Agenda Document Pack - Housing and Technical Resources Committee - 30/08/2023
South Lanarkshire Council · 30 August 2023
Back to Housing and Technical Resources Committee — 30 August 2023 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 22 August 2023 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, 30 August 2023 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 Cleland Sneddon Chief Executive Members Davie McLachlan (Chair), Martin Lennon (Depute Chair), Joe Fagan (ex officio), Walter Brogan, Archie Buchanan, Mathew Buchanan, Janine Calikes, Gerry Convery, Margaret Cooper, Andrea Cowan, Maureen Devlin, Colin Dewar, Allan Falconer, Grant Ferguson, Alistair Fulton, Ross Gowland, Geri Gray, Ross Lambie, Richard Lockhart, Julia Marrs, Ian McAllan, Kenny McCreary, Norman Rae, David Shearer, Margaret B Walker, Kirsty Williams Substitutes John Bradley, Robert Brown, Poppy Corbett, Gladys Ferguson-Miller, Martin Hose, Cal Johnston- Dempsey, Gavin Keatt, Susan Kerr, Eileen Logan, Monique McAdams, Richard Nelson, Helen Toner, 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 held on 31 May 2023 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) Joint report dated 29 June 2023 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 13 - 18 4 Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources (Housing Revenue Account (HRA)) Joint report dated 29 June 2023 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 19 - 22 5 Revenue Budget Monitoring 2023/2024 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) Joint report dated 2 August 2023 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 23 - 28 6 Revenue Budget Monitoring 2023/2024 - Housing and Technical Resources (Housing Revenue Account (HRA)) Joint report dated 2 August 2023 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 29 - 32 7 Capital Budget Monitoring 2022/2023 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) Joint report dated 9 August 2023 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 33 - 36 8 Capital Budget Monitoring 2022/2023 - Housing and Technical Resources (Housing Revenue Account (HRA)) Joint report dated 29 June 2023 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 37 - 40 9 Capital Budget Monitoring 2023/2024 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) Joint report dated 9 August 2023 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 41 - 44 10 Capital Budget Monitoring 2023/2024 - Housing and Technical Resources (Housing Revenue Account (HRA)) Joint report dated 2 August 2023 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 45 - 48 11 Housing and Technical Resources - Workforce Monitoring - April to June 2023 Joint report dated 26 July 2023 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 49 - 54 2
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12 Housing and Technical Resource Plan Quarter 4 Progress Report 2022/2023 Report dated 9 August 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 55 - 80 Item(s) for Decision 13 Scottish Housing Regulator – Annual Assurance Statement 2022/2023 Report dated 20 July 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 81 - 86 14 Annual Review of the South Lanarkshire Rapid Rehousing Transition Plan 2022/2023 Report dated 18 July 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 87 - 138 15 Disposal of Domestic Council Properties within Castlebank House, Lanark Report dated 9 August 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 139 - 144 16 Community Facility Review – Ward 7, East Kilbride Central South Joint report dated 26 July 2023 by the Executive Directors (Housing and Technical Resources) and (Community and Enterprise Resources). (Copy attached) 145 - 150 17 2 & 2A Langlands Avenue, Kelvin South Industrial Estate, East Kilbride – Lease to Ellsworth Adhesives Limited Report dated 27 July 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 151 - 154 18 Floor 14, Council Offices, Almada Street, Hamilton – Extension of Lease to SEEMiS Group LLP Report dated 27 July 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 155 - 156 19 Stewartfield Community Centre, East Kilbride – Asset Transfer to Badminton Academy Social Enterprise Report dated 30 July 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 157 - 162 Urgent Business 20 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Helen Calley Clerk Telephone: 07385370069 Clerk Email: helen.calley@southlanarkshire.gov.uk 3
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HOUSING AND TECHNICAL RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 31 May 2023 Chair: Councillor Davie McLachlan Councillors Present: Councillor Walter Brogan, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Gerry Convery, Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Allan Falconer, Councillor Grant Ferguson, Councillor Ross Gowland, Councillor Geri Gray, Councillor Cal Johnston-Dempsey (substitute for Councillor Archie Buchanan), Councillor Ross Lambie, Councillor Martin Lennon (Depute), Councillor Richard Lockhart, Councillor Julia Marrs, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Norman Rae, Councillor David Shearer Councillors' Apologies: Councillor John Bradley, Councillor Archie Buchanan, Councillor Joe Fagan (ex officio), Councillor Alistair Fulton, Councillor Margaret B Walker Attending: Finance and Corporate Resources G Booth, Finance Manager (Resources); H Calley, Administration Officer; C Cumming, Personnel Adviser; M M Wilson, Legal Services Manager; L Wyllie, Administration Assistant Housing and Technical Resources S Gibson, Executive Director; S Egan, Head of Housing Services; J Forbes, Head of Property Services; C Mitchell, Strategy and Support Manager 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Housing and Technical Resources Committee held on 15 March 2023 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Housing and Technical Resources – Workforce Monitoring – January to March 2023 A joint report dated 14 April 2023 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 January to March 2023:- attendance statistics occupational health statistics accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews 2 5
