Agenda Document Pack - Housing and Technical Resources Committee - 18/03/2026
South Lanarkshire Council · 18 March 2026
Back to Housing and Technical Resources Committee — 18 March 2026 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 10 March 2026 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, 18 March 2026 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, Gladys Ferguson-Miller, Alistair Fulton, Ross Gowland, Geri Gray, Martin Lennon, Richard Lockhart, Julia Marrs, Kenny McCreary, Norman Rae, Kirsten Robb, David Shearer, Kirsty Williams Substitutes Robert Brown, Mary Donnelly, Monique Equi, 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 17 December 2025 submitted for approval as a correct record. (Copy attached) 5 - 18 3 Minutes of Special Meeting Minutes of the special meeting of the Housing and Technical Resources Committee held on 21 January 2026 submitted for approval as a correct record. (Copy attached) 19 - 22 Monitoring Item(s) 4 Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 and Probable Outturn - (Excl Housing Revenue Account (HRA)) Joint report dated 17 February 2026 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 23 - 30 5 Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 and Probable Outturn - Housing Revenue Account (HRA) Joint report dated 17 February 2026 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 31 - 34 6 Housing and Technical Resources - Capital Budget Monitoring 2025/2026 (excl Housing Revenue Account (HRA)) Joint report dated 18 February 2026 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 35 - 38 7 Housing and Technical Resources – Capital Budget Monitoring 2025/2026 (Housing Revenue Account) Joint report dated 20 February 2026 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 39 - 42 8 Housing and Technical Resources – Workforce Monitoring – 1 October to 31 December 2025 Joint report dated 3 February 2026 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 43 - 50 Item(s) for Decision 9 Housing Allocation Policy – Local Letting Initiative to Support Council Tenants Living in Larger Sized Homes to Downsize to a Smaller Property Report dated 19 January 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 51 - 56 2
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10 Housing Allocation Policy – Local Letting Plans 2026/2027 Report dated 5 February 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 57 - 64 11 Asylum and Refugee Resettlement Funding Joint report dated 24 February 2026 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 65 - 68 12 Canderavon Care Home – Community Asset Transfer to Smile Children’s Charity SCIO Report dated 21 January 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 69 - 74 13 Coulter Community Hall – Community Asset Transfer to Coulter Community Trust Report dated 21 January 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 75 - 80 14 Policy and Strategy Review Schedule Report dated 16 January 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 81 - 84 15 Additional One-Off Investments from the Council Budget 2026/2027 Report dated 4 March 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 85 - 90 Item(s) for Noting 16 Homeless Pressures Update Report dated 26 January 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 91 - 96 17 Housing (Scotland) Act 2025 – Survey of LA Housing Departments Relating to Financial Memorandum Costs for Homelessness Prevention Measures Report dated 14 January 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 97 - 106 18 Health and Safety Compliance Report dated 3 March 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 107 - 112 19 Delegated Authority Report – Update Report dated 21 January 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 113 - 116 Urgent Business 20 Urgent Business Any other items of business which the Chair decides are urgent. 3
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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 17 December 2025 Chair: Councillor Davie McLachlan Councillors Present: Councillor Walter Brogan, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Margaret Cowie (Depute), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Allan Falconer, Councillor Grant Ferguson, Councillor Elise Frame (substitute for Councillor Ian McAllan), Councillor Ross Gowland, Councillor Geri Gray, Councillor Susan Kerr (substitute for Councillor Kirsty Williams), Councillor Richard Lockhart, Councillor Julia Marrs, Councillor Kenny McCreary, Councillor Norman Rae, Councillor Kirsten Robb, Councillor David Shearer, Councillor Margaret B Walker (substitute for Councillor Martin Lennon) Councillors' Apologies: Councillor Archie Buchanan, Councillor Margaret Cooper, Councillor Joe Fagan (ex officio), Councillor Alistair Fulton, Councillor Martin Lennon, Councillor Ian McAllan, Councillor Kirsty Williams Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); L Cunningham, Administration Officer; J Davitt, Public Relations Team Leader; E-A McGonigle, Administration Adviser; D McMillan, Finance Adviser; E McPake, Human Resources Business Manager; L Wyllie, Administration Assistant Housing and Technical Resources S Gibson, Executive Director; S Egan, Head of Housing Services; L Hayes, Performance and Support Adviser; C Jardine, Head of Property Services; G McParland, Property Manager (Assets and Estates); C Mitchell, Strategy and Support Manager; J Read, Strategy and Policy Adviser 1 Declaration of Interests Councillor(s) Item(s) Nature of Interest(s) Marrs Former Bowling Green and Hall, Monteith Park, Carstairs Junction – Concessionary Lease to Clyde Model Railway Club Carried out casework for Clyde Model Railway Club 2 Minutes of Previous Meeting The minutes of the meeting of the Housing and Technical Resources Committee held on 8 October 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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3 Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 - (Excl Housing Revenue Account (HRA)) A joint report dated 17 November 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 3 October 2025 for Housing and Technical Resources (excl HRA) and providing a forecast for the year to 31 March 2026. As at 3 October 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 8 October 2025 (Paragraph 4)] 4 Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 - Housing Revenue Account (HRA) A joint report dated 17 November 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 3 October 2025 and a forecast for the year to 31 March 2026 for Housing and Technical Resources (HRA). As at 3 October 2025, there was a forecast breakeven position against the budget, as detailed in Appendix A to the report. There was a net income position of £11.443 million as at 3 October 2025, reflecting the timing of income and expenditure at that point in the year. 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 it be noted there were no budget virements to report as at 3 October 2025. [Reference: Minutes of 8 October 2025 (Paragraph 5)] 5 Housing and Technical Resources - Capital Budget Monitoring 2025/2026 (Excl Housing Revenue Account (HRA)) A joint report dated 18 November 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 3 October 2025. 6
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The revised budget of £6.654 million was based on the overall capital programme for 2025/2026 and included adjustments approved by the Executive Committee on 5 November 2025 (£1.050 million increase) and 3 December 2025 (£1.000 million increase), as detailed in paragraph 5.1 of the report. Included in the proposed adjustments was a new project to upgrade the Headquarters Heating System, as agreed by the Executive Committee on 5 November 2025. The cost of the project was £1.500 million in total, with £0.150 million of this required in 2025/2026. The 2025/2026 programme had 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 of £0.250 million was required in 2026/2027. Forecast spend for the financial year was £6.564 million, as detailed in Appendix A to the report. Actual expenditure at 3 October 2025 was £1.498 million. The Committee decided: that the Housing and Technical Resources’ capital programme of £6.564 million, and forecast expenditure of £6.564 million, be noted. [Reference: Minutes of 8 October 2025 (Paragraph 6) and Minutes of the Executive Committee of 5 November 2025 (Paragraph 4) and 3 December 2025 (Paragraph 4)] 6 Housing and Technical Resources - Capital Budget Monitoring 2025/2026 (Housing Revenue Account) A joint report dated 17 November 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 3 October 2025. The revised Housing Capital Programme for 2025/2026 was £87.740 million. The total budget, along with the funding sources, was detailed at Appendix A to the report. The profile of spend on the New Build programme reflected the Scottish Government approval timescales, where some projects had now commenced later in the year. Any reduction in spend as a result of this would be offset by an opportunity to accelerate the Housing Investment Programme spend on External Fabrics and Energy Efficiency projects from 2026/2027. Any borrowing not used in 2025/2026 in relation to the New Build programme would be carried forward into 2026/2027 to allow completion of the projects. The forecast for 2025/2026 from Housing and Technical Resources had identified an outturn of £87.740 million for the year. Spend to 3 October 2025 totalled £33.147 million and actual funding received was £33.147 million. The Committee decided: that the Housing and Technical Resources’ (HRA) capital programme of £87.740 million, and forecast expenditure of £87.740 million, be noted. [Reference: Minutes of 8 October 2025 (Paragraph 7) and Minutes of the Executive Committee of 3 December 2025 (Paragraph 4)] 7
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7 Housing and Technical Resources – Workforce Monitoring – 1 August to 30 September 2025 A joint report dated 4 November 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 August to 30 September 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 13 September 2025 The HR Business Manager responded to a member’s question in relation to vaccination uptake among staff. The Committee decided: that the report be noted. [Reference: Minutes of 8 October 2025 (Paragraph 8)] 8 Housing and Technical Resource Plan – Quarter 2 Progress Report 2025/2026 A report dated 20 November 2025 by the Executive Director (Housing and Technical Resources) was submitted on the Housing and Technical Resource Plan Quarter 2 Progress Report for 2025/2026 for the period 1 April to 30 September 2025. The Resource Plan measures were rated using a traffic light system of red, amber, or green as well as blue (BRAG), which indicated that an action had been completed. Details were provided on:- progress against all Resource Plan measures contained in the Quarter 2 Progress Report 2025/2026, as detailed in Appendix 2 to the report key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report the status of those measures identified as ‘report later’ at Quarter 4 2024/2025, as detailed at Appendix 3 to the report There were no areas for improvement identified at Quarter 2. The Head of Housing Services responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide this to the relevant members. The Committee decided: (1) that the Housing and Technical Resource Plan Quarter 2 Progress Report 2025/2026, as summarised at paragraph 5.2 and detailed in Appendix 2 of the report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report, be noted; (3) that it be noted that there were no areas for improvement identified for the Resource at Quarter 2; and 8
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(4) that the additional scrutiny of reporting the updated status of those measures identified as ‘report later’ at Quarter 4 2024/2025, as detailed at paragraph 5.5 and Appendix 3 to the report, be noted. [Reference: Minutes of 14 May 2025 (Paragraph 13)] 9 South Lanarkshire Council’s Strategic Housing Investment Plan 2026 to 2031 A report dated 26 November 2025 by the Executive Director (Housing and Technical Resources) was submitted:- seeking approval for South Lanarkshire Council’s (SLC’s) Strategic Housing Investment Plan (SHIP) 2026 to 2031 ♦ providing an update on additional considerations given as part of the development of SLC’s SHIP 2026 to 2031 The SHIP was a rolling 5-year plan, the purpose of which was to set out affordable housing development priorities and guide the way in which Scottish Government funding and other resources were allocated to achieve current South Lanarkshire Local Housing Strategy (LHS) 2022 to 2027 outcomes. Information was provided on:- the development of the SHIP 2026 to 2031 the content and key considerations of the SHIP 2026 to 2031, which was attached at Appendix 1 to the report resource planning assumptions for 2025/2026 the connection of the SHIP to progressive housing through the Affordable Housing Supply Programme the significance of town centre regeneration and the capacity of potential affordable housing alternative procurement routes Officers responded to members’ questions on various aspects of the report. Following discussion, Councillor McLachlan, seconded by Councillor Cowie, moved the recommendations in the report. Councillor Cowan, seconded by Councillor Robb, moved that the Westwood Hill proposal (site number 24 in Table 1 of the appendix to the report) be deleted from the SHIP and that this proposed site be the pilot for a new Placemaking Scheme which would be considered alongside all other planning reports when a new development site was being considered. On a vote being taken using the electronic voting system, 13 members voted for the motion and 9 for the amendment. The motion was declared carried. The Committee decided: (1) that South Lanarkshire Council’s (SLC’s) Strategic Housing Investment Plan (SHIP) 2026 to 2031, as detailed at Appendix 1 to the report, be approved for publication and submission to the Scottish Government; and 9
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(2) that the key considerations made as part of the development of SLC’s SHIP 2026 to 2031, be noted. [Reference: Minutes of 27 November 2024 (Paragraph 10) and Minutes of the Executive Committee of 30 November 2022 (Paragraph 6)] In terms of Standing Order No 14, the Chair adjourned the meeting after this item of business at 11.00am. The meeting reconvened at 11.10am 10 Temporary Accommodation Standards Framework – Legal Enforcement Consultation A report dated 26 November 2025 by the Executive Director (Housing and Technical Resources) was submitted:- providing an update on the Scottish Government’s consultation on the Temporary Accommodation Standards Framework (TASF) outlining the potential impact and implications for South Lanarkshire detailing the proposed response to the consultation In 2019, the Scottish Government conducted a consultation on improving temporary accommodation standards, focusing on the following 3 areas:- the Unsuitable Accommodation Order (UAO) Advisory Standards for Temporary Accommodation the development of a TASF In May 2020, the UAO was extended to include all homeless households, moving beyond its previous application to households with children or a pregnant female in 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 Council would be in breach of the UAO. Advisory Standards for Temporary Accommodation were published in November 2019 within the Interim Code of Guidance on Homelessness. Building on the 2019 Advisory Standards, the Scottish Government published the TASF in April 2023. Formal consultation was now intended to transition from advisory to mandatory temporary accommodation standards, which would be legally enforceable. The Scottish Government opened the consultation on 22 October 2025, with a closing date of 28 January 2026. The TASF set out 4 categories of standards that all social landlords had to meet, as detailed in paragraph 3.5 of the report. There were 24 questions, over 2 sections, as detailed in paragraph 3.6 of the report, and each section sought views on the relevance, clarity and completeness of the standards, as well as suggestions for improvement. It was proposed that the TASF would 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 which were specific to the TASF a combination of self-assessment and external review 10
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The local position was set out in section 4 of the report and included the development and implementation of the Temporary Accommodation Strategic Plan (TASP), aligned with the Local Housing Strategy 2022 to 2027 and the Homelessness Strategic Plan. The Council’s TASP set 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. The consultation had specifically enquired about the appropriateness of exceptions to temporary accommodation standards for those types of accommodation. The proposed response, attached at Appendix 1 to the report, broadly welcomed the Scottish Government’s proposal to make the TASF legally enforceable, recognising the importance of clear and consistent standards in improving outcomes for homeless households. The response emphasised the need to maintain a variety of temporary accommodation types to meet diverse needs, including those requiring immediate access (First Stop Accommodation), those with complex needs (Supported Accommodation) and households with children. The demand for temporary accommodation continued to rise, placing sustained pressure on existing supply. Therefore, expanding provision, particularly in First Stop and Supported Accommodation, remained a key priority to reduce reliance on hotel and bed and breakfast accommodation, which was both costly and less suitable for longer stays. The financial challenges of meeting the standards were detailed in paragraphs 5.4 to 5.6 of the report. Whilst the Council supported the move towards enforceable standards, it urged the Scottish Government to ensure that the TASF allowed for flexibility in accommodation types, acknowledging the operational and financial challenges faced by local authorities in the delivery of high-quality, temporary accommodation. The Committee decided: (1) that the consultation on the Temporary Accommodation Standards Framework (TASF) by the Scottish Government be noted; and (2) that the proposed response to the consultation, attached at Appendix 1 to the report, be approved. 11 Former Bowling Green and Hall, Monteith Park, Carstairs Junction - Concessionary Lease to Clyde Model Railway Club A report dated 4 November 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for a concessionary lease of the former Bowling Green and Hall, Monteith Park, Carstairs Junction to Clyde Model Railway Club and seeking approval of the principal terms and conditions, as set out in section 5 of the report. The Bowling Green and Hall, Monteith Park, 50 Carstairs Road, Carstairs Junction were currently owned by the Council. The bowling green was currently unoccupied after the remaining members opted to stop using it in 2024. The adjacent, associated hall was let to South Lanarkshire Leisure and Culture (SLLC), however, this was also closed and had no proposed future operational use. The lease would, therefore, be renounced if the proposed concessionary lease was approved. Clyde Model Railway Club was constituted in May 2024 as a Scottish Charitable Incorporated Organisation (SCIO) 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”. 11
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Clyde Model Railway Club had 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 its needs. The lease would enable the Club to operate the facility whilst testing the viability of its business plan to support a future Community Asset Transfer (CAT). Information was provided on:- the extent of the property, as shown on the plan attached as an appendix to the report the purpose of the Clyde Model Railway Club the proposed use of the site the assessment of the application and proposed terms and conditions of the lease The Committee decided: (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 were in the best interests of the Council. Councillor Marrs, having declared an interest in the above item of business, withdrew from the meeting during its consideration 12 St Andrew’s Day Care Centre – Community Asset Transfer to ASNory Crew SCIO A report dated 19 October 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a request for the lease of St Andrew’s Day Care Centre and adjacent car park, St Andrews Drive, Hamilton to the ASNory Crew under Community Asset Transfer (CAT) and seeking approval of the principal terms and conditions, as set out in section 5 of the report. The St Andrew’s 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 had been empty since this date. 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. ASNory Crew was the first community group to submit a formal request for consideration with a validation date of 30 July 2025. A decision was required by 30 January 2026 to comply with legislative timescales. The request was placed before the CAT Panel on 9 October 2025. Information was provided on:- the extent of the property, as shown on the plan attached as an appendix to the report the purpose of ASNory Crew the proposed use of the site the assessment of the application and proposed terms and conditions of the lease It was proposed that St Andrew’s Day Care Centre and adjacent car park, St Andrew’s Drive, Hamilton, be leased to ASNory Crew. 12
