/2027 Sennit Construction Ltd SLC/HT/25/019 69,187.52 28/08/2025 South Vennel – Roof Replacement Phase 2 06/08/2025 - 14/11/2025 Ogilvie Construction Ltd SLC/HT/25/104 954,070.64 02/09/2025 Groundworks Social Bite Village, Rutherglen 15/09/2025 - 08/12/2025 Envirosan Ltd SLC/HT/24/175 584,003.82 09/09/2025 Maintenance for Sewage Treatments Systems 01/09/2025 - 31/08/2028, option to extend until 31/08/2031 Clark Contracts Limited SLC/HT/25/070 98,069.15 12/09/2025 Removal and New Installation of Entrance Doors at Council HQ – West Entrance 18/09/2025 - 15/12/2025 CCG (Scotland) Ltd SLC/HT/24/071 4,868,651.73 22/09/2025 New Build Housing Developments at Raploch Street, Larkhall 22/09/2025 - 19/02/2027 166
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Contract extensions awarded over £50,000 in value Contractor Contract Reference Value of Contract Awarded (£) Extension Value (£) Date of Extension Brief Description Contract Extension period Valley Group Ltd SLC/PS/HTR/21/263 80,040.00 40,944.83 07/05/2025 Maintenance of Commercial Heating - Out of Hours Contractor 16/05/2025 - 15/05/2028 H & V Commissioning Services Ltd SLC/PS/HTR/21/271 211,887.00 68,510.10 20/05/2025 Maintenance of Fire Dampers 30/05/2025 - 29/05/2026 The Symphony Group Plc SLC/PS/HTR/22/047 5,400,000.00 1,500,000.00 17/07/2025 Supply of Kitchens and Worktops for Routine Maintenance 2022/25 01/08/2025 - 31/07/2028 Ovo Energy Ltd SLC/HT/23/220 150,000.00 80,675.44 21/08/2025 Quick Quote for Void Management Scheme (Utilities) 30/08/2025 - 29/08/2026 Salvation Army Social Work Trust SLC/HT/24/162 1,170,000.00 258,033.48 24/09/2025 Interim Ukrainian Displaced Persons Accommodation Service 01/10/2025 - 31/03/2026 Turner Access Ltd SLC/PS/HTR/21/231 4,705,330.08 2,258,271.26 25/09/2025 Maintenance and Contracts Term Scaffolding Contract 03/10/2025 - 02/10/2028 167
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