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The Committee decided: that the report be noted. [Reference: Minutes of 15 March 2023 (Paragraph 8)] 4 Housing and Technical Resource Plan 2023/2024 A report dated 10 May 2023 by the Executive Director (Housing and Technical Resources) was submitted on the Housing and Technical Resource Plan 2023/2024. Details were provided on the Resource Plan for 2023/2024, attached as Appendix 1 to the report, which outlined the:- key areas of focus for the year ahead Resource outcomes measures and actions resourcing of the Plan The Resource had established a number of outcomes to support the delivery of the Council Plan, Connect, in 2023/2024. To support those outcomes, the Resource had developed performance measures in an action plan detailed in Section 4 of the Resource Plan. Key or strategic measures would be included in the Council Plan progress reports 2023/2024, with the remaining measures being monitored and reported at Resource level. Following approval at individual Resource Committees, the Resource Plans for 2023/2024 would be submitted, as a pack, to the meeting of the Executive Committee to be held on 21 June 2023 for noting. In line with the Council’s performance management arrangements, a mid-year progress report on measures identified in the 2023/2024 Housing and Technical Resource Plan and an end of year report respectively would be submitted to future meetings of the Committee. Once approved, the Resource Plan would be made available on the Council’s website. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the Resource Plan 2023/2024, attached as Appendix 1 to the report, be approved; (2) that the Resource Plan 2023/2024 be uploaded onto the Council’s website; (3) that it be noted that, following Committee approval, all Resource Plans would be submitted to the Executive Committee on 21 June 2023 for noting; and (4) that it be noted that Progress Reports on the Resource Plan 2023/2024 would be submitted, at Quarter 2 and Quarter 4, to future meetings of this Committee. Councillors Cooper and Gray joined the meeting during this item of business 6
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5 Pavilion at Alexander Hamilton Memorial Park, Stonehouse – Asset Transfer to Friends of Stonehouse Park A report dated 24 April 2023 by the Executive Director (Housing and Technical Resources) was submitted on a request for asset transfer, by lease, of the pavilion within Alexander Hamilton Memorial Park, Stonehouse, to Friends of Stonehouse Park and requesting approval of the principal terms and conditions of asset transfer, as detailed in the report. The Council owned a pavilion within the Alexander Hamilton Memorial Park, Stonehouse which had not been used for many years and was in poor condition. Friends of Stonehouse Park was a local community organisation that worked in partnership with the Council to deliver projects and run local events in the park. Friends of Stonehouse Park had submitted a request for Community Asset Transfer of the pavilion, by lease, the validation date for which was 11 January 2023. In addition to placing the application and supporting documentation on the Council’s Planning Portal, notices had been placed on the property advising that the Council was considering an asset transfer. The closing date for responses had been 6 March 2023, at which time 31 representations had been received which were all supportive of the proposal. The request had been placed before the Community Asset Transfer Assessment Panel and details of the matters taken into consideration were provided in the report. The property did not have independent vehicular access, therefore, in any lease agreement, there would be exclusive occupation of the building but non-exclusive access rights through the park. There were private residencies within the park which shared the existing access arrangements. The pavilion housed electrical equipment that served the wider park and alterations would be required to ensure that the Council could continue to access this equipment. The Council had a clear and marketable title, however, the existing lease with South Lanarkshire Leisure and Culture would require to be terminated. Planning Services had indicated that planning consent would be required for change of use. The in-house Valuer had placed a rental value of £1 per annum on the property which reflected the level of investment required to bring the property back into use and its location within the public park. The proposal was for a 15-year lease followed by phased investment in the property. Initially, the electrical equipment access would be created and the wind and watertight repairs would be undertaken by the Council to allow the organisation to store its equipment and supplies. The property would be refurbished by Friends of Stonehouse Park to provide a Community Hub with kitchen/café, toilets and meeting space, and would be available to other community organisations. A funding application would be made to the Council’s Community Asset Transfer fund for the costs of redesigning the electrical supply area to enable external and secure access. This work would be carried out by the Council. It was proposed to grant the lease of the pavilion at Alexander Hamilton Memorial Park, Stonehouse, as shown on the plan attached to the report, to Friends of Stonehouse Park, on the principal terms and conditions as detailed in the report. 7