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The Committee decided: (1) that the subjects at St Andrew’s Day Care Centre and adjacent car park, St Andrews Drive, Hamilton, 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 consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 13 Lease of Football Ground at East Kilbride Showpark, Maxwell Drive, East Kilbride to East Kilbride Thistle Junior Football Club Limited A report dated 26 November 2025 by the Executive Director (Housing and Technical Resources) was submitted advising of a 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 seeking approval of the principal terms and conditions, as set out in section 4 of the report. East Kilbride Showpark was currently leased from East Kilbride Cattle Show Society under the terms of a lease which would expire in 2065. Part of the Showpark comprised the subject premises, an enclosed football ground, extending to 11,225 square metres or thereby. East Kilbride Thistle Junior Football Club Limited had operated out of the football ground since 1968. In recent years, this occupation had been governed under annual licence agreements. The Club had 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 had been agreed, subject to Committee approval, to enter a longer lease to enable the Club to invest in the facility. Information was provided on:- the extent of the property, as shown on the plan attached as an appendix to the report the purpose of East Kilbride Thistle Junior Football Club the assessment of the application and proposed terms and conditions of the lease It was proposed that the football ground at East Kilbride Showpark, Maxwell Drive, East Kilbride, be leased to East Kilbride Thistle Junior Football Club. The Committee decided: (1) that the subjects comprising the football ground at East Kilbride Showpark, Maxwell Drive, East Kilbride, 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 consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 13
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14 Annual Report on the Charter (ARC) 2024/2025 A report dated 25 November 2025 by the Executive Director (Housing and Technical Resources) was submitted:- ♦ providing 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 ♦ providing an update on arrangements to monitor and report on Charter progress throughout 2025/2026 The Charter contained 32 measures of performance which reflected a mixture of qualitative, survey-based information, as well as a range of efficiency and effectiveness measures. To comply with the requirements set out by the Scottish Housing Regulator (SHR), the Resource submitted its 2024/2025 performance information to the Regulator on 22 May 2025. The Charter report was consistent with those of previous years and a summary, attached as Appendix 1 to the report, provided further details on each indicator together with a comparison against the Scottish average for all social landlords, and that of the other Scottish local authority landlords. There were 7 indicators where performance had improved in the last year, details of which were included in the report, along with a summary of the position and context. For the reporting year 2024/2025, the Charter required that the Council publish a more detailed annual report on performance by the end of October 2025. Tenants involved in the Tenants’ Participation Co-ordination Group (TPCG) had contributed to the development of the style and format of the annual report and this was published on the Council’s website on 31 October 2025. The Committee decided: (1) that the Council’s reported performance and contextual information for the Scottish Social Housing Charter and comparisons with other landlords, as detailed in Appendix 1 to the report, be noted; and (2) that the continued use of the Charter for ongoing scrutiny by the Scottish Housing Regulator (SHR), tenants and other service users, be noted. [Reference: Minutes of 27 November 2024 (Paragraph 16)] 15 Emergency Early Release 2025 – Section 3C Prisoners and Criminal Proceedings (Scotland) Act 1993 A joint report dated 25 November 2025 by the Executive Director (Housing and Technical Resources) and Director, Health and Social Care was submitted providing:- ♦ 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 ♦ an overview of financial and resource implications for Housing and Technical Resources On 2 October 2025, the Cabinet Secretary for Justice and Home Affairs delivered a statement to the Scottish Parliament which stated that the Scottish prisoner population numbers were placing the Scottish Prison Service (SPS) under unsustainable pressure, as detailed in the appendix to the report. 14
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The Cabinet Secretary for Justice and Home Affairs had laid down draft regulations seeking parliamentary approval to use the emergency release powers in Section 3C of the Prisoners and Criminal Proceedings (Scotland) Act 1993. Parliament formally passed the regulations into law on 5 November 2025. This would be the third episode of early release arrangements initiated in Scotland since June 2024. Detailed information was provided in section 4 of the report on the release criteria and arrangements. This release had been of a larger scale than previous early release programmes and had significantly impacted the already pressurised housing service in ensuring accommodation was available for those requiring it. The process would 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. Given the well-documented pressure within the housing system, it was likely that additional housing demand would result in increased homelessness. Housing Services would strive to meet temporary accommodation needs within furnished properties within communities, however, given the significant pressures already being experienced by the Homelessness Service, it was likely that there would be a need to use emergency accommodation such as Bed and Breakfast at an additional cost to the Service. However, where possible, more suitable temporary accommodation would be identified, as detailed in paragraph 5.3 of the report. The Scottish Government had given no indication that additional funding would be provided in managing early release and arranging temporary accommodation. The financial implications were detailed in section 6 of the report. Information relating to resource implications for Community Justice Partners was provided in section 8 of the report. It was anticipated that the implications would primarily impact Housing Services, recovery and substance support services (in-house and commissioned). The Committee decided: that the report be noted. [Reference: Minutes of the Social Work Resources Committee of 19 November (Paragraph 11)] 16 Delegated Authority Report – Update A report dated 19 October 2025 by the Executive Director (Housing and Technical Resources) was submitted on transactions processed by Property Services during Quarters 1 and 2 of 2025/2026. The Executive Director (Housing and Technical Resources), under delegated powers, had authority to deal with various transactions including:- leases up to the value of £50,000 per annum and a maximum period of 20 years rent reviews up to an increase of £20,000 per annum disposals up to a value of £200,000 acquisitions up to a value of £200,000 Details of the transactions undertaken during Quarters 1 and 2, as contained in Appendix 1 of the report, were as follows:- 15
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Quarter 1 2025/2026: Number of transactions 63 Total value of lease transactions £38,843.40 per annum Total value of capital transactions £3,781,555 Total value of miscellaneous transactions 1 Quarter 2 2025/2026: Number of transactions 46 Total value of lease transactions £69,948 per annum Total value of capital transactions £2,633,095 Total value of miscellaneous transactions 1 The Committee decided: that the transactions processed by delegated authority by Property Services during Quarters 1 and 2 of 2025/2026 be noted. [Reference: Minutes of 26 February 2025 (Paragraph 16) and 13 August 2025 (Paragraph 21)] 17 Notification of Contracts Awarded - 1 April to 30 September 2025 A report dated 30 October 2025 by the Executive Director (Housing and Technical Resources) was submitted on contracts awarded by Housing and Technical Resources, valued in excess of £50,000, in the period 1 April to 30 September 2025. In terms of Standing Order No 21.8 of the Council’s Standing Orders on Contracts, Resources were required to notify the relevant committee of contracts awarded above the sum of £50,000. Details of the contracts awarded or extended were provided in the appendix to the report. The Committee decided: that the details of the contracts awarded be noted. [Reference: Minutes of 13 August 2025 (Paragraph 22)] 18 Urgent Business There were no items of urgent business. 19 Exclusion of Press and Public The Committee decided: that, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item of business on the grounds that it was likely that there would be disclosure of exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act. 16
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20 New Cross Centre, Hamilton A report dated 3 December 2025 by the Executive Director (Housing and Technical Resources) was submitted:- providing an update on negotiations with Keatlyon Sports and potential remaining options for securing early lease surrender seeking approval for the Executive Director (Housing and Technical Resources) to approve an appropriate settlement outwith the current limits of Delegated Authority At its meeting held on 8 May 2024, the Executive Committee agreed that officers should enter into discussions with the existing tenants of the New Cross Centre with a view to securing vacant possession of the Centre. It was also agreed that an exit strategy should be implemented to limit ongoing risk and financial liability through the closure of the Centre as soon as was practicable. There were a total of 19 physical units in the Centre and, with the exception of Keatlyon Sports Limited, all terminations had been completed and the units vacated. It was proposed that negotiations be continued with Keatlyon Sports in an attempt to agree an early surrender of the lease. The Property Manager (Assets and Estates) responded to a member’s questions on various aspects of the report. The Committee decided: (1) that negotiations be continued with Keatlyon Sports in an attempt to agree an early surrender of the lease; (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 surrender and enter into the necessary legal agreements on terms which were in the best interests of the Council; and (3) that, in tandem with continuing negotiations with Keatlyon, consideration be given to promoting the compulsory purchase of the tenant’s interest. [Reference: Minutes of the Executive Committee of 8 May 2024 (Paragraph 16) and 21 February 2024 (Paragraph 6)] 17
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HOUSING AND TECHNICAL RESOURCES COMMITTEE Minutes of the special meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 21 January 2026 Chair: Councillor Davie McLachlan Councillors Present: Councillor Walter Brogan, Councillor Archie Buchanan, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Andrea Cowan, Councillor Margaret Cowie (Depute), Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Allan Falconer, Councillor Grant Ferguson, Councillor Gladys Ferguson-Miller (substitute for Councillor Ian McAllan), Councillor Alistair Fulton, Councillor Ross Gowland, Councillor Geri Gray, Councillor Richard Lockhart, Councillor Eileen Logan (substitute for Councillor Gerry Convery), Councillor Julia Marrs, Councillor Kenny McCreary, Councillor Norman Rae, Councillor Kirsten Robb, Councillor David Shearer, Councillor Kirsty Williams Councillors' Apologies: Councillor Gerry Convery, Councillor Margaret Cooper, Councillor Joe Fagan (ex officio), Councillor Martin Lennon, Councillor Ian McAllan Attending: Finance and Corporate Resources L Cunningham, Administration Officer; K Gowrie, Finance Manager (Resources); E-A McGonigle, Administration Adviser; K McLeod, Administration Assistant Housing and Technical Resources S Gibson, Executive Director; S Egan, Head of Housing Services; C Jardine, Head of Property Services 1 Declaration of Interests No interests were declared. 2 Housing Revenue and Capital Account Budget 2026/2027 A joint report dated 22 December 2025 by the Executive Directors (Housing and Technical Resources) and (Finance and Corporate Resources) was submitted on:- the revenue estimate proposals for the Housing Revenue Account (HRA) for 2026/2027 which had been prepared in line with the 30-year Business Plan the 2026/2027 Housing Capital Programme totalling £90.434 million The HRA revenue budget for 2026/2027 had been prepared in line with the 30-year HRA Business Plan, developed to reflect the investment priority to maintain and improve the housing stock to meet national housing quality and energy efficiency standards. The programme also included projects to increase the supply of Council housing as well as environmental works and legislative compliance programmes, to ensure that all safety requirement standards were met. The movement from the original 2025/2026 revenue budget was outlined in Appendix 1 to the report. The main expenditure movements were detailed in paragraph 3.2 of the report. 3 19
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The 2026/2027 budget proposal included a provision of £1.331 million for bad debt. This was a decrease from 2025/2026, reflecting the expected position for 2026/2027 and was required to continue to provide for the potential impact on rent collection and arrears. This included contingency for the ongoing uncertainty on rental collections in the coming year due to cost of living pressures, continued managed migration to Universal Credit and an allocation of £0.300 million for tenancy sustainment mitigation. During previous budget engagement, tenants had favoured multi-year agreements on the basis that they would have some clarity regarding rent levels in the medium-term. This was year 3 of a 3-year multi-year agreement, with the rent increase of 6.50% being proposed for 2026/2027. In addition to council houses, this increase would apply to Gypsy/Traveller sites, lock-ups, garage sites, as well as charges for close cleaning and laundry services within flatted properties where this service was in place. In February 2016, the Council approved the application of an additional £10 weekly rental charge to all new build properties let on, or after, 1 April 2016. Since that time, the increase had been applied to all Council new build house rents, regardless of property type and size. In preparing the budget and rent-setting proposals for 2026/2027, further consideration had been given to the additional weekly charge, and it was considered appropriate that a revised approach to setting the new build premium be progressed, whereby the increase to be applied to new build properties would vary to reflect property type and size. It was recommended that for new properties let to tenants on, or after, 1 April 2026, the weekly additional rent charge for new build properties move to a base rent level plus a 15% premium, rather than a £10 weekly additional charge. The base rent reflected the size and type of property, while the premium reflected the energy efficiency of new build properties, with tenants benefiting from lower fuel bills. The application of a 15% premium on energy efficient, new build properties would support the continuation of the new build programme. The proposal would mean that the Council would have the following 3 levels of house rent:- base rent level (standard South Lanarkshire rent determined by size and type) base rent level plus £10 per week for new builds let on, or after, 1 April 2016 to 31 March 2026 base rent level plus 15% premium for new builds let on, or after, 1 April 2026 Based on the latest Scottish Housing Charter returns, the average rent charges for South Lanarkshire Council tenants were currently the 8th lowest of local authority landlords in Scotland and were the lowest of all social landlords who operated in South Lanarkshire. The proposed 2026/2027 HRA Capital Programme, totalling £90.434 million, was detailed in Appendix 2 to the report. The funding allocation for 2026/2027 for the Affordable Housing Supply Programme had not yet been confirmed, however, in the interim, a programme had been developed based on the grant allocation for 2025/2026 and the estimate would be increased or decreased once the 2026/2027 grant funding was confirmed. Further information would be provided to the Executive Committee once confirmation of the grant had been received, including any required amendments to the 2026/2027 Capital Programme. Information was provided on the budget consultation programme undertaken by the Council in conjunction with the Budget Scrutiny Group and the Tenant Participation Co-ordination Group. The Head of Housing Services responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide this to the relevant members. 20
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The Committee recommended to the Executive Committee: (1) that the proposed rent increase of 6.50% to be applied in 2026/2027 to all council houses, Gypsy/Traveller sites, lock-ups and garage sites and the revenue estimate proposals for the Housing Revenue Account (HRA), as detailed in Appendix 1 to the report, be endorsed; (2) that the proposed increase in charges applied for the provision of close cleaning and laundry services of 6.50% in 2026/2027 be endorsed; (3) that a 15% premium be added to all new build rent charges that were let either on, or after, 1 April 2026, reflecting the increased energy efficiency measures within those properties and to support the continuing new build programme, as detailed in paragraph 3.6 of the report, be endorsed; (4) that, based on the rent increase of 6.50%, the 2026/2027 Housing Capital Programme of £90.434 million, as detailed in Appendix 2, be endorsed; and (5) that the recommendations be referred to the Executive Committee for endorsement, then to Council for approval. [Reference: Minutes of 17 December 2025 (Paragraph 9) and Minutes of the special meeting of South Lanarkshire Council of 26 February 2025 (Paragraph 2) and Minutes of South Lanarkshire Council of 24 February 2016 (Paragraph 3)] 3 Acquisition of Affordable Homes at Almada Street, Hamilton A report dated 9 January 2026 by the Executive Director (Housing and Technical Resources) was submitted requesting approval to acquire 36 affordable housing properties from Keepmoat Homes at the former University of the West of Scotland site, Almada Street, Hamilton, for inclusion in the Council’s housing stock. 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, the 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. On 17 December 2025, the SHIP 2026 to 2031 was approved by the Committee. This included 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 and included reference to new council homes proposed at the former University of the West of Scotland site, Almada Street, Hamilton. A site plan, showing the location of the proposed development, was circulated to members of the Committee under separate cover. 21
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In April 2025, the Council entered discussions with Keepmoat Homes to fulfil its planning obligation for new affordable homes, as detailed in paragraph 4.1 of the report. The proposal had been assessed by the Council’s relevant technical and commercial services as presenting value for money for the Council. It was proposed to acquire 36 completed houses from Keepmoat Homes, subject to the following principal conditions:- the Council would pay a land payment prior to works commencing and take ownership of the site the balance for each unit would then be paid in the following stages – floor slab, wind and watertight, and completion the Council would receive a third-party warranty covering defects and structure for a period of no less than 10 years each party would be responsible for their own legal fees The Head of Property Services responded to members’ questions on various aspects of the report and, where information was not readily available, undertook to provide this to the relevant members. The Committee decided: (1) that the acquisition of 36 completed affordable homes from Keepmoat Homes at the former University of the West of Scotland site, Almada Street, Hamilton, for a total price of £8,836,800 (which included the cost of land and excluded VAT) to fulfil the planning obligations associated with the residential development of the site be approved; and (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters pertaining to those transactions, in the appropriate manner and in the best interests of the Council, where each individual transaction was in excess of the current £200,000 acquisition limit under the existing delegated powers arrangements. [Reference: Minutes of the Executive Committee of 30 November 2022 (Paragraph 6) and Minutes of 27 November 2024 (Paragraph 10) and 17 December 2025 (Paragraph 9)] 4 Urgent Business There were no items of urgent business. 22
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 and Probable Outturn- (Excl Housing Revenue Account (HRA)) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April 2025 to 23 January 2026 for Housing and Technical Resources (excl Housing Revenue Account (HRA)) provide a Probable Outturn 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 Probable Outturn forecast to 31 March 2026 of a breakeven position after approved transfer to reserves, as detailed in Appendix B of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the fourth revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 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 23 January 2026 within the Resource budget, as well as the output from the formal probable outturn exercise which provides an expected outturn on expenditure and income for the year. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. Probable Outturn – Following the Council’s formal Probable Outturn exercise the Resource is forecasting a breakeven position after a transfer to reserves of £0.123 million for the First Stop Accommodation within Homelessness as planned. The transfer to Reserves were approved at Executive Committee (4 February 2026). 4 23
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5.2. Appendix A is the service analysis statement and outlines the key projected outturn variances by service for the Resource. The Service positions are outlined in appendices B to D. 5.3. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 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 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 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 February 2026 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 23 January 2026 24
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kathleen Gowrie, Finance Manager Ext: 2680 (Tel: 01698 452601) E-mail : kathleen.gowrie@southlanarkshire.gov.uk 25
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Appendix A Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 23 January 2026 (No.11) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (Before Transfers to Reserves) (£000) % YTD Actual (£000) Housing Services 8,249 8,066 183 2.22% 8,360 Property Services 10,692 10,752 (60) (0.56%) 8,490 Net Controllable Exp. 18,941 18,818 123 0.65% 16,850 Transfer to Reserves 0 123 (123) Position after Transfer to Reserves 18,941 18,941 0 0.00% Service Heading Explanation for significant projected outturn variances Housing Services After a transfer to reserves of £0.123 million (section 5.1) the Service shows a forecast outturn underspend of £0.060 million. The forecast underspend mainly relates to the Homelessness Service where we have lower than anticipated payment to contractors for commissioned services and an over recovery of income based against targets for rent collection and bed and breakfast, which are offset in part by an increase in bed & breakfast and repairs & maintenance costs. Property Services There are forecast overspends within Planned Maintenance, Office Accommodation and the CCTV budget that are offset by forecast underspends within the Estate Services and Building Services, reflecting demand. 26
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 23 January 2026 (No.11) 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 47,853 46,295 1,558 Under 3.26% 37,244 Property Costs 25,126 26,318 (1,192) Over (4.74%) 20,746 Supplies & Services 12,226 12,246 (20) Over (0.16%) 8,730 Transport & Plant 4,608 5,007 (399) Over (8.66%) 3,853 Administration Costs 3,735 3,771 (36) Over (0.96%) 2.919 Payments to Other Bodies 8,367 8,438 (71) Over (0.85%) 6,411 Payments to Contractors 16,522 18,987 (2,423) Over (14.63%) 15,562 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 156 157 (1) Over (0.64%) 15 Total Controllable Exp. 118,593 121,219 (2,584) Over (2.18%) 95,480 Total Controllable Inc. (99,694) (102,401) 2,707 Over recovered (2.72%) (78,630) Net Controllable Exp. 18,941 18,818 123 Under 0.65% 16,850 Transfer to Reserves 0 123 (123) Position after Transfer to Reserves 18,941 18,941 0 - 0.00% Variance Explanations Variances are shown in Appendices C and D. Budget Virements Virements are shown in Appendices C and D. Transfers to Reserves Transfers to Reserves are shown in Appendices C and D. 27
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 23 January 2026 (No.11) Housing Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 3,570 3,573 (3) Over (0.08%) 2,845 a Property Costs 8,022 8,600 (578) Over (7.21%) 7,332 1, a, b Supplies & Services 99 96 3 Under 3.03% 58 a Transport & Plant 130 104 26 Under 20.00% 58 a Administration Costs 156 184 (28) Over (17.95%) 60 a Payments to Other Bodies 5,227 5,143 84 Under (1.61%) 4,376 a Payments to Contractors 2,623 2,358 265 Under 10.10% 2,242 2, a, c,d Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 12 13 (1) Over (8.33%) 2 Total Controllable Exp. 19,839 20,071 (232) Over (1.17%) 16,973 Total Controllable Inc. (11,590) (12,005) 415 Over Recovered (3.58%) (8,613) 3, a, b Net Controllable Exp. 8,249 8,066 183 Under 2.22% 8,360 Transfer to Reserves 0 123 (123) Position after Transfer to Reserves 8,249 8,189 60 Under 0.73% i. Variance Explanations 1. Property Costs The overspend mainly relates to additional costs within the Homelessness Service in respect of accommodation, bed & breakfast and repairs and maintenance where expenditure varies according to service requirements. This is offset in part by the over recovery of income (see 3 below). 2. Payments to Contractors The underspend relates to commissioned services in the Homelessness Service where expenditure varies according to service requirements. 3. Income The favourable variance is due to an over recovery of bed & breakfast and rent income within the Homelessness Service (refer 1 above). Budget Virements a. Realignment of budgets within the Resettlement team to reflect service delivery. Net effect 0.000 million. Employee costs (£0.093 million), Property costs (£0.004 million), Supplies & Services (£0.012 million), Transport & Plant £0.005 million, Administration Costs £0.003 million, Payment to Other Bodies £0.176 million, Payment to Contractors £0.369 million, Income (£0.444 million). b. Realignment of budgets within the Homeless service to reflect service delivery. Net effect 0.000 million. Property costs £0.680 million, Income (£0.680 million). c. Incorporation of additional in year Rapid Rehousing Transition Plan (RRTP) funding. Net effect £0.042 million. Payment to Contractors £0.042 million. d. Revenue Budget contribution to the Capital Programme in relation to First Stop temporary accommodation project. Net effect (£0.738 million). Payment to Contractors (£0.738 million). Approved Transfers to Reserves (£0.123 million): i. Transfer to reserves of £0.123 million for the First Stop Accommodation. 28
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 23 January 2026 (No.11) Property Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 44,283 42,722 1,561 Under 3.53% 34,399 1 Property Costs 17,104 17,718 (614) Over (3.59%) 13,414 2, a Supplies & Services 12,127 12,150 (19) Over (0.19%) 8,672 a Transport & Plant 4,478 4,903 (425) Over (9.49%) 3,795 3 Administration Costs 3,579 3,587 (8) Over (0.22%) 2,859 Payments to Other Bodies 3,140 3,295 (155) Over (4.94%) 2,035 Payments to Contractors 13,941 16,629 (2,688) Over (19.28%) 13,320 4, a Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 144 144 0 - (0.00%) 13 Total Controllable Exp. 98,796 101,148 (2,352) Over (2.38%) 78,507 Total Controllable Inc. (88,104) (90,396) 2,292 Over recovered (2.60%) (70,017) 5, a Net Controllable Exp. 10,692 10,752 (60) Over (0.56%) 8,490 Transfer to Reserves 0 0 0 - Position after Transfer to Reserves 10,692 10,752 (60) Over (0.56%) Variance Explanations 1. Employee Costs The underspend relates to turnover and vacancies mainly in Building Services and Estates services which are being actively recruited or being considered in line with service requirements. 2. Property Costs The overspend relates to greater than forecast expenditure associated with planned and reactive maintenance of Council properties, utility and service charges within Office Accommodation and Estates and IT security costs within CCTV service. 3. Transport & Plant 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. 4. Payments to Contractors The overspend reflects workload demands and timing of works by Building Services, which is dependent on the level of capital and revenue works. 5. Income 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. This is partially offset by lower than anticipated rental income within the Estates service. Budget Virements a. Realignment of budgets within Building Services and Office Accommodation to reflect service delivery. Net effect 0.000 million. Property Costs £0.112 million, Supplies & Services (£1.000 million), Payment to Contractors £1.000 million, Income (£0.112 million) 29
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources - Revenue Budget Monitoring 2025/2026 and Probable Outturn - Housing Revenue Account (HRA) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April 2025 to 23 January 2026 for Housing and Technical Resources (HRA) provide a Probable Outturn 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 Probable Outturn forecast to 31 March 2026 of a breakeven position on Housing and Technical Resources’ (HRA) revenue budget, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. 3. Background 3.1. This is the fourth revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2025/2026. 3.2. This report reflects the actual spend to 23 January 2026 within the Resource budget, as well as the output from the formal probable outturn exercise which provides an expected outturn on expenditure and income for the year. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. Probable Outturn – Following the Council’s formal Probable Outturn exercise the Resource is forecasting a breakeven position after a Transfer from Reserves of £4.363 million. The Transfer from Reserves is £0.287 million greater than budgeted as a result of greater than anticipated IT systems costs. 5.2. Appendix A also notes the actual position as at 23 January 2026, being a net income position of £17.141 million. This reflects the timing of income and expenditure at that point in the year. 5 31
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures including utilities costs and general inflation pressures which increase the risk of overspend, however these have been mitigated through the HRA Business Plan. 7.2. 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 February 2026 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 23 January 2026 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 32
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 23 January 2026 (No.11) Housing Revenue Account Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 15,360 15,295 65 Under 0.42% 12,364 1, a Property Costs 62,592 62,420 172 Under 0.27% 43,202 2, a Supplies & Services 479 551 (72) Over (15.03%) 120 3 Transport & Plant 195 213 (18) Over (9.23%) 129 Administration Costs 5,604 5,537 67 Under 1.20% 329 4, a Payments to Other Bodies 3,271 3,662 (391) Over (11.95%) 2,014 5 Payments to Contractors 100 100 0 - 0.00% 36 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 35,700 35,731 (31) Over (0.09%) 25,315 a Total Controllable Exp. 123,301 123,509 (208) Over (0.17%) 83,509 Total Controllable Inc. (133,819) (133,740) (79) Under 0.06% (100,650) 6, a Transfer to/(from) Balance Sheet (4,076) (4,363) 287 Over (7.04%) 0 Net Controllable Exp. (14,594) (14,594) 0 - 0.00% (17,141) Loan Charges 14,594 14,594 0 - 0.00% 0 Net Controllable Exp. / (Inc.) 0 0 0 - 0.00% (17,141) Variance Explanations 1. Employee Costs The underspend in employee costs is due to vacancies within the service that continue to be actively recruited. 2. Property Costs The forecast underspend is due to the net effect of underspends in void rent loss and ground maintenance charges partially offset by greater than budgeted contract cleaning. 3. Supplies & Services The forecast overspend is mainly due to additional spend on IT equipment costs this financial year. 4. Administration Costs The forecast underspend is mainly due to lower than anticipated telephone and postage costs in the financial year. 5. Payment to Other Bodies Payments to Other Bodies are overspent due to spend on IT systems this financial year. 6. Income Income is under recovered mainly due to lower than budgeted income from laundry, which is demand led. Budget Virements a. Realignment of budgets to reflect service delivery within the overall HRA service. Net effect £0.000 million. Employee Costs (£0.421 million), Property Costs £1.188 million, Administration Costs £0.010 million, Financing Charges (£1.201 million), Income £0.424 million. 33
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 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 2025 to 23 January 2026 [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 fourth capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2025/2026. A final report will be provided following financial year-end. 3.2. The revised budget of £6.564 million for Housing and Technical Resources is based on the overall Capital Programme for 2025/2026 (June 2025). There has been no change to this budget since the last report to this Committee. 3.3. The report details the financial position for Housing and Technical Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2025/2026 Budget As detailed in paragraph 3.2, the revised capital programme for Housing and Technical Resources is £6.564 million. 5.2. 2025/2026 Forecast Appendix A shows a forecast for the financial year of £6.564 million. For information, actual expenditure to 23 January 2026 is £3.112 million. 6 35
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s capital programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function, or strategy and therefore no impact assessment is required. 9.2. There was 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 February 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee - 25 June 2025 Housing and Technical Resources Committee - 17 December 2025 List of Background Papers Financial ledger 23 January 2026 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 36
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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 – 23 January 2026 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 - 1,667 Private Housing Scheme of Assistance 1,000 (1,000) - - - - - Other Housing 1,018 1,694 - 2,712 2,712 - 1,445 TOTAL 10,128 (3,564) - 6,564 6,564 - 3,112 37
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 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 Housing Revenue Account (HRA) for the period 1 April 2025 to 23 January 2026 [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 £85.940 million, be noted. 3. Background 3.1. This is the fourth capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 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 £85.940 million for the year, an underspend of £1.8 million against the budget of £87.740 million. This will continue to be monitored. 5.3. As noted previously, the profile of spend on the New Build programme was affected by delays in securing grant funding and overcoming technical or design issues, where some projects have now commenced later in the year. While there has been good progress with further site starts at Eaglesham View and Cairnswell Avenue as well as 7 39
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accelerated starts for New Road and Almada Steet, the previous planned acceleration of the Housing Investment Programme (HIP) spend on External Fabrics and Energy Efficiency projects from 2026/2027 has not materialised as planned. 5.4. Offsetting this, there is an increase in the target number of buy-back to be achieved between now and 31 March 2026. 5.5. The net impact on the forecast is an overall reduction in spend of £1.8 million. 5.6. Any funding not used in 2025/2026 in relation to the new build programme will be carried forward into 2026/2027 to allow completion of the projects. 5.7. In addition, £1.7 million funding has now been confirmed to allow the Council to carry out Single Building Assessments for 28 medium and high-rise buildings across the Council. Due to the timing of the award, expenditure will be incurred in 2026/2027 with funding carried forward into next year’s HRA Capital programme. 5.7. 2025/2026 Actual Position: Spend to 23 January 2026 on the Housing Capital Programme amounts to £56.180 million. 5.8. As at 23 January 2026, £56.180 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) 20 February 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent 40
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Previous References Housing and Technical Resources Committee – 17 December 2025 List of Background Papers Financial ledger to 23 January 2026 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 41
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Capital Expenditure 2025/2026 Appendix A Housing Programme As at 23 January 2026 2025/2026 Annual Budget 2025/2026 Forecast Spend 2025/2026 Forecast Variance 2025/2026 Actual to 23/01/26 £million £million £million £million Expenditure 2025/26 Budget 87.740 85.940 1.800 56.180 2025/2026 Annual Budget 2025/2026 Actual to 23/01/26 £m £m Income Capital Receipts - 0.031 Capital Funded from Current Revenue 35.633 25.309 Prudential Borrowing 19.409 12.369 Scottish Government Specific Grant: - Capital Grant 1.652 0.000 - New Build 24.726 15.533 - Open Market Purchase Scheme 6.000 2.651 - Mortgage to Rent - Climate Emergency Fund 0.120 0.200 0.060 0.000 Other Income 0.000 0.227 87.740 56.180 42
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources – Workforce Monitoring – 1 October to 31 December 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 October to 31 December 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 October to 31 December 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 December 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 October to 31 December 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of December 2025 for Housing and Technical Resources. The Resource absence figure for December was 7.5%, this figure has increased by 0.3% when compared to the previous month and is equal with the Council-wide figure, at 7.5%. When compared to December 2024, the Resource absence figure has increased by 1.3%. Based on the absence figure at December 2025 and annual trends, the projected annual average absence for the Resource for 2025/2026 is 6.2% compared to a Council-wide average figure of 6.1%. 8 43
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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, 196 referrals were made this period. This represents an increase of 50 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 8 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 8 disciplinary hearings were held within the Resource, this figure has decreased by 12 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. No grievances were raised which is a decrease of 1 when compared to the same period last year. One Dignity at Work complaints was raised, which remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were 10 leavers in the Resource this period eligible for an exit interview. The number of leavers has decreased by 9 when compared with last year. During the period 2 exit interviews were conducted, this figure has decreased by 3 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 23 employees in post from 13 September 2025 to 13 December 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. 44
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Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 3 February 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving. Excellent employer Focused on people and their needs. Working with and respecting others. Previous References Housing and Technical Resources, 17 December 2025 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: (Tel: 01698 454647) E-mail: elaine.maxwell@southlanarkshire.gov.uk 45
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.7 5.3 5.6 April 6.9 7.2 4.8 April 6.2 6.1 5.3 April 5.1 5.2 5.7 May 4.9 5.2 4.5 May 6.1 8.1 5.7 May 5.4 6.4 5.0 May 5.1 5.3 5.6 June 5.4 5.7 5.1 June 6.8 8.4 6.0 June 6.0 6.8 5.5 June 4.7 5.2 5.4 July 5.0 5.3 5.2 July 8.1 8.6 6.4 July 6.2 6.7 5.7 July 3.8 4.1 4.3 August 5.1 5.5 5.4 August 8.5 8.8 6.0 August 6.4 6.9 5.7 August 4.1 4.7 4.7 September 4.7 7.5 5.9 September 7.8 7.4 6.7 September 6.0 7.5 6.2 September 5.3 6.1 6.1 October 4.9 7.3 5.7 October 5.2 6.0 7.1 October 5.0 6.8 6.3 October 5.1 6.0 6.2 November 4.8 6.8 6.9 November 6.7 6.2 7.8 November 5.6 6.5 7.2 November 6.2 6.9 7.0 December 5.1 6.4 6.6 December 7.4 5.8 8.9 December 6.0 6.2 7.5 December 6.6 7.0 7.5 January 4.4 7.0 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 6.0 Annual Average 6.9 7.1 6.6 Annual Average 5.8 6.7 6.2 Annual Average 5.4 5.9 6.1 Average Apr-Dec 5.1 6.1 5.7 Average Apr-Dec 7.1 7.4 6.6 Average Apr-Dec 5.9 6.7 6.0 Average Apr-Dec 5.1 5.6 5.8 883 549 1432 15695 Appendix 1 Housing & Technical Resources Resource Total Absence Trends - 2023/2024, 2024/2025 & 2025/2026 APT&C Manual Workers Council Wide No of Employees at 31 December 2025No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 46
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Oct - Dec Oct - Dec 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 24 48 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 146 196 Oct - Dec Oct - Dec 2024 2025 Over 7 day absences 2 0 Minor 5 6 Near Miss *** 1 0 Violent Incident: Verbal***** 2 2 Total Accidents/Incidents 10 8 Oct - Dec Oct - Dec 2024 2025 Total Number of Hearings 20 8 Time Taken to Convene Hearing - Oct to Dec 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 4 2 2 Oct - Dec Oct - Dec 2024 2025 Number of Grievances 1 0 Still in Progress 1 0 Oct - Dec Oct - Dec 2024 2025 Number of Incidents 1 1 Still in Process 1 1 RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 HOUSING AND TECHNICAL RESOURCES 58 84 10 7 54 57 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. 47
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Oct - Dec Oct - Dec 2024 2025 Career Advancement 2 4 Personal Reasons 1 1 Travelling difficulties 0 1 Other 16 4 Total Number of Leavers Eligible for Exit Interview 19 10 Number of Exit Interviews conducted 5 2 Percentage of interviews conducted 26% 20% ANALYSIS OF REASONS FOR LEAVING Appendix 2a HOUSING AND TECHNICAL RESOURCES 48
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As at 13 December 2025 Total Number of Employees F/T P/T F/T P/T 779 115 362 151 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 209.36 686.94 361.02 32.29 9.00 0.00 1.69 0.00 1303.30 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 MALE FEMALE TOTAL TOTAL *Full - Time Equivalent No of Employees Salary Bands Salary Bands Appendix 3 JOINT STAFFING WATCH RETURN HOUSING & TECHNICAL RESOURCES 1407 1384 *Full - Time Equivalent No of Employees MALE FEMALE 49