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The Committee decided: (1) that the pavilion at Alexander Hamilton Memorial Park, Stonehouse, be leased to Friends of Stonehouse Park, subject to the terms and conditions outlined in 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. 6 The Fountain, Lesmahagow – Lease to Lesmahagow Development Trust A report dated 26 April 2023 by the Executive Director (Housing and Technical Resources) was submitted on a request for a lease of The Fountain, Lesmahagow to Lesmahagow Development Trust and requesting approval of the principal terms and conditions as set out in the report. The subjects at The Fountain, Lesmahagow had been, until recently, managed by South Lanarkshire Leisure and Culture (SLLC). Following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this facility and control had been returned to the Council. Lesmahagow Development Trust had approached the Council requesting an annual lease of the subjects to enable the facility to re-open for community use and enable the Trust to operate the facility whilst testing the viability of a future Community Asset Transfer (CAT). This was not a formal CAT request in terms of the Community Empowerment (Scotland) Act 2015, however, similar matters had been considered. The extent of the property was shown on the plan attached to the report and, as there was no change of use or development, proposed planning consent would not be required. Part of the subjects at The Fountain was currently leased to the Bank of Scotland and this area would be excluded from the lease to Lesmahagow Development Trust and would remain with the Council. The upper floor of the property was a former flat which was in poor condition. Lesmahagow Development Trust was content that the flat be included in the lease, subject to the outcome of its building condition survey. It was proposed to lease the subjects at The Fountain, Lesmahagow to Lesmahagow Development Trust on the principal terms and conditions as detailed in the report. At the expiry of the lease, the Council and Lesmahagow Development Trust would consider renewal of the lease, subject to being satisfied as to the operation of the subjects by the Trust. The Committee decided: (1) that the subjects at The Fountain, Lesmahagow be leased to Lesmahagow Development Trust on the terms and conditions outlined in 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. 8
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7 Annual Update on the Property Asset Management Plan 2021 to 2025 A report dated 11 May 2023 by the Executive Director (Housing and Technical Resources) was submitted:- on the outcomes of the Property Asset Management Plan 2021 to 2025 annual update 2022, including the Local Government Benchmarking Framework (LGBF) Indicator outcomes for Property Condition and Suitability on the outcomes of the review into the extended model for Corporate Asset Management Plans advising of the development of a new Energy Demand Reduction Plan to be incorporated into the Property Asset Management Plan 2021 to 2025 The Committee decided: (1) that the 2022 update to the Property Asset Management Plan 2021 to 2025, including the updated Local Government Benchmarking Framework Indicator outcomes for Property Condition and Suitability, be noted; (2) that the outcomes of the review into the extended model for Corporate Asset Management Plans be noted; and (3) that proposals to develop a new Energy Demand Reduction Plan within the Property Asset Management Plan 2021 to 2025 be noted. [Reference: Minutes of 8 December 2021 (Paragraph 15)] 8 Revision of Costs Associated with the Acquisition of Houses at Brackenhill Farm, Hamilton - Section 75 Planning Reference PL/21/2093 A report dated 21 April 2023 by the Executive Director (Housing and Technical Resources) was submitted advising on the action taken, in terms of Standing Order No 37(c), because of the timescales involved, by the Executive Director (Housing and Technical Resources), in consultation with the Chair and an ex officio member, to conclude the contract with Taylor Wimpey in relation to the revision of costs associated with the acquisition of houses at Brackenhill Farm, Hamilton. On 14 December 2022, this Committee agreed that the Executive Director (Housing and Technical Resources) be authorised to acquire 50 completed affordable homes from Taylor Wimpey for a total price not in excess of £8.545 million, which included the cost of land, to fulfil the planning obligations associated with the residential development of the site. Following that approval, Taylor Wimpey had advised the Council that it had not included costs for full Electrical Vehicle Charging Points (EVCPs) to be installed for each dwelling being purchased by the Council on the site. Instead, it opted to provide costs relating only to the ducting and infrastructure, with the EVCPs to be installed at a later date. Installation of full EVCPs for each unit on the site was, however, required, as set out in Supplementary Planning Guidance to the South Lanarkshire Local Development Plan 2. Therefore, an additional £166,000 was required to complete the transaction and authority had been requested, by the Executive Director (Housing and Technical Resources), to acquire 50 completed affordable homes at the revised cost of £8.711 million. 9