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Housing Allocation Policy – Local Letting Initiative to Support Council Tenants Living in Larger Sized Homes to Downsize to a Smaller Property 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval for the introduction of a new Local Letting Initiative (LLI) to support council tenants, living in larger council homes, to downsize to a smaller property ?1ur[1purpos 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a new Local Letting Initiative to support council tenants, living in larger council homes, to downsize to a smaller property, be introduced from 1 July 2026; be approved. [[1recs] 3. Background 3.1. Within the Local Letting Plan (LLP) report to the Housing and Technical Resources Committee on 15 March 2023, the benefits to supporting council tenants underoccuping larger sized homes, to move to a smaller property, were recognised. The report confirmed that a proactive approach would be taken to support council tenants in these circumstances, to downsize to a smaller property, where they wish to do so. 3.2. The approach focused on tenants with an existing housing application and tenants who submitted a new housing application who wish to downsize, subject to meeting certain conditions, such as being reasonable in relation to housing preferences. While not a formal LLI, an update on this approach has been provided as part of annual LLP reports to the Committee. 3.3. On 10 December 2025, a motion was passed by South Lanarkshire Council for the creation of an incentive scheme to support council tenants to downsize. This motion included provision of financial or practical assistance to council tenants. The motion highlighted the national housing and homelessness emergency and the lack of larger sized family homes required to meet the housing needs of those on the housing register in South Lanarkshire. 3.4. Building upon the previous approach to supporting tenants to downsize and the motion approved at full Council in December 2025, this report sets out details of a proposed LLI and the arrangements for implementation. 9 51
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4. LLI Proposals 4.1. The Housing Allocation Policy, currently under review, recognises underoccupancy as a housing need and awards a low level of points to tenants queued on the transfer list who are living in properties larger than their household requires. The under occupancy points available under the policy reflect a low level of housing need and in general are not sufficient to prioritise tenants for housing. 4.2. The approach undertaken since 2023 to encourage and support council tenants living in larger homes to downsize was based on awarding tenants’ priority for rehousing, where appropriate. The approach was not publicised and no additional support, beyond that normally available to those being rehoused was provided. 4.3. It is intended that the new LLI will replace the current approach and operate alongside the under occupancy provisions set out within the Housing Allocation Policy. Qualifying criteria 4.4. The following qualifying criteria are proposed for the LLI:- applicable only to South Lanarkshire Council tenants with a Scottish Secure Tenancy Agreement, who wish to move within South Lanarkshire to another council tenancy or tenancy of a Registered Social Landlord tenant must live in a property which has a minimum of 3 bedrooms tenant must be willing to move to either a one or 2 bedroom property (and qualify for a property of this size under the housing allocation policy) in terms of the tenant’s current property, the following must apply:- property is of a type and in a location where there is a shortage of supply and low turnover of housing there is an established demand from applicants on the housing register the Council is unable to meet the demand within a reasonable time period tenant must be reasonable in terms of their application preferences (letting areas and property types) to enable an offer of housing to be made within a reasonable period of time 4.5. In addition to the above, tenants considered for housing under the LLI will be subject to routine tenancy checks to ensure they are adhering to the conditions of their tenancy agreement. Where it is identified that the tenant has breached their tenancy agreement, local Housing Managers will have the flexibility and discretion to decide on whether the tenant can be housed under the initiative. 4.6. Tenants living in properties that have been significantly adapted to suit their needs will only be considered for housing through the LLI, where it is possible to fully meet their needs within a suitable smaller property. The needs of tenants in such circumstances will be considered on an individual basis. Awarding priority for housing 4.7. Where a tenant meets the qualifying criteria, set out at paragraph 4.4., their housing application will be prioritised via the Other categories list. Applications queued within this list are considered to have one of the highest levels of priority for housing available under the Housing Allocation Policy. The key aim of managing the application via Other categories is to ensure that an appropriate offer of housing can be made within a reasonable time. 52
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Incentives available through the initiative 4.8. The LLI will encourage and support tenants under occupying their home to downsize through the provision of a range of practical support and assistance 4.9. The range of practical support and assistance available under the initiative will be tailored to the individual needs and circumstances of the tenant and will take account of support provided by family members, friends or available through other agencies/organisations. 4.10 Whilst the motion proposed financial and practical assistance such as removal of household belongings and other features that could incur costs to the tenant, it is recognised that supporting tenants to downsize to properties that meet their needs and aspirations, brings financial benefits to tenants by having a reduced rent, utility and running costs for their home. It is also recognised that moving to a desirable home within areas of their choice also brings added benefits. Accordingly, it is recommended that, while assistance will be provided in kind, no further financial assistance should be provided as part of the initiative. 5. Next Steps 5.1. Following Committee approval, it is proposed that the LLI will be incorporated into 2026/2027 LLPs, which are the subject of a separate report presented to this Committee. The proposed details for LLI is set out in Appendix 1. 5.2. Implementation of the initiative will take place from 1 July 2026, to allow time for processes and procedures to be developed and established and arrangements made for publicising the LLI. 5.3. Implementation of the LLI will be closely monitored throughout the year and outcomes reported to the Housing and Technical Resources Committee as part of annual reporting on LLPs. 6. Employee Implications 6.1. There are no employee implications contained within this report. 7. Financial Implications 7.1. There are no financial implications contained within this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 9. Other Implications 9.1. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 10. Integrated Impact Assessment and Consultation Requirements 10.1. An integrated impact assessment has been carried out on the proposed LLI. The assessment identified that in general the LLIs will have a positive or neutral impact on protected characteristics and socio economic groups. 10.2. Consultation on the proposed LLI has taken place with tenants representatives from the Tenant Participation Co-ordination Group. 53
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Stephen Gibson Executive Director (Housing and Technical Resources) 19 January 2026 Link(s) to Council Values/Priorities/Outcomes Good quality, suitable and sustainable places to live We will work to put people first and reduce inequality Focused on people and their needs Caring, connected, sustainble communities Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee report – Local Letting Plans, 26 February 2025 List of Background Papers Local Letting Plans 2025/2026 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: 4595 (Tel: 01698 454595) E-mail: Sharon.egan@southlanarkshire.gov.uk 54
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Appendix 1 Management Area Details of LLI Area Covered by LLI Property types/sizes Duration of LLI Blantyre Cambuslang Rutherglen Clydesdale East Kilbride Hamilton Larkhall Priority for rehousing will be awarded and appropriate support provided to South Lanarkshire Council tenants, under occupying a property, who wish to move to a smaller property and who meet the required criteria. All areas of South Lanarkshire To be identified locally 1 year 55
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Housing Allocation Policy – Local Letting Plans 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise on progress against the 2025/2026 letting targets request approval for the 2026/2027 letting targets request approval for the 2026/2027 local letting initiatives ?1ur[1purpos 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that progress against the 2025/2026 letting targets be noted; (2) that the 2026/2027 mainstream housing letting targets, attached as Appendix 1, be approved; (3) that the 2026/2027 sheltered housing letting targets, attached as Appendix 2, be approved; and (4) that the Local Letting Initiatives (LLIs), attached as Appendix 3, be approved. [[1recs] 3. Background 3.1. Local Letting Plans (LLPs) are a key feature of the Housing Allocation Policy and provide an effective means for ensuring that a strategic and flexible approach is taken in the allocation of council housing in South Lanarkshire. 3.2. On an annual basis, LLPs are prepared for each of the housing management areas of South Lanarkshire. LLPs provide an overview of local supply and demand and set out:- annual letting targets for each of the four housing lists (in relation to mainstream and sheltered properties) details of Local Letting Initiatives (LLIs) in operation within a local area 3.3. The targets and initiatives detailed within LLPs are subject to Housing and Technical Resources Committee approval. This is the sixth annual report on LLPs since the revised Housing Allocation Policy was introduced in 2019. 10 57
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4. Homelessness Strategic Plan 4.1. In recent years, both across Scotland and locally, levels of homelessness have increased substantially, placing significant pressures on homelessness services. The South Lanarkshire Homelessness Strategic Plan sets out a number of actions to prevent homelessness as far as possible and otherwise minimise the impact, through the provision of good quality temporary accommodation, support as required and striving to end homelessness as quickly as possible. Identifying letting targets contributes towards achieving the priority objectives set out within the plan. 5. Achievement of the 2025/2026 Letting Targets 5.1. The information provided in relation to the achievement of letting targets has been projected to the end of the financial year, based on data collated between 7 April and 14 December 2025. This approach allows letting targets and letting initiatives to be fully implemented from the start of the financial year. 5.2. Across each housing management area, letting targets are set within bands for each housing list to allow a degree of flexibility when allocating properties. Full details of the projected outcomes in relation to the targets set for both mainstream and sheltered properties in 2025/2026 are set out in appendices 1 and 2. 5.3. In relation to mainstream council properties, it is projected that across South Lanarkshire, performance against the Urgent Housing Need list will exceed the banded target. This can be attributed to the significant on-going demand for housing from homeless households in South Lanarkshire. Consequently, lets directed to the Waiting list are projected to be below target, while lets to the Transfer list and Other Categories list are projected to be within target. 5.4. In relation to the targets set for sheltered properties across South Lanarkshire, it is projected that lets to the Urgent Housing Need and Other Categories lists will be within target. Lets to the Waiting list are projected to exceed target, while lets to the Transfer list are projected to be below target. This can be attributed to low levels of turnover in certain areas and differences in supply and demand for sheltered housing. 6. Letting Targets for Mainstream Properties during 2026/2027 6.1. The letting targets proposed for mainstream properties across South Lanarkshire and for each of the four housing management divisions are set out in Appendix 1. 6.2. The factors which have been taken into account when setting the mainstream letting targets for 2026/2027 are detailed below:- ♦ demand for social rented housing remains high – 13,602 applicants were on the HomeFinder housing register as at 14 December 2025 ♦ a continuing high demand from homeless households – between 7 April 2025 and 14 December 2025, 1,572 homelessness applications were received. Assuming this trend continues, it is projected that 2,270 homelessness applications will have been received by the end of the financial year ♦ the Council’s statutory duty to homeless households – the number of applicants assessed as homeless and to whom the council has a duty to provide settled accommodation remains high. As at 14 December 2025, there were 1,483 homeless applicants on the HomeFinder housing register, whilst this represents a decrease of 6.8% on the 2024/2025 year end position (1,543 homeless applicants), demand from homeless households remains high ♦ the number of properties becoming available for let – it is projected that by the end of the financial year, 1,782 mainstream properties will have been let, this is broadly comparable with turnover in the previous year (1,805 in 2024/2025) 58
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♦ additional supply of housing – the number of Council new build properties and acquisitions planned for completion during 2026/2027 support to individuals and families as part of refugee resettlement programmes joint working with partners – the contribution that HomeFinder partners and other Registered Social Landlords (RSLs) make to meeting housing need, including the needs of homeless applicants and other priority groups, through agreed targets 7. Sheltered Housing Letting Targets for 2025/2026 7.1. Between 7 April and the 14 December 2025, 109 sheltered properties became available for let. It is projected that by the end of the financial year, 157 sheltered properties will have been let, comparable with the number let in 2024/2025 (159). 7.2. There continues to be a high level of demand for sheltered housing with 1,031 applicants on the HomeFinder housing register as at 14 December 2025. 7.3. It is recognised that demand for sheltered housing varies across areas and individual sheltered housing developments and this has been taken into account in the letting targets proposed for 2026/2027. 7.4. The letting targets proposed for sheltered properties across South Lanarkshire and for each of the four housing management areas are set out in Appendix 2. 8. Local Letting Initiatives (LLIs) 8.1. The Housing Allocation Policy allows for the establishment of LLIs in areas where there are particular needs, issues or circumstances which require to be addressed. 8.2. During 2025/2026, there were 6 LLIs in operation across South Lanarkshire. To inform the development of the LLPs for 2026/2027, each of the letting initiatives have been subject to review to assess their impact and identify whether there is a need for the initiative to continue. 8.3. It is proposed that the existing 6 LLIs, set out in Appendix 3, be retained during 2026/2027. In addition, in a separate report being presented to this Committee, it is proposed that a further LLI is established to encourage and support council tenants living in larger sized homes to downsize to a smaller property where they wish to do so. Subject to Committee approval, the details of this LLI will form part of 2026/2027 LLPs. 9. Next Steps 9.1. Implement 2026/2027 letting targets, effective from Monday 6 April 2026. 9.2. Publish the 2026/2027 LLPs on the South Lanarkshire Council website. 9.3. Continue to monitor the impact of the LLIs throughout the year. 9.4. As noted in section 3, LLPs are part of the Housing Allocation Policy, which is currently under review. The findings from the review and proposed revised Housing Allocation Policy will be presented to Housing and Technical Resources Committee in September 2026. 10. Employee Implications 10.1. There are no employee implications contained within this report. 59
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11. Financial Implications 11.1. There are no financial implications contained within this report. 12. Climate Change, Sustainability and Environmental Implications 12.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 13. Other Implications 13.1. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 14. Integrated Impact Assessment and Consultation Requirements 14.1. An integrated impact assessment has been carried out on the Local Letting Plan (LLP) proposals outlined within this report. The assessment identified that in general the LLP targets and initiatives will have a positive or neutral impact on protected characteristics and socio economic groups. The assessment confirmed that letting targets will contribute positively to the Armed Forces Community and to both Human and Children’s Rights through the effective allocation of housing to those assessed as being in housing need. 14.2. Consultation on the proposed letting targets and the LLIs has taken place with tenants representatives from the Tenant Participation Co-ordination Group. Stephen Gibson Executive Director (Housing and Technical Resources) 5 February 2026 Link(s) to Council Values/Priorities/Outcomes Good quality, suitable and sustainable places to live We will work to put people first and reduce inequality Focused on people and their needs Caring, connected, sustainble communities Accountable, effective, efficient and transparent Previous Reference Housing and Technical Resources Committee report – Local Letting Plans, 26 February 2025 List of Background Papers Local Letting Plans 2025/2026 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: 4595 (Tel: 01698 454595) E-mail: sharon.egan@southlanarkshire.gov.uk 60
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Appendix 1 SLC Proposed Letting Targets for Mainstream Properties 2026/2027 South Lanarkshire Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 55-65% 1195 67% 55-65% Transfer 15-25% 266 15% 15-25% Waiting 15-20% 225 13% 15-20% Other Categories 0-5% 96 5% 0-5% 1782 100% Cambuslang/Rutherglen Division Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 55-65% 254 78% 55-65% Transfer 15-25% 29 9% 15-25% Waiting 15-20% 20 6% 15-20% Other Categories 0-5% 22 7% 0-5% 325 100% Clydesdale Division Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 45-55% 224 57% 45-55% Transfer 20-25% 61 16% 20-30% Waiting 20-30% 92 23% 20-25% Other Categories 0-5% 16 4% 0-5% 393 100% East Kilbride Division Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 60-65% 313 65% 60-65% Transfer 15-25% 91 19% 15-25% Waiting 10-20% 52 11% 10-20% Other Categories 0-5% 26 5% 0-5% 482 100% Hamilton Division Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 60-65% 404 69% 60-65% Transfer 15-25% 85 15% 15-25% Waiting 10-20% 61 10% 10-20% Other Categories 0-5% 32 6% 0-5% 582 100% 61
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Appendix 2 SLC Proposed Letting Targets for Sheltered Properties 2026/2027 South Lanarkshire Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 15-30% 43 27% 15-30% Transfer 40-50% 44 28% 40-50% Waiting 25-35% 67 43% 25-35% Other Categories 0-5% 3 2% 0-5% 157 100% Cambuslang Division Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 15-20% 9 33.3% 15-20% Transfer 35-45% 9 33.3% 35-45% Waiting 35-45% 9 33.3% 35-45% Other Categories 0-5% 0 0 0-5% 27 100% Clydesdale Division Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 15-20% 1 3% 15-20% Transfer 35-45% 12 40% 35-45% Waiting 35-45% 17 57% 35-45% Other Categories 0-5% 0 0% 0-5% 30 100% East Kilbride Division Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 20-25% 16 25% 20-25% Transfer 45-55% 19 29% 45-55% Waiting 20-30% 27 41% 20-30% Other Categories 0-5% 3 5% 0-5% 65 100% Hamilton Division Housing Need List 2025/2026 2025/2026 Projected Lets 2026/2027 Target Number % Target Urgent Housing Need 20-30% 17 49% 20-30% Transfer 35-40% 4 11% 35-40% Waiting 30-40% 14 40% 30-40% Other Categories 0-5% 0 0% 0-5% 35 100% 62
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Appendix 3 Proposed Local Letting Initiatives for 2026/2027 Management Area Details of LLI Area covered by LLI Property types/sizes Duration of LLI Clydesdale Priority for housing will be given to applicants who have a social or economic connection with the area. To encourage tenancy sustainment, discussions will take place with prospective tenants to ensure that they fully understand the context to living in a rural location. Forth East Douglas Douglas Water Glespin Rigside All property types/sizes 1 year Hamilton Reasonable priority for housing to be given to applicants with an assessed mobility need. Almada Tower Wyler Tower 1 and 2 bedroom multi storey flats 1 year Cambuslang Reasonable priority for housing to be given to applicants with an assessed mobility need. Rosebank Tower Sherry Heights Standford Hall Logan Tower Springhall Court 2 bedroom multi storey flats 1 year Cambuslang Priority for housing to be given to Transfer list and Waiting list applicants who have a local connection. Cathkin Braes Tenant Management Co-operative area All property sizes and types 1 year Cambuslang Priority for housing to be given to Transfer list and Waiting list applicants who have a local connection. Whitlawburn All property types and sizes 1 year All areas Priority will be given to applicants who meet the criteria for amenity housing, taking into account their individuals needs and circumstances South Lanarkshire General needs flatted properties situated in blocks where ground and first floor properties are designated and utilised as amenity flats 1 year 63
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Asylum and Refugee Resettlement Funding 1. Purpose of Report 1.1. The purpose of the report is to:- request approval to convert 10 FTE temporary Housing Officer posts to permanent Housing Officer posts on the establishment in response to sustained service demand linked to asylum and refugee-related pressures, utilising existing Asylum and Refugee Resettlement funding reserves 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that approval is provided to use the Asylum and Refugee funding reserves to convert 10 temporary Housing Officer posts to permanent Housing Officer posts within the Housing Services establishment. [1recs] 3. Background 3.1. Sustained levels of asylum dispersal and refugee resettlement continue to increase demand on refugee, homelessness, housing and prevention services. 3.2. In addition to resettlement activity, asylum dispersal has now been rolled out across Scotland, including South Lanarkshire. This includes locally 1 hotel managed by Mears, the Home Office’s delivery partner, as well as an increasing number of self-contained dispersed units, either purchased or leased, for the purpose of accommodating asylum seekers. (76 properties procured as of 5 January 2026 and a further 20 under consideration in the pipeline). 3.3. Additional out-of-area homeless presentations following positive asylum decisions are increasing, currently approximately 5 presentations per week within the locality and a growing number of presentations with no prior connection to South Lanarkshire, including post asylum decision. 3.4. Pressure on temporary accommodation has significantly intensified, with hotel placements rising due to demand exceeding available local capacity, as reported to Housing and Technical Resources on a regular basis since the declaration of a Housing Emergency in June 2024 3.5. Recent reports to Housing and Technical Resources and the Executive Committee (June and August 2025) continue to highlight sustained pressures on housing and homelessness services. 11 65
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3.6. The current level of activity requires consistent staffing to manage caseloads, prevent homelessness where possible, support transitions from asylum accommodation and maintain statutory compliance. 3.7. To address these pressures, the Council has taken a phased approach to increasing staffing resources, as follows - ⧫ August 2023: the creation of 5 FTE Housing Officers on a temporary basis for 23 months. ⧫ February 2024: of the creation of a further 5 FTE Housing Officers on a temporary basis for a period of 23 months. 4. Proposal 4.1. The proposal is to convert these temporary posts to permanent posts using available resources approved in response to the additional service demands, related to the increase in asylum and refugee related housing need and the overall housing emergency. 4.2. Converting the 10 FTE Housing Officer posts to permanent posts is essential to manage ongoing asylum and refugee related housing pressures and to protect statutory homelessness services. 4.3. Adequate dedicated funding is available, and making posts permanent supports service stability, recruitment, and retention. 4.4. This request takes account of the trajectory of demand and available financial resource as well as priority to recruit and retain appropriately skilled and qualified housing professionals, therefore, approval is sought to appoint all additional posts (10FTE) on a permanent basis. 4.5. The additional resources requested, as part of Housing’s permanent establishment, are as follows:- 5 FTE Housing Officers (1 per locality and 1 Homeless Access and Assessment Service) 5 FTE Housing Officers (1.5 Hamilton, 1 Cambuslang, 1 East Kilbride, 0.5 Homeless Access and Assessment Service) 4.6. Approval of these posts will support the Council’s humanitarian obligations and help protect core services. 5. Employee Implications 5.1. Based on current service demands, it is proposed 10 FTE posts are added to the Council’s establishment on a permanent basis as follows:- Post title FTE Grade / SCP SCP Hourly Rate Annual salary Gross costs (including on-costs 29.7%) Total cost Housing Officer (Housing/ Homelessness) 10 Grade 2 Level 1 - 3 34 - 48 £15.53 - £18.21 £28,341 - £33,231 £36,758 - £43,101 £367,580 - £431,010 66
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6. Financial Implications 6.1. The annual cost of making the 10 posts permanent is £0.431million and that this will be funded on an ongoing basis through the Asylum and Refugee monies provided by the Scottish and UK Governments. 6.2. If government funding is no longer available, or if Asylum and Refugee Resettlement services are no longer required, staff in permanent posts will be transferred to suitable vacancies within the establishment. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications in relation to the information contained in this report. 8. Other Implications 8.1. There are no other implications or issues in terms of risk or sustainability in relation to the information contained in this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy 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, however the trade unions will be updated. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 24 February 2026 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities People live the healthiest lives possible Our children and young people thrive Good quality, suitable and sustainable places to live Previous References Delegated Authority August 2023 Delegated Authority February 2024 List of Background Papers None 67
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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 Manager Ext: 5139 (Tel: 01698 455139) E-mail : Jacqueline.Fernie@southlanarkshire.gov.uk 68
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Canderavon Care Home – Community Asset Transfer to Smile Children’s Charity SCIO 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the request for the lease of Canderavon Care Home to Smile Children’s Charity under Community Asset Transfer (CAT) and seek approval to the principal terms and conditions as set out in Section 5 of the report [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the subjects at Canderavon Care Home, Queen Street, Stonehouse, ML9 3EE, be leased to Smile Children’s Charity 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. Canderavon Care Home was formerly a residential care home operated by Social Work Services. However, following a review of services, a decision was made at a meeting of the South Lanarkshire Integration Joint Board (IJB) on 26 March 2024 to close the facility. 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 Community Planning Partners. On completion of this exercise, no expressions of interest were received. 3.3. Smile Children’s Charity subsequently submitted a Community Aset Transfer application for the lease of the property which was received and validated on 3 October 2025 with a decision on the matter required by 3 April 2026 in line with the legislation. 3.4. Public consultation was undertaken between 3 October and 8 December 2025 with 20 supporting comments, and 1 neutral comment being received. It should be noted that in early 2025, the applicant had undertaken their own community consultation exercise, with over 2,000 supporting comments being received. 12 69
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3.5. A community benefit assessment was carried out by the community asset transfer working group on 8 December 2025 which gave a score of 100% indicating that the community benefit was deemed excellent. 3.6. The request was placed before the Community Asset Transfer Assessment Panel on 19 December 2025 where it was recognised that the applicant organisation’s vision was ambitious and if successful would offer a much-needed service to residents throughout the South Lanarkshire area. 3.7. It is recognised that the organisation has made significant progress in obtaining support and financial backing, however noted that there remains a need for additional substantial funding to be obtained to make the project fully viable. It was agreed that the merit of the application, coupled with early progress should lead to the application being recommended and given the opportunity to obtain a lease and fully develop their future business plan. 3.8. Property 3.8.1 The property, which was built in 1987, comprises a purpose-built part 1 / part 2 storey residential care home. The construction is a mixture of traditional facing brick and reconstituted stone blockwork. The eastern half of the building is the 2-storey element and has reconstituted stone walls and a pitched slate roof. At the southern and northern gables there are 'turret' type stairwells. The western part of the building is the single storey element, and has block roughcast walls. Both parts of the building have timber-framed single-glazed windows. 3.8.2 The site, shown on the attached plan extends to 4,208 square. metres or thereby and, in addition to the building, there is a 14-space tarmac car park at the rear of the property and a 6-space car parking area at the main entrance. At the south-west corner of the site there is a secure garden area and to the front there a number of retaining walls with areas of landscaping etc. 3.8.3 The accommodation comprises 47 single occupancy rooms, 4 units with a lounge and dining facilities in each. There is a large communal dining area on the ground floor, and a passenger lift provides access to the upper floor. 3.9. Organisation 3.9.1 The organisation is registered as a SCIO with the office of the Scottish Charitable Register, having registered this entity on 6 February 2024, (number SC053107). 3.9.2 The Organisation which has existed since early 2024 has been formed for the public benefit of the community of Scotland with the purposes of the provision of recreational facilities, or the organisation of recreational activities, the relief of those in need, and the advancement of health. 3.10. Project 3.10.1 The organisation currently operates two successful charity shops, in Larkhall and Hamilton which were intended to provide a stable basis for the organisation to gather income until such a time as a viable premises became available to deliver their vision. It is considered, by the group that, due to its configuration, and location the property would be an ideal site to develop, and this has led to the submission of the CAT application. The aim is to develop the facility into a hub for young people suffering from complex needs from throughout the authority’s operational area 70
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3.10.2 The applicant organisation has engaged and sought support from both local and nationally elected representatives and has broad support from across the political spectrum. 3.10.3 Property Services have confirmed that if the property were to be let commercially the potential annual rental value would be in the order of £65,000, however its location and design would have some impact upon demand and there would be limited anticipated demand. 3.10.4 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 capacity to attract both financial and professional support. 4.2. Granting the lease will enable the applicant to meet the demand for the existing service provision and develop the facility. In addition, the lease will allow the organisation to pursue external funding for the ongoing maintenance and development. 4.3. The Council has no alternative operational requirement for the subjects. The risks of the transfer are considered low, as the property is a purpose-built facility. The Council will retain ownership as landlord and it is not considered that the property has any realistic alternative development potential which could be achieved under a lease. 5. Proposal 5.1. It is proposed that Canderavon Care Home and adjacent car park, Queen Street, Stonehouse, ML9 3EE, be leased to Smile Children’s Charity, on the following principal terms and conditions:- 1. The tenant will be Smile Children’s Charity 2. The lease will be for a period of 30 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 – Respite facility and play area for ASN children 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. 71
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8 Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability and the environment contained within this report. 9. Other Implications 9.1. The organisation has a right to appeal to Scottish Ministers should a decision not be made in that timescale, if the asset transfer request is refused or the organisation do not agree with the proposed terms and conditions. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Consultation has taken place with the Community Participation Team, Legal Services and Community and Enterprise Resources. 10.2. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. Stephen Gibson Executive Director (Housing and Technical Resources) 21 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Caring, connected, sustainable communities. Previous References South Lanarkshire Integration Joint Board, 26 March 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:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 72
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Coulter Community Hall – Community Asset Transfer to Coulter Community Trust 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the request for the disposal of Coulter Community Hall to Coulter Community Trust under Community Asset Transfer (CAT) and seek approval to the principal terms and conditions as set out in Section 5 of the report [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the subjects at Coulter Community Hall and adjacent car park, Coulter, ML12 6PZ, be sold to Coulter Community Trust subject to the terms and conditions outlined in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which are in the best interests of the Council. [1recs] 3. Background 3.1. Coulter Hall was previously managed by South Lanarkshire Leisure and Culture (SLLC). However, following a review of its business plan, the SLLC Board announced in March 2024 that it could not sustain service delivery from this facility and control was to be returned to the Council. In recognition of the potential impact upon communities, the Council invited local organisations to express interest in these properties through CAT, with support from the Community Fightback Fund (CFF) and the Renewable Energy Fund (REF) to keep facilities open while this process took place. 3.2 At the South Lanarkshire Council meeting on 27 March 2024, the Executive Director (Housing and Technical Resources) obtained approval for temporary delegated authority to enter into annual arrangements with community organisations to take over the management of facilities affected by budget decisions. The annual lease of the property to the Coulter Community Trust was approved by delegated powers with a date of entry of 14 November 2024. 3.3 The Community Group subsequently submitted a request for the Community Asset Transfer of the hall by sale, the validation date for which was 23 September 2025. Legislatively a decision has to be made by the 23 March 2026. 13 75
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3.4. Public consultation was undertaken between 23 September and 23 October 2025 with no comments or objections being submitted. It should be noted that the applicant had previously undertaken a community consultation exercise which provided evidence of substantial support for the transfer by the local community. 3.5. A community benefit assessment was carried out by the Community Asset Transfer working group on 8 December 2025. This process generated a score of 76%, indicating that the community benefit was deemed very good. 3.6. The request was placed before the Community Asset Transfer Assessment Panel on 19 December 2025 where it was recognised that the applicant organisation appeared to have a sustainable plan to develop and operate the venue. 3.7. Property 3.7.1. The property, shown on the attached plan, extends to 150sq.metres (1,600 sq. feet) or thereby. The hall is suitable for a wide range of activities and events and has a maximum capacity for 228 people standing or seated in concert style, or 165 people seated at tables. The main hall is marked out for Badminton and has a raised stage with backstage dressing rooms. A large adjoining kitchen services the hall. The building is wheelchair accessible (main hall and accessible toilet only) and the car park has space for around 25 vehicles. 3.8. Organisation 3.8.1. The organisation is registered as a SCIO with the office of the Scottish Charitable Register, having registered this entity on 13 May 2024, (number SC053346). 3.8.2. The Organisation has been formed for the public benefit of the Community of Coulter with the purposes of the advancement of citizenship and community development, the advancement of the arts, heritage, culture or science and the provision of recreational facilities, or the organisation of recreational activities, with the object of improving the conditions of life for the persons for whom the facilities or activities are primarily intended. 3.9. Project 3.9.1. Having successfully operated the facility on an interim basis during the concessionary lease, the proposal is for the Community Group to continue to occupy, use and maintain the building in long-term. 4. Assessment 4.1. The property is suitable for the proposed use and the applicant has shown capacity to initiate and grow service provision within this and another facility in which they are involved. 4.2. The disposal will enable the Community Group to continue to operate the facility and remove liability for the Council in maintenance. In addition, the sale will allow the Club to pursue external funding for further development of the facility. 4.3. The Council has no alternative operational requirement for the subject. The risks of the transfer are considered low, as the property is an existing/established community hall. In addition the status of the organisation as a SCIO limits any risk of commercial gain by a subsequent sale. 4.4 Within their asset transfer request, the Coulter Community Trust requested a 100% discount on the jointly agreed, independent valuation. As the price to be paid reflects the Community Benefit, which has been assessed as very good, and the requirement 76
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to seek Best Value in the disposal of a Council asset, a discount of 80% of the unrestricted market value is recommended, which is consistent with previous sales transactions for properties of a similar nature. 4.5. An independent valuation was prepared by Graham and Sibbald which provided an indicative market value of £35,000 (Thirty-Five Thousand Pounds). 5. Proposal 5.1. It is proposed that Coulter Community Hall and adjacent car park, Coulter, ML12 6PZ, be sold to Coulter Community Trust, on the following principal terms and conditions: - 1. The purchaser will be the Coulter Community Trust 2. The purchase price is £7,000 (Seven Thousand Pounds) exclusive of VAT (which reflects 80% discount on the independent valuation) 3. The date of Entry to be agreed 4. Each party to bear their own Legal Fees 5. The purchaser will be responsible for obtaining planning and any other relevant consents relating to the use and any proposed alterations. 6. Employee Implications 6.1. None. 7. Financial Implications 7.1. If the sale outlined in this report is approved by committee, it will remove any future liability to the Council for vacant property holding costs. 7.2 The sale of the property will generate a Capital Receipt of £7,000, for the Council’s General Services Account (assumes an 80% discount on the Market Value of £35,000 noted in section 4.5). 8 Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability and the environment contained within this report. 9. Other Implications 9.1. The organisation has a right to appeal to Scottish Ministers should a decision not be made in that timescale, if the asset transfer request is refused or the organisation do not agree with the proposed terms and conditions. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Consultation has taken place with the Community Participation Team, Legal Services and Community and Enterprise Resources. 10.2. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and therefore no impact assessment is required. Stephen Gibson Executive Director (Housing and Technical Resources) 21 January 2026 77
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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 Report to South Lanarkshire Council Committee on 27 March 2024 Community Facilities - Temporary Delegated Authority 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 78
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Policy and Strategy Review Schedule 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval for the policy and strategy review schedule for Housing and Technical Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the policy and strategy review schedule, attached at Appendix 1, be approved; and (2) that the outcome of policy and strategy reviews be reported to future Committees, in line with the schedule. [1recs] 3. Background 3.1. To support ongoing and systematic service improvement processes, a formal policy and strategy review schedule was established in 2011. The schedule is reviewed on an annual basis and reported to the Housing and Technical Resources Committee. The last updated policy and strategy review schedule was presented to the Committee on 27 November 2024. 3.2. The policy and strategy review schedule assists annual service planning by providing a clear timeframe for the formal review of all key housing policies and strategies. The review schedule also informs the development of the annual work plan for customer involvement. This provides a basis for the council to ensure that its statutory obligations in relation to engagement, participation and consultation takes place with service users to help inform and influence housing policy and service delivery. 3.3. This report seeks approval for an updated policy and strategy review schedule. The updated schedule reflects changes in the local and national policy context including legislative and regulatory changes. 4. Outline of the Policy and Strategy Review Schedule 4.1. The policy and strategy review schedule, attached as Appendix 1, sets out:- details of housing policies and strategies the frequency of reviews when the reviews are scheduled to take place 14 81