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Despite the increase in costs outlined in the report as a result of the requirements of installing full EVCPs, there would be no further financial implications associated with the acquisition. The revised costs remained within the financial assumptions made and, as such, would continue to have a neutral impact on the Housing Revenue Account Business Plan. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the action taken, in terms of Standing Order No 37(c), because of the timescales involved, by the Executive Director (Housing and Technical Resources), in consultation with the Chair and an ex officio member, to conclude the contract with Taylor Wimpey in relation to the revision of costs associated with the acquisition of houses at Brackenhill Farm, Hamilton, be noted; and (2) that the authority granted to the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, to conclude matters and to enter into the necessary legal agreements on terms which were in the best interests of the Council, be noted. [Reference: Minutes of 14 December 2022 (Paragraph 9)] 9 Delegated Authority Report – Update A report dated 6 April 2023 by the Executive Director (Housing and Technical Resources) was submitted on transactions processed by Property Services during Quarter 4 of 2022/2023, together with a year-end summary. The Executive Director (Housing and Technical Resources), under delegated powers, had authority to deal with various transactions including:- leases up to the value of £50,000 per annum and a maximum period of 20 years rent reviews up to an increase of £20,000 per annum disposals up to a value of £200,000 acquisitions up to a value of £200,000 Details of the transactions undertaken during Quarter 4 and the annual summary for 2022/2023, as contained in Appendix 1 of the report, were as follows:- Quarter 4 2022/2023: Number of transactions 38 Total value of lease transactions £68,669 per annum Total value of capital transactions £1,584,075 Total value of miscellaneous transactions Nil Annual Summary 2022/2023: Number of transactions 216 Total value of lease transactions £597,477 per annum Total value of capital transactions £6,229,202 Total value of miscellaneous transactions £55,502 The Committee decided: that the report be noted. [Reference: Minutes of 15 March 2023 (Paragraph 12)] 10
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10 Notification of Contracts Awarded - 28 October 2022 to 31 March 2023 A report dated 11 April 2023 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 28 October 2022 to 31 March 2023, as follows:- contracts awarded by Consultancy Services contracts awarded by the Procurement Team Details of the contracts and projects were provided in the appendices to the report. Officers responded to a member’s question in relation to a particular contract. The Committee decided: (1) that the contracts awarded by Consultancy Services, as detailed in Appendix A to the report, be noted; and (2) that the contracts awarded by the Procurement Team, as detailed in Appendix B to the report, be noted. [Reference: Minutes of 14 December 2022 (Paragraph 19)] 11 Urgent Business There were no items of urgent business. 11
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources (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 2022 to 31 March 2023 for Housing and Technical Resources (excl HRA). [1pur 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the overspend of £0.080 million, as at 31 March 2023 on Housing and Technical Resources (excl HRA) Revenue Budget, after transfers to reserves, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements, be approved [1recs] 3. Background 3.1. This is the fifth revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2022/2023. 3.2. The report details the financial position for Housing and Technical Resources (excl HRA) on Appendix A, then details the individual services in Appendices B and C. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 31 March 2023, there is an overspend of £0.005 million against the phased budget. This was the position before transfers to reserves. The position reported in the paper includes an agreed transfer to reserves (as detailed in Appendix C) approved by the Executive Committee on 21 June 2023. The Resource position as at 31 March 2023, after the transfers to reserves were approved, is an overspend of £0.080 million. 5.2. The agreed transfer to reserves is in relation to Local Heat and Energy Efficiencies Strategies (LHEES) funding committed in 2023/2024 for costs associated with preparing and publishing the LHEES strategy and delivery plan. 3 13