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4.2. As part of the policy and strategy review process, associated procedures, protocols and joint working arrangements which support the delivery of services, are also considered and reviewed as appropriate. This ensures that scope for service improvements is also considered as part of the review process. 4.3. In general, the scope of the policy/strategy areas covered by the schedule is consistent with the key service areas identified by the Scottish Housing Regulator’s regulatory framework.In summary these are:- allocation of housing rent management tenancy and estate management services repairs, maintenance and improvement services provided at council managed Gypsy/Traveller sites tenant participation homelessness 4.4 In addition to the areas noted at 4.3, the schedule also incorporates key housing and corporate strategies which the Resource has lead responsibility for within the Council. 4.5. New policy area will be added to the schedule as a consequence of the Housing (Scotland) Act 2025. The Act requires all social landlords to prepare and publish a domestic abuse policy outlining how it will support and address the needs of tenants experiencing domestic abuse, with a view to preventing homelessness. Work is already underway to develop the domestic abuse policy, which will be presented to the Committee for approval later in 2026. 5. Next Steps 5.1. The schedule will inform the next round of Resource and Service Plans for 2026/2027 and will be used to establish a joint programme for customer engagement and scrutiny, which is a key objective within the Customer Involvement Strategy. 5.2. The proposed frequency of review is considered appropriate to the individual policy or strategy area. In some circumstances, linked to corporate legislative or regulatory changes, there may be a requirement for a policy or strategy to be revised within a scheduled period. An updated schedule will be presented to the Committee on an annual basis which will advise of progress and any amendments to the schedule. 5.3. The Housing and Technical Resources Committee will continue to be updated fully and separately in relation to the development of the specific policies and strategies contained within the schedule. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 82
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9. Other Implications 9.1. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement to the Scottish Housing Regulator. 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 integrated impact assessment is required. As required, integrated impact assessments will form a key part of the review and development of policies and strategies. 10.2. On an ongoing basis, discussions take place with customer representatives on the future programme for customer engagement. These discussions are reflected in the proposed schedule. The schedule provides a basis for discussion with customers and other service users to facilitate planning for future service delivery. Stephen Gibson Executive Director (Housing and Technical Resources) 16 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving We will work to put people first and reduce inequality We will work to recover, progress and improve Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Previous References Policy and Strategy Review Schedule, Housing and Technical Resources Committee, 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:- Cameron Mitchell, Strategy and Support Manager Tel: 01698 454862 Email: Cameron.mitchell@southlanarkshire.gov.uk 83
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Appendix 1: Policy and Strategy Review Schedule Strategy and Policy Review frequency Date of next review 1. Homelessness Strategic Action Plan Annually 2026/2027 2. Strategic Housing Investment Plan (SHIP) Annually 2026/2027 3. Housing Allocation Policy 5 yearly 2025/2026 (review underway) 4. Gypsy/Travellers Pitch Allocation Policy 5 yearly 2025/2026 (review underway) 5. Tenancy and Estate Management Policy 5 yearly 2026/2027 6. Rent Management Policy 5 yearly 2027/2028 7. Anti-social Behaviour Policy 5 yearly 2027/2028 8. Local Housing Strategy 5 yearly 2027/2028 9. Customer Involvement Strategy 5 yearly 2028/2029 10. Anti-social Behaviour Strategy 5 yearly 2028/2029 11. Repairs Policy 5 yearly 2029/2030 12. Home Improve/Scheme of Assistance 5 yearly 2029/2030 13. Local Heat and Energy Efficiency Strategy (LHEES) 5 yearly 2029/2030 14. Asset Management Plan 5 yearly 2030/2031 84
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Agenda Item Report Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Additional One-Off Investments from the Council Budget 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- provide an overview of the additional one-off investments allocated to the Central Energy Efficiency Fund and Estate Improvement Budget from the South Lanarkshire Council Budget for 2026/2027 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the additional one-off investments allocated to the Central Energy Efficiency Fund and Estate Improvement Budget from the Council’s Budget for 2026/2027, be noted; (2) that the additional energy efficiency improvement projects to be progressed within the Central Energy Efficiency Fund, as detailed at paragraph 4.5 of the report, be approved; and (3) that the monitoring and reporting arrangements for these one-off investments, be noted. 3. Background 3.1. The South Lanarkshire Council (SCL) Budget setting process for 2026/2027 concluded on 25 February 2026 with the Council approving its capital and revenue budgets for 2026/2027. 3.2. Within the approved budget were one-off awards of funding to enable enhancements for existing services or budget provisions. These investments totalled £33.0 million, with £1.5 million allocated to Housing and Technical Resources for the purposes of improving the energy efficiency of the Council’s non-domestic estate through the established Central Energy Efficiency Fund (CEEF) and general improvements to the Council’s housing estate through the Estate Improvement Budget. 4. Central Energy Efficiency Fund 4.1. Property Services co-ordinate and deliver the annual CEEF which aims to improve the energy efficiency of the Council’s non-domestic assets, reducing both the emissions and running costs associated with them. 4.2. To date, since 2005/2006 the Fund has invested over £7.7 million of improvements into the Council’s non-domestic assets, leading to significant reductions in emissions 15 85
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and running costs. Revenue savings realised as a result of these investments are used to replenish the fund to enable further projects to be delivered. Projects to date have included the installation of a range of improvements across schools, leisure centres, offices and community buildings, including:- secondary glazing solar panels LED lighting and controls combined heating and power boilers insultation and draught proofing 4.3. Within the Council’s budget for 2026/2027, an additional one-off investment of £1.00 million has been provided to boost the CEEF to enable additional projects to be scoped and delivered within 2026/2027 and 2027/2028. 4.4. To allow detailed assessment and feasibility work to be conducted, as well as building in sufficient time to accommodate the procurement process, it is noted that spend is likely to be profiled as follows:- 2026/2027 - £0.350 million 2027/2028 - £0.650 million 4.5. Property Services have considered specific projects across education, leisure and corporate assets within the two-year period, with the aim of maximising the benefits achieved from the enhanced level of funding now available, these are proposed as follows:- PV installation plus BEMS upgrades Site Indicative cost Indicative payback /yrs Hamilton Palace Sports Ground £74,000 5.7 Lifestyles Fairhill £81,000 4.7 Lifestyles Stonehouse £76,000 4.9 Murray Owen Centre £81,000 6.3 Sub Total £312,000 LED lighting and controls plus BEMS upgrades Site Indicative cost Indicative payback /yrs Burgh Primary School £100,000 9.6 Cathkin Primary School £110,000 5.8 Chatelherault Primary School £110,000 6.0 Glenlee Primary School / Hamilton School for the Deaf £100,000 7.8 Netherburn Primary School £58,000 8.4 St Cuthbert's Primary School £105,000 8.7 St John's Primary School - Hamilton £105,000 7.8 Sub Total £688,000 86
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Site Indicative cost Indicative payback /yrs Overall proposed package of works £1,000,000 6.6 4.6. Progress and outcomes relating to CEEF is reported to this Committee as part of the Resource Plan, as well as to the Climate Change and Sustainability Committee as part of the Local Heat and Energy Efficiency Strategy and Sustainability and Climate Change Strategy updates. 5. Estate Improvement Budget 5.1. Housing Services co-ordinate an annual Estate Improvement Budget as part of the wider Housing Investment Programme. This incorporates £0.080 million, allocated evenly across each of the four housing divisions and spent on priority projects identified in conjunction with tenants. 5.2. The funding is allocated to small scale improvement projects on land or assets owned by the Housing Revenue Account. Alignment with the council’s Participatory Budgeting approach is a key aspect of how the funds are allocated, with tenants and other customers consulted on where and how the funds are spent. An annual report is provided to the relevant Area Committee for each division, setting out projects delivered and tenant or other customer consultation undertaken as part of these. 5.3. Projects delivered to date through the budget include:- improvements to bin provision and storage upgrades to communal drying areas renewing fencing improvements to parking provision lock up investment 5.4. Within the Council’s budget for 2026/2027, a one-off investment of £0.500 million has been allocated to the Estate Improvement Budget with the purpose of further improving areas surrounding the Council’s housing estate. 5.5. Tenant representatives across each division will be informed of the additional funding available for this purpose, and continue to be involved in agreeing the allocation of the funds through a continued participatory budgeting approach, alongside a review of the priority projects as set out within the future housing investment plan. 5.6. Progress and outcomes relating to the Estate Improvement Budget is reported to the relevant Area Committee on an annual basis, with summary updates also provided to Housing and Technical Resources Committee as part of the Resource Plan, and the Executive Committee as part of the Local Housing Strategy and Participatory Budgeting updates. 5.7. Due to these additional funds being allocated to the Estate Improvement Budget, a follow up report will be presented to this Committee in June 2026, confirming the detail of the additional projects and associated timescales for completion. 87
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6. Next Steps 6.1. If approved, Property Services will progress the assessment and feasibility of the energy efficiency improvement projects across the council’s non-domestic estate as noted at paragraph 4.5 of this report. 6.2. Housing Services will commence a review of the housing investment plan considering priority estate improvements alongside engagement with tenant representatives for each of the four housing localities to advise of the additional funding and agree priority areas for spend. 6.3. Monitoring and reporting arrangements from this additional funding arrangements will be incorporated into existing established reporting structures to the relevant Committee(s) as referenced at paragraphs 4.6, 5.6 and 5.7. 7. Financial Implications 7.1. The additional funding provided through the council budget will be managed by Property Services and Housing Services, with existing financial monitoring arrangements utilised to ensure adequate and appropriate spend across both areas. 8. Employee Implications 8.1. There are no employee implications associated with this report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change, sustainability or environmental implications associated with this report. 9.2. Energy efficiency improvements and outcomes as a result of the Central Energy Efficiency Fund will continue to be monitored and outcomes reported through existing arrangements as detailed at paragraph 4.6. 10. Other Implications 10.1. There are no other implications associated with 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 existing policy, function or strategy and therefore, no integrated impact assessment is required. 11.2. The additional one-off investments detailed in this report, are derived from the budget approved by the Council on 25 February 2026,which was informed by the Budget Consultation exercise carried out between November and January 2026 Stephen Gibson Executive Director (Housing and Technical Resources) 4 March 2026 88
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Link(s) to Council Values/Priorities/Outcomes Good quality, suitable and sustainable places to live Accountable, effective, efficient and transparent Caring, connected, sustainable communities Focussed on people and their needs Working with and respecting others Previous References South Lanarkshire Council, 25 February 2026 List of Background papers None Contact for further information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) E-mail : craig.jardine@southlanarkshire.gov.uk Sharon Egan, Head of Housing Services Ext: 4595 (Tel: 01698 454595) Email:Sharon.egan@southlanarkshire.gov.uk 89
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Report Agenda Item Report to: Housing and Technical Resource Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Homeless Pressures Update 1. Purpose of Report 1.1. The purpose of the report is to:- update on the continuing pressure on homelessness services; and progress made since the declaration of the housing emergency 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - (1) the scale and nature of continued high demand for housing and homelessness assistance both nationally and locally, be noted; (2) that the impact of mitigating actions set out in the current Homelessness Strategic Action Plan, be noted; and (3) that the arrangements in place to deliver additional temporary accommodation for 2026/2027 be noted. 3. Background 3.1. Since the Council declared a housing emergency on 12 June 2024, regular updates have been provided to the Housing and Technical Resources Committee outlining the severe pressure on homelessness services due to sustained high levels of demand. 3.2. This position, alongside the conclusion of the Scottish Government led Rapid Re-housing Transition Plan (RRTP) approach in March 2024, led to a range of mitigations being incorporated within a refreshed Homelessness Strategic Action Plan for 2024/2025. These mitigations continue to be progressed during 2025/2026, with performance monitored on a regular basis. 3.3. Reports to the Committee have consistently highlighted that the extremely challenging circumstances being experienced locally are mirrored across Scotland. Common drivers continue to include, the cost-of-living crisis, a contracting private rented sector and national policy change in relation to removal of consideration of local connection in assessment of homelessness since November 2022. 3.4. South Lanarkshire Council continues to work closely with the Scottish Government, building on earlier collaborative work undertaken with the five local authorities experiencing the greatest surge in demand for homelessness assistance, including temporary accommodation. 3.5. The national plan to address Scotland’s housing emergency, published in September 2025, sets out a renewed commitment to preventing homelessness, increasing housing supply, and strengthening tenancy sustainment. The priorities and actions 16 91
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outlined in the national plan closely align with the Council’s existing Homelessness Strategic Action Plan, particularly around early intervention, rapid rehousing, and improved support for those with the most complex needs. 3.6. Previous Committee updates noted early indications that mitigating actions were beginning to stabilise demand and improve some performance outcomes. However, demand remains high compared to historical trends and continues to place pressure on the wider housing system. 3.7. Given the ongoing pressure on homelessness services, including costs above budget provision to meet temporary accommodation demand, the Housing Service continues to focus on increasing the supply of appropriate, good-quality temporary accommodation. 3.8. In this context, 2 new temporary accommodation projects have received Executive Committee approval and represent a significant and positive development in the Council’s response to the housing emergency. 3.9. The first is a new supported temporary accommodation service developed in partnership with Social Bite, providing 15 purpose-designed accommodation units with on-site support. This project strengthens the range and quality of supported accommodation available locally, particularly for households with more complex need, due to be operational by the new financial year. 3.10. The second is the development of a new First Stop temporary accommodation service, comprising fifteen units, at the former Clydesdale Hotel. This facility will provide safe and appropriate emergency accommodation, improving the Council’s ability to respond quickly and effectively to immediate homelessness presentations, due to be operational by the new financial year. 3.11. Collectively, these 2 projects will deliver thirty additional units of temporary accommodation supply. Once full to facilitate an exit from the current reliance on hotel accommodation, returning its use to a position of exceptional and short-term application only, rather than a routine response to demand. 3.12. These developments sit alongside wider mitigations and are a key component of the Council’s longer-term approach to stabilising the homelessness system and improving outcomes for households. This includes a particular focus on children and young people affected by homelessness recognising the importance of prevention where possible and otherwise speedy resolution with sustainable outcomes. 3.13. In addition, operationally, this increased capacity is expected the Scottish Government has commenced consultation with local authorities on the proposed “ask and act” approach to homelessness duties, including consideration of the full costs associated with service delivery. An update on the response to this consultation, informed by local performance and operational experience, is being reported separately to the Committee on today’s agenda. 92
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4. Performance Monitoring 4.1. Table 1 below sets out performance in relation to key indicators identified to gauge the impact of mitigations implemented since April 2024, by comparing the position at year- end in 2024/2025 with the same period in the previous 2 years and progress up to Quarter 3 of the current year. Table 1 Comparison of Key Homelessness Measures 2022/2023 to 2025/2025 (at Quarter 3) Measure Quarter 3 2025/26 Quarter 3 2024/25 2024/25 % change (at Q3) 2023/24 2022/23 Homeless applications received 1,573 1,734 2,467 -9.28% 2,728 2,502 Homeless decisions 1,531 1,713 2,099 -10.62% 2,277 2,144 Active caseload 1,477 1,552 1,543 -4.83% 1,579 1,309 Average case closure days 286 278 285.2 2.82% 235.3 210.42 Let’s to Urgent Homeless 66.7% 64.9% 63% 1.68% 63.38% 65.6% Permanent offers refused 15.94% 13.29% 13% 19.94% 8.98% 12.01% Offer Appeals received 207 228 315 -9.21% 218 133 Sustainment following homelessness 91.7% 91.9%% 91.30% 0.87% 91.20% 90.50% Outcomes to social housing tenancy 61.7% 68.7% 70% -10.19% 75% 71% 4.2. The above statistics reflect positives comparing the position over the last 3 years. The %change column sets out comparison between Quarter 3 of the current and previous year, in addition to the actual position at Quarter 3 and encouragingly further reflects continuing progress in the following areas:- decrease in homeless applications by over 9% and resulting decrease in new homeless cases by 10% comparing level at Quarter 3 during 2024/2025 to the current year slight reduction in overall homeless caseload by almost 5% reflecting pressure built over extended period will take time to significantly reduce increased case closure timescales to an average of 286 days or just under nine months, again reflecting the pressure built in system priority in allocations to homeless households continues at almost 67% of all available lets, a slight decrease in the corresponding period last year (69%), which reduced to 63% by year end and importantly, a consistently high level over the last 3 years reduction in appeals against reasonable offer at 207 compared to 208 by Quarter 3 of 2024/2025 therefore projecting a lower level by year end in comparison to 315 received during 2024/2025. the majority of homeless applicants continue to move on from homelessness to secure social housing , almost 62% and tenancy sustainment following a period of homelessness remains high and increasing at over 91% 4.3. A key area of concern continues to be the sustained demand for homelessness assistance, including the requirement for temporary accommodation. Although demand is now starting to reduce, levels remain higher than pre-pandemic trends, and this persistent elevation is placing considerable pressure on the system. 4.4. The Council initially entered the pandemic period in a strong position, having made substantial progress in reducing homelessness during the early years of delivering the 93
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Rapid Rehousing Transition Plan (2019 to 2022). However, the prolonged period of increased demand that followed has steadily reversed this progress, resulting in significant and compounding pressures across the housing and homelessness system, particularly in relation to temporary accommodation availability, case complexity, and sustained throughput challenges. 4.5. As a result of sustained high demand and shortfall in supply of settled accommodation the Council has experienced increasing demand for temporary accommodation over the last year, further impacting on supply pressures in terms of increasing time spent living in temporary accommodation thus reducing throughput. 4.6. Over the last year, despite increasing temporary furnished housing stock across communities (to 769 units by Quarter 3 of 2025/2026) meeting demand has been challenging, resulting in reliance on hotel accommodation. Temporary accommodation placements have increased overall by 38.7%. Within this the greatest increase has been in hotel bookings at 1,291 placements recorded up to Quarter 3, compared with 475 placements at the same point last year, representing a 171.8% rise. This sharp increase reflects the pressure on available temporary furnished accommodation and the growing challenges in securing suitable emergency placements. 4.7. On a positive note, the Councils performance remains strong in terms of speedy move on from hotel accommodation at the earliest opportunity, with average length of stay in B&B this year at just above 2 nights on average per placement, broadly consistent with last year’s pattern but applied across far higher volumes. 4.8. Taken together, year to date performance indicates that demand is beginning to stabilise and the homelessness system is starting to recover capacity. However, pressure remains significantly above pre-pandemic levels, and sustained focus on supply, prevention and throughput will be required throughout 2026/2027. 4.9. Notwithstanding recent stabilisation, the scale of national housing supply constraints presents a continuing risk to further improvement. 4.10. The full range of performance measures which are used to gauge progress in relation to homelessness, remain under constant review. 5. Next Steps 5.1. Council officers will continue to closely monitor performance, and progress will continue to be reported to Housing Committee on a six-monthly basis for the duration of the housing emergency, with the next update scheduled for September 2026. 5.2. Thirty additional units of temporary accommodation (Supported and Rapid Access First Stop) will be introduced for the new financial year and will facilitate an exit from routine hotel use and improve overall system flow. 5.3. The authority's long-standing partnership approach to homeless prevention continues, with particularly strong collaboration with Health and Social Care partners. This includes a focus on developing prevention opportunities connected to pending duties on public bodies within The Housing (Scotland) Act 2025. Health and Homelessness core and sub-groups will lead on driving this key agenda across statutory and third sector services. 94
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5.4. Work is underway to develop the Homelessness Strategic Action Plan for 2026/2027, in collaboration with a broad range of partners including Council services, Health and Social Care, third sector organisations and Registered Social Landlords. A strengthened partnership approach will ensure the new annual plan aligns fully with both national and local priorities, particularly the shift toward a whole-systems approach to preventing homelessness. 5.5. The plan will build on previous achievements and support our collective readiness for the forthcoming ‘ask and act’ duties, embedding earlier, proactive interventions across all services. The existing high-level priorities remain central and are unlikely to change, as follows:- prevention improved outcomes for those with complex needs, and strengthened tenancy sustainment reducing the number of children experiencing homelessness 5.6. The development process places increased emphasis on shared ownership and accountability across all partners, ensuring that the plan both builds on previous achievements and supports coordinated, system-wide delivery in the year ahead. The revised annual plan, setting out in detail actions to be progressed across the partnership will be presented to Housing Committee seeking approval in June 2026. 5.7. Officers will continue to work with Scottish Government officials directly and engage in national groups focused on addressing the housing emergency locally and nationally. In particular in relation to maximising the councils increased supply of affordable housing, which is critical to exiting the housing emergency situation locally and nationally. 6. Employee Implications 6.1. There are no employee implications related to this report. 7. Financial Implications 7.1. There are no financial implications related to the content of this report; however, it is worth noting uncertainty around future funding of homeless services remains a risk for the council. 8. Climate Change, Sustainability and Environmental Implications 8.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change, or sustainability. 9. Other Implications 9.1. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 9.2. There are no additional risks associated with this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. There is no requirement for an equality impact assessment related to the content of this report. 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. 95
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Stephen Gibson Executive Director (Housing and Technical Resources) 26 January 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Caring, connected, sustainable communities People live the healthiest lives possible Our children and young people thrive. Good quality, suitable and sustainable places to live Previous References South Lanarkshire Rapid Rehousing Transition Plan 2019 to 24, Housing and Technical Resources Committee Report, 23 January 2019 Homeless Pressures Report to Executive Committee 8 May 2024 Annual Review of the South Lanarkshire Rapid Rehousing Plan and 2023/2024 and Homeless Pressures Update, 16 September 2024 Housing and Technical Resources Committee. Homeless Pressures Report to Housing and Technical Resources Committee - 26 February 2025 Homeless Pressures Report to Housing and Technical Resources Committee 13 August 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:- Jacqueline Fernie, Homelessness and Housing Support Manage Ext: 5139 (Tel: 01698 455139) E-mail : Jacqueline.Fernie@southlanarkshire.gov.uk 96
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Housing (Scotland) Act 2025 – Survey of Local Authority (LA) Housing Departments Relating to Financial Memorandum Costs for Homelessness Prevention Measures 1. Purpose of Report 1.1. The purpose of the report is to:- provide details on South Lanarkshire Council’s response to the Scottish Government survey on the Financial Memorandum on costs for homelessness prevention measures which closed on Friday 27 February 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations:- (1) that South Lanarkshire Council’s response to the Housing (Scotland) Act 2025 survey, relating to the Financial Memorandum Costs for Homelessness Prevention Measures (Appendix 1) be noted. [1recs] 3. Background 3.1. The Housing (Scotland) Bill became an Act on 6 November 2025. There were over 1000 amendments lodged over the various stages of the Bill. 3.2. Only Part 7 of the Act (relating to technical provisions) will come into force immediately. Many of the provisions require secondary legislation. The Scottish Government are currently working on commencement options, however, a key priority is to implement Awaab’s Law, domestic abuse, rent control exemptions and housing emergency actions. 3.3. Some of the straightforward provisions will also come into force ahead of the dissolution of Parliament in spring 2026. More complex provisions (such as where there is secondary legislation required for implementation) are to be planned for commencement during the next parliamentary session. Timescales for implementation are therefore unclear at this stage; however, a longstop date has been included in the legislation for the “Ask and Act” provisions to commence by, which is December 2028. 3.4. A full report on the specific provisions of the Act will be provided to the Committee in June 2026. 3.5. On the 20 November 2025, to inform future implementation of the homelessness prevention aspects of the new Act, the Scottish Government issued a survey to individual local authority housing departments designed to test the assumptions used in the Financial Memorandum. 17 97
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4. Survey of Local Authority (LA) Housing Departments – Financial Memorandum costs for homelessness prevention measures 4.1. The Ending Homelessness Together Action Plan sets out the Scottish Government’s approach to end homelessness in Scotland. The prevention measures set out in the Housing (Scotland) Act 2025 provide a legislative framework for the introduction of the new “Ask and Act” legislation, which creates a shared public responsibility to prevent homelessness as well as increasing the period for “threatened with homelessness” from 2 to 6 months for local authority assessments. 4.2. The Scottish Government believes that these earlier intervention measures and shared responsibilities to preventing homelessness will help people avoid crisis situations that often have wider and longer-term impacts, as well as significant financial costs for the public sector. 4.3. The Act includes a provision that Part 5 (homelessness prevention) must commence within 3 years of Royal Assent. The Scottish Government have committed to work with stakeholders, including local authorities, to draft and publish guidance and regulations on the homelessness prevention measures within these timescales. 4.4. The Scottish Government acknowledges that the measures set out in the Act have associated costs, particularly in the early years, although it believes that over time these costs should be offset by savings from reduced pressure on services due to lower homelessness rates, including the use of temporary accommodation. 4.5. In the previous responses to the various consultations during the passage of the Bill, the Council has repeatedly reiterated that the cost implications for Local Authorities should not be underestimated, given the significant budgetary pressures facing social housing providers as well as the ongoing housing emergency. 4.6. For the purposes of the Bill’s Financial Memorandum, the Scottish Government developed a costing model in order to produce a set of estimates across the various bodies affected by the new duties. 4.7. To quality assure their model, the Scottish Government issued a survey asking local authority housing departments to review each of the elements of the costings approach to see if the assumptions reflect housing department expectations. Where the assumptions did not reflect expectations, respondents were asked to provide views on reasonable values to use and add additional supporting information to explain the reasoning for the proposed value. 4.8. The survey contained 9 questions which primarily focus on costs to local authority housing departments due to the new homelessness duties (separate work is ongoing to look at potential costs on other relevant bodies, including non-housing local authority departments). 4.9. A series of ‘prevention pilots’, aimed at identifying how Ask and Act measures may work in practice were announced in November 2025 and will run to December 2026. South Lanarkshire’s partnership bid for a proportion of this funding was unfortunately unsuccessful, however we remain connected to national groups and will closely monitor learning and outcomes from the pilots across Scotland. 4.10. Final costs will undoubtably be influenced by the findings from the pilots which are expected to shape future regulations and guidance before a national roll-out. 98
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4.11. There are 9 questions within the survey, with a focus on the cost of delivering “Ask and Act” and assumptions made based on average employee costs, caseload projections and complexity of housing and support needs. 4.12. Appendix 1 provides a full response to each survey question. In summary:- the Council generally supports the impact assessment approach but notes that the Ask and Act legislation introduces new and untested responsibilities comparisons with the Duty to Refer, which applies in England, are not appropriate due to differing legislative contexts, and the analysis, therefore, likely underestimates caseloads and costs the proposed response notes areas of concern for the Council, in the context of particular challenges around the extreme pressure on homeless and housing services locally, the national housing emergency and the prospect of further increasing demand without equivalent enhanced resource 5. Next Steps 5.1 A full report on the specific provision of the Act will be presented to the Committee in June 2026. 5.2. As detailed at paragraph 4.3, the Act includes a provision that Part 5 (homelessness prevention) must commence 3 years from Royal Assent. It is likely that the evaluation of the £4 million Homelessness Prevention Pilot will consider the actual costs associated with the new duties which will inform the timescales for implementation and resource requirements. 5.3 As implementation of the Act progresses, Housing and Technical Resources will continue to monitor developments, take opportunities to influence implementation and provide updates to the Committee as appropriate. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 9. Other Implications 9.1. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement to the Scottish Housing Regulator. 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 integrated impact assessment is required. As required, integrated impact assessments will form a key part of the review and development of policies and strategies. 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. 99
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Stephen Gibson Executive Director (Housing and Technical Resources) 14 January 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Caring, connected, sustainable communities. Previous References Scottish Government Survey November 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:- Sharon Egan, Head of Housing Services Ext: 4595 (Tel: 01698 454595) E-mail: sharon.egan@southlanarkshire.gov.uk 100
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Appendix 1: Survey of Local Authority (LA) Housing Departments – Financial Memorandum costs for homelessness prevention measures Question Full Response Question 1. Do you agree that for the reasons set out above, the one-off costs relating staff training/guidance, awareness raising and domestic abuse policy development should be minimal? X No South Lanarkshire Council agrees in part. We acknowledge that the outcomes from the prevention pilots will play a significant role in identifying what “real world settings” mean for those relevant bodies with a mandatory duty to Ask and Act. The results from the pilots should also inform how and what needs to be developed and implemented more locally to ensure the duty does become part and parcel of engagement between relevant bodies and service users. However, given the importance of relevant bodies to enquiring about a person’s housing situation, and not merely reacting to a crisis situation, will undoubtedly place additional pressures on those organisations’ resources, which will be required to embed preventative focus and action into everyday practice. While the development of the national level training and guidance is welcome, this will be very much high level and is unlikely to adequately target the individual training needs of relevant bodies’ staff to ensure the Ask and Act duty can be effectively delivered across a wide range of organisational and geographical settings. We therefore anticipate local authorities will require to review national guidance against existing prevention approaches and processes to develop their own policy, with partners. This will also require engagement with the voice of lived experience in a local context, reviewing existing arrangements and enhancing approaches as required. In our previous consultation responses on the Bill, we have reiterated that realistic additional resources from the Scottish Government would be necessary to ensure delivery of the Ask and Act duty at a local level. At the same time, we have also consistently pointed to the potential increase in referrals to local authority homelessness services. Question 2. Do you agree that an allowance for each LA of £12,500 for making any changes to its IT system and any related changes to data sharing agreements is reasonable? X No South Lanarkshire Council agrees in part. While South Lanarkshire Council welcomes the acknowledgement by the Scottish Government that a funding allowance for changes to its IT system will be required, there is no recognition that Local Authorities commonly have multiple IT systems which are not integrated across various services and costs cannot be realistically established at this time, whilst the detail of requirements on public bodies remains unclear. 101
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The full requirements for the sharing of information across different bodies via IT systems to housing departments, at this stage, is also uncertain as there needs to be full consideration of system capabilities against data sharing requirements. As detailed in our response to Q1, it is vital that, through the prevention pilots, IT and data sharing agreements are fully scoped before a more realistic indication of IT costs can be achieved for all parties. Question 3. Do you agree that the caseload scenarios set out in Table, in particular the 6% (low), 15% (medium) and 30% (high) increases in LA caseload relative to current housing options approaches are reasonable? X No Whilst we understand and appreciate the challenge to estimate ahead of implementation and understand the rationale applied, in the absence of actual experience, we consider the very different context in England does not provide a basis for assumptions in Scotland. In particular, the additional or enhanced homeless protections in Scotland, we believe pose a risk to prevention activity where homelessness assistance is more accessible from an earlier stage. It will be vital for LA housing departments to carry out work to enhance prevention throughout the current housing options processes through to homelessness. This will undoubtably mean housing departments will incur additional costs particularly in the context of a housing emergency and very limited housing options. The extension of homeless priority from 2 to 6 months may also incur additional temporary accommodation costs, possibly at a significant cost. Question 4a. Do you agree that categorisation of different types of cases in Table 2 is a reasonable approximation of the type of work that is likely to be required? X No We believe the estimates in Table 2 are low considering the range of complex needs of applicants that LA housing departments currently support. The case types detailed above, while relevant to some cases, may not necessarily tell the whole story for homeless applicants in relation to the Ask and Act duty. From our own experience, 10 hours for a direct homeless presentation is a very low estimate. For example, an applicant presenting with no particular support needs takes on average 1 hour 20 minutes for initial presentation, followed by around 1 hour for a housing plan meeting as well as monthly contact thereafter until housed, on a permanent basis, as a minimum. With average time to house currently around 1 year and estimating 1 hour per contact per month equates to over 12 hours just in contact/follow up actions/recording for the most straightforward cases. Where there are more complex needs, it is not uncommon for an officer to spend multiple hours per week on contact/casework/referrals/case discussion etc. over an extended period of homelessness, by both housing officers and housing 102
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support staff (internal and/or commissioned services). Sourcing temporary accommodation alone can be a challenging and lengthy process. It should be noted that the caseload estimates detailed above do not take account of prevention activity aiming to prevent homelessness. Question 4b. Do you agree that the share of each case type as set out in Table 2 is reasonable? X No South Lanarkshire Council Agrees in part. We do not see any reason for cases referred by partners as a result of the Ask and Act duty to be any more complex or lengthy. Indeed, one of the challenges faced by LA housing departments is accessing relevant support needs assessment and the appropriate support, there may some advantage where partners are already involved in providing a support-based service to the applicant. It may be more beneficial to consider case type, low support needs, medium and more complex/multiple needs and support services in place at point of presentation in estimating casework requirements as opposed to the route into homeless service. Question 4c. Do you agree that the average amount of staff time required for each case type as set out in Table 2 is reasonable? X No South Lanarkshire agrees in part. We agree with Type 1 and 2 categories detailed in Table 2 as some cases only require information and advice and little practical assistance, but these are a smaller percentage of cases. However,1.5 hours is a low estimate of time spent taking account of the actual assessment process to understand circumstances and offer tailored advice and any assistance required for example, supporting an application for DHP and maintaining contact to assist as required. In relation to Type 3, this is a largely untested area and it is difficult to know what work will be involved, however, taking account of a concern raised by a partner, we would anticipate these case types would be on a par with Type 2 (for which we consider timescales are underestimated). As detailed in our response to Q4b, one of the challenges faced by LA housing departments is accessing relevant support needs assessment and the appropriate support, there may some advantage where partners are already involved in providing a support-based service to the applicant, which can be a challenge, particularly around lack of consistency in engagement by applicant. We anticipate Type 3 cases will also increase given there is only so much a partner service can do to prevent homelessness and consequently we expect referral to housing to be a significant outcome of Ask and Act assessment. 103