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5.3. The overspend is due to the net effect of overspends in Property Maintenance and Estates, offset by underspends in Office Accommodation and the Scheme of Assistance budget. There were also minor net underspends in relation to Other Housing, Supporting People and CCTV. 6. Other Implications 6.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through 4-weekly Budget Monitoring meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 6.2. Inflationary and budget pressures this year increase the risk of overspend, however, we have mitigated through providing additional funds in future year’s budget strategy and in this year, through some reserve funds available. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 29 June 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee, 21 June 2023 List of Background Papers Financial ledger and budget monitoring results to 31 March 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Graham Booth, Finance Manager Ext: 2699 (Tel: 01698 452699) E-mail: Graham.Booth@southlanarkshire.gov.uk 14
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 31 March 2023 (No.14) Housing and Technical Resources Summary (excl HRA) Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/23 Actual 31/03/23 Variance 31/03/23 % Variance 31/03/23 Notes Budget Category Employee Costs 46,368 45,922 446 46,368 45,917 451 under 1.0% Property Costs 22,240 23,069 (829) 22,240 23,603 (1,363) over (6.1%) Supplies & Services 14,348 11,303 3,045 14,348 12,096 2,252 under 15.7% Transport & Plant 4,746 4,289 457 4,746 4,487 259 under 5.5% Administration Costs 3,627 3,627 0 3,627 3,750 (123) over (3.4%) Payments to Other Bodies 9,181 9,247 (66) 9,181 8,966 215 under 2.3% Payments to Contractors 18,500 14,479 4,021 18,500 17,231 1,269 under 6.9% Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 154 161 (7) 154 180 (26) over (16.9%) Total Controllable Exp. 119,164 112,097 7,067 119,164 116,230 2,934 under 2.5% Total Controllable Inc. (100,211) (92,802) (7,409) (100,211) (97,272) (2,939) under recovered (2.9%) Net Controllable Exp. 18,953 19,295 (342) 18,953 18,958 (5) over 0.0% Transfer to Reserves as at (31/03/23) 0 0 0 0 75 (75) over Position After Transfers to Reserves (31/03/23) 18,953 19,295 (342) 18,953 19,033 (80) over 0.4% Variance Explanations Variances are shown in Appendix B and C as appropriate. Budget Virements Virements are shown in Appendix B and C as appropriate. 15
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 31 March 2023 (No.14) Housing Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/23 Actual 31/03/23 Variance 31/03/23 % Variance 31/03/23 Notes Budget Category Employee Costs 2,990 3,080 (90) 2,990 3,220 (230) over (7.7%) 1, a, b Property Costs 7,443 7,678 (235) 7,443 7,390 53 under 0.7% 2, a, c Supplies & Services 311 297 14 311 322 (11) over (3.5%) a, d Transport & Plant 198 109 89 198 167 31 under 15.7% a Administration Costs 161 165 (4) 161 170 (9) over (5.6%) a Payments to Other Bodies 5,001 5,033 (32) 5,001 4,674 327 under 6.5% 3, a, d, e Payments to Contractors 2,419 2,188 231 2,419 2,310 109 under 4.5% 4, c Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 11 18 (7) 11 20 (9) over (81.8%) Total Controllable Exp. 18,534 18,568 (34) 18,534 18,273 261 under 1.4% Total Controllable Inc. (9,194) (9,228) 34 (9,194) (9,036) (158) under recovered (1.7%) 5, a Net Controllable Exp. 9,340 9,340 0 9,340 9,237 103 under 1.1% Transfer to Reserves as at (31/03/23) 0 0 0 0 75 (75) over Position After Transfers to Reserves (31/03/23) 9,340 9,340 0 9,340 9,312 28 under 0.3% Variance Explanations 1. The overspend relates to staffing costs within the homeless service and is offset by underspends in payments to other bodies and payments to contractors. 2. The costs in relation to temporary accommodation were lower than anticipated. 3. The underspend relates to the homelessness budget where expenditure varies according to service requirements and is offset by the overspend in employee costs. 4. The underspend relates to commissioned services in the homelessness budget where expenditure varies according to service requirements. 5. The under recovery relates to the income for Homelessness temporary accommodation and is offset by underspends elsewhere within the service. Budget Virements a. Realignment of budget in relation to Ukraine Refugee funding. Net Nil: Employee costs £0.189m, Property costs £0.877m, Supplies & services (£0.004m), Transport & plant £0.003m, Administration costs £0.013m, Payments to other bodies £0.284m and Income (£1.362m). b. Transfer of budget for Apprentice Levy. Net £0.011m: Employee Costs £0.011m. c. Transfer to Reserves for Homelessness for use in future years. Net (£0.486m): Property Costs (£0.156m) and Payments to Contractors (£0.330m). d. Realignment of budgets within Other Housing Services. Net Nil: Supplies and Services £0.024m and Payments to Other Bodies (£0.024m). e. Transfer to Reserves for Rapid Re-housing Transition for use in future years. Net (£0.017m): Payments to Other Bodies (£0.017m). 16
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 31 March 2023 (No.14) Property Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/23 Actual 31/03/23 Variance 31/03/23 % Variance 31/03/23 Notes Budget Category Employee Costs 43,378 42,842 536 43,378 42,697 681 under 1.6% 1, a Property Costs 14,797 15,391 (594) 14,797 16,213 (1,416) over (9.6%) 2, b, c, d Supplies & Services 