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Question 5a. Do you agree that the assumptions on hours as set out in Table 4 are reasonable? X Yes South Lanarkshire Council agrees the assumptions in Table 3 are reasonable and would highlight that additional resource will also require management/supervision responsibility. Question 5b. Do you agree that the assumption on the cost to business as set out in Table 3 are reasonable? X Yes South Lanarkshire Council agrees with the assumptions in Table 3 in relation to cost of individual worker is reasonable. Again, additional responsibilities will require wider additional resources in workspace/IT/management. Question 6. Do you anticipate any other recurring costs due to the new homelessness requirements, that are not already accounted for in our costing model? X Yes South Lanarkshire Council does anticipate that there will be other recurring costs due to the new homelessness requirements which should be accounted for in the assumptions detailed in Table 4 including: - Additional temporary accommodation requirements; - Additional pressures on homeless backlog/active caseload; - Impact on time spent in temporary accommodation; - Demand on settled housing; and - Additional support requirements across partnerships. Question 7. What type and extent of savings might be possible in the longer run due to the preventative approach embodied in the new homelessness duties? Shifting the balance from homelessness to prevention requires available housing options delivered over a period of time, in particular access to a sufficient level of affordable housing across housing markets in each local authority area (resolving people being encouraged/pushed out-with their area of choice to access temporary and settled housing). This would help to reduce costs in temporary accommodation, deliver a reduction in housing/homelessness staff resources or re-direction to housing options, prevention and wider housing management priorities which are currently stretched and continuing to face increased pressure (for example in annual increase to housing stock with no proportionate increasing housing management resource). Question 8a. How do you currently work with other relevant bodies, including other departments within your LA, on homelessness issues? South Lanarkshire Council’s housing services currently works with a number of partnership groups at a strategic level including around the following themes: - Health and homeless Integrated Joint Board (IJB) Continuing care Sustainable Housing on Release for Everyone (SHORE) South Lanarkshire Alcohol and Drug Partnership Gender based violence In addition, while we have strong operational relationships with partners, we continue to face challenges in terms of ability to refer 104
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into services, share information, and individual service priorities encourage siloed working. As detailed in our earlier response to Q1, it is vital that the prevention pilots fully consider this in relation to effective data sharing and outcomes. Question 8b. Do you have any thoughts on how you might work together with other such bodies in the future to address the new homeless requirements? In addition to the responses provided to the previous questions, consideration should be given to more structured referral routes into and across services. The ability to share information in a consistent and clear format is crucial including feedback on referrals made. More “stickability” of support services, particularly in mental health and addiction (for example failure to attend appointment/engage not being an automatic case closure reason). Question 9. Do you have any final comments you would like to make? As detailed at Q1 and in our previous consultation responses to the Bill, we have reiterated that realistic additional resources would be necessary to ensure delivery of the Ask and Act duty at a local level as well as highlighting that this could potentially lead to an increase in referrals to local authority homelessness services. In our previous response to the call for views on the Financial Memorandum on the Bill, we welcomed acknowledgement within the memorandum of the significant costs that the Bill would entail for local authorities in relation to homelessness prevention. We also highlighted that it was questionable whether past homelessness trends provided a reliable basis for predicting future needs/demand for homelessness services. The unprecedented increases in homelessness occurring in many areas of Scotland and the significant impact of legislative change, for South Lanarkshire Council for example the disproportionate impact of removal of local connection within Scotland require caution to be exercised in basing projections on historical trend data. The continued pressures therefore call into question the reliability of the additional costs anticipated in relation to homelessness and continues to strengthen the case for delaying implementation until the current position in relation to homelessness has stabilised. Adequate funding for the new duties as well as assurance from the Scottish Government on future funding provision is vital to support long term planning of homelessness services including prevention as well as helping to move on from the current housing emergency. 105
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Health and Safety Compliance 1. Purpose of Report 1.1. The purpose of the report is to:- outline Property Services compliance with legal obligations relating to Health and Safety within council housing 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - (1) that the South Lanarkshire Housing and Technical Resources update on Health and Safety compliance be noted; and (2) that the robust processes and procedures in place to ensure Health and Safety compliance be noted. 3. Background 3.1. Ensuring effective implementation of statutory and regulatory Health and Safety requirements is a key area of activity for the Resource. This focuses on maximising efforts to reduce accidents and complying with all current and emerging health and safety legislation to develop and promote a safe environment for employees, tenants and customers. 3.2. Legislative compliance is monitored at the highest level within the Resource and remains a key focus for the Scottish Housing Regulator (SHR). The updated Scottish Regulator Framework introduced in 2024, included a new provision that all landlords must provide explicit assurance in their Annual Assurance Statement (AAS) on a number of Health and Safety issues:- Gas safety Electrical safety Water safety Fire safety Asbestos Damp and Mould Lift safety 3.3. The Annual Assurance Statement s (AAS) reported to committee in September 2024 and October 2025 confirmed that we comply with all our legal obligations relating to tenant and resident safety with the exception of the following:- Fire Tolerable Standards (installation of integrated carbon monoxide and smoke alarms) and Fixed Electrical Testing – a programme of work is progressing well; 18 107
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however, a number remain outstanding due to the ability to gain access to carry out the installations/testing. A robust programme of work is in place to address these issues which is being closely monitored within the Resource 3.4. This report provides the Committee with a detailed explanation of requirements and explains how compliance is maintained within the Resource. 4. South Lanarkshire Council Property Services – Current Health and Safety Updates 4.1. Health and Safety compliance/ assurance is provided through a wide range of arrangements which are in place, at a Council and Resource wide level 4.2. As noted above, it is a specific requirement of the (AAS) to confirm that Councils are complaint with health and safety requirements in relation to council houses on annual basis, highlighting any issues that may exist. 4.3. There are robust processes and procedures in place for all the Health and Safety elements requirements within the AAS, which are detailed below: - 4.3.1 Gas Safety - In line with Gas Safe Legislation, domestic and commercial properties are serviced yearly with certification produced as per the mandatory requirements. Service of the council’s domestic properties are scheduled on a 10 monthly rota to ensure compliance by the anniversary date. A robust “no access” process in place, which includes as a last resort the appropriate use of forced entry and capping of meters. This ensures the safety of tenants and their neighbours. All Council (HRA) properties within South Lanarkshire currently have an in-date service certificate. 4.3.2 Electrical safety - Fixed Electrical Testing (FET) is carried out in all domestic and commercial properties in line with current legislative requirements (every 5 years). The only change to this comes when a recommendation is made to test again in a shorter time frame due to the age of the building or installation. Any remedial works generated are logged and carried out. As noted above, the previous two AASs have noted that the Council is partially compliant with FET requirements. Over the past two years a specific focus has been placed upon securing compliance in this area, including the operation of a robust forced entry procedure for properties where the tenant has repeatedly failed to provide access. This approach has been very successful, and with the exception of a small number of tenancies, where individual plans are in place, it is anticipated that full compliance will be achieved by the end of this financial year. 4.3.3 Water Safety - For domestic properties the Council’s focus is on low-rise and high- rise flats, with a property monitoring programme in place. Water quality visits are conducted with our operative’s producing the required certification and any remedial works identified are logged, classified and prioritised according to the level of risk posed. 4.3.4 Fire safety – For domestic properties the key requirement is that interlinked smoke alarms are fitted withing each council property. The tolerable standards programme which will be concluded in 2026 will ensure that interlinked fire and heat alarm systems are fitted in every Council house in South Lanarkshire. Whilst undertaking FET, general maintenance visits and when a property becomes void, alarms are tested and renewed if necessary. Renewal dates for the alarms are logged and added to our data base to be actioned. 108
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4.3.5 Asbestos – The Council has a legal obligation under legislation to ensure asbestos is effectively managed in properties that we own or operate. Property Services operate an Asbestos Management Plan which details a summary of the actions we undertake to minimise the risk to tenants, staff and contractors of exposure to asbestos. The Plan is supplemented by a variety of detailed procedures which will be updated on an ongoing basis to ensure adherence to legislation and best practice guidance, this includes:- gathering information through surveys maintenance and use of information actions required if asbestos containing materials are identified, together with our communication proposals training of staff and operatives and procedures for dealing with accidental damage Additionally, an Asbestos support team has been in operation for the last 10 years, to:- support repairs staff to enable repairs, voids and adaption works manage the asbestos in low and high-rise common areas provide essential support the Housing investment programmes 4.3.6 Damp and Mould - in January 2025 the Scottish Housing Regulator updated the Charter indicators to include three new indicators pertaining to damp and mould. The first return that landlords will make on the new indicators will be for 2025/2026, with work already underway to support collation and reporting of these. The Housing (Scotland) Act 2025 introduces new legislative proposals in relation to responding to complaints of damp and mould. The Scottish Government have indicated that these new provisions will be introduced in October 2026, however full details of requirements and the guidance to support implementation are still to be provided. This law will introduce strict timeframes for landlords (social and private) to address serious damp, mould, and other housing hazards, with emergency repairs needing 24-hour attention and significant hazards investigated within 10 days. In preparation for the upcoming changes, a Resource working group has been established, consisting of a range of representatives from across Housing and Property Services, with the aim of ensuring that the Resource is well-placed to deal with the new requirements. A detailed update on this provision is proposed as part of a separate report on the Housing (Scotland) Act 2025 to the Committee in June 2026. 4.3.7 Lift safety – A third-party inspection body, conduct thorough examinations on a six- monthly basis of all passenger lifts in compliance with Lifting Operations and Lifting Equipment Regulations (LOLER) 1998. In addition, current lift maintenance contractors carry out six-monthly maintenance and safety inspections on all lifts. These contractors provide a fully comprehensive service, including maintenance, repairs, and 24/7 breakdown response, covering both normal and out-of-hours periods. 4.4. Out with the requirements of the AAS, the Council has, over the past two years maintained a particular focus upon addressing any issues highlighted with Reinforced Autoclaved Aerated Concrete (RAAC). 109
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When the issue of RAAC first arose as an area of concern, South Lanarkshire Council immediately undertook a series of measures to ensure that any risk presented was considered appropriately and dealt with accordingly. In the first instance, desktop assessments were undertaken to all housing and non- housing properties across the entire portfolio to identify all properties which might be considered to be in scope for RAAC being present. This was followed by inspections by Building Surveyors to identify all properties at which RAAC was suspected to be present. In any such case, an engineer with expertise in this field was engaged and confirmation of RAAC being present was sought, followed by recommended measures required to be taken. Recommended measures can range from regular ongoing inspection, to ensure any deterioration is monitored, recommendation for planned removal, and finally to emergency propping in very limited cases. In all cases, the engineer’s advice has been followed, and in any property where RAAC has been encountered and removal has been recommended, the council has either now removed the material or is advancing plans to provide for its removal. In all other properties, monitoring as recommended by the engineer continues to be carried out. 4.5. The above processes and current performance results can confirm that the resource is confident that appropriate systems, evidence, relationships, and channels of communication are in place to ensure the effective planning, delivery and monitoring of relevant services against Health and Safety requirements. 4.6. There are further elements of Health and Safety within the Resource which support delivery of service in a manner which reflect health and safety requirements, these include:- Employee Health and Safety Handbook – Specific handbooks developed for specific trades. service areas and includes all relevant Risk assessments, Safe Systems of work and toolbox talks Employee Health and Safety Training - training for employees, covering mandatory areas including manual handling, first aid, and specific plant operation, plus offering links to Healthy Working Lives (HWL) for general workplace health, and ensuring all HSE requirements are met. In terms of legislative compliance training this is carried out within 22 individual disciplines and to date, this year, over 750 tradespersons have been trained, (an increase of over 480 staff from 2024/2025) Health and Safety audits and associated actions – systematic, independent reviews of health and safety management system to check compliance with regulations, identify hazards, assess current controls, and recommend improvements for a safer workplace. These are conducted by the Council’s central Health and Safety team, and all actions recorded and monitored Integrated Management System Audits - reviews multiple management systems (Quality and Health and Safety) together in a single, efficient process. There is a yearly programme in place and findings are presented to relevant managers and actions taken forward to closure. 110
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5. Gas Annual Service within Multi-Storey Flats (MSF) – privately owned properties 5.1. There are 3 MSF blocks in central Cambuslang which have a mains gas supply. These were fitted during the construction in approximately 1970/1971. All other flats in South Lanarkshire Council (SLC) are fully electric. The 3 blocks are:- Rosebank Tower Standford Hall Sherry Heights 5.2. There are 72 flats in each block, with SLC owning 177 and 39 privately owned properties across the three blocks. As a matter of course, all Council-owned properties are subject to an annual gas safety check to service the gas heating/appliances and complete vital safety checks. In addition, the majority of the owners (21) have been participating in the SLC gas safety programme, and 4 of the 39 flats are all-electric. 5.3. From September to December 2025, staff across Housing and Technical Resources sought to establish that the remaining owners have satisfactory gas safety certificates in place. This exercise reached a satisfactory conclusion, with 100% of the remaining owners either joining the SLC gas safety programme or providing evidence that they have a certificate in-place. 5.4. Moving forward, this will now form part of the annual inspection process. Led by the Factoring Service, inspections are already diarised for 2026 and annually thereafter. 6 Next Steps 6.1. Continue to implement current working practices to ensure compliance continues. 6.2. The next AAS will be presented to the Committee for approval on 2 September 2026. 7. Employee Implications 7.1. There are no employee implications associated with this report. 8. Financial Implications 8.1 The costs associated with Health and Safety compliance and of the legislative programmes are already considered within existing budgets. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change, sustainability or environmental implications as a result of this report. 10. Other Implications 10.1. There are no additional risks associated with this report. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, strategy or plan and is not subject to impact assessment requirements. 11.2 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. 111
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Stephen Gibson Executive Director (Housing and Technical Resources) 3 March 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 112
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 18 March 2026 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 Quarter 3 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 Quarter 3 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 3, 2025/2026 4.1. The summary of transactions progressed under delegated authority during Quarter 3 of 2025/2026 is shown in Appendix 1, column 2, however, can be summarised as follows:- 19 113
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Total number of transactions 69 Total value of lease transactions £215,186 per annum Total value of capital transactions £3,952,044 Total number of miscellaneous transactions 2 4.2. The overall profile of the volume and value of transactions during 2025/2026 is generally consistent with previous years. 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. The rental income to the Council is increased as a result of the new lettings and lease renewals. 6.2. Disposals generate additional capital monies for the Council’s Capital Programme. 6.3. Acquisitions are carried out in accordance with approved plans and capital budgets, to enable investment programmes to proceed. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no issues in relation to climate change, sustainability and environment contained within this report. 8. Other Implications 8.1. There is a low risk that the rental and capital receipts identified within these delegated authority reports are not achieved if, for reasons outwith 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. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Consultation takes place with the occupying Resource, Planning, Roads and Legal Services, on a transaction by transaction basis as and when required. 9.2. 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) 21 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee, 13 August 2025 Housing and Technical Resources Committee, 17 December 2025 114
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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 115
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Appendix 1 Delegated Authority Transactions Transaction Type Quarter 3 2025/2026 No Value Lease Renewal 1 £4,950 New Lease Landlords Consent 15 2 £119,262 £0 Assignation 2 £0 Rent Review 3 £90,974 Total Revenue 23 £215,186 Disposal 5 £9,051 Compensation 0 £0 Wayleave/Servitude 1 £0 Acquisition Title Waiver 37 2 £3,942,493 £500 Total Capital 44 £3,952,044 Miscellaneous 2 £1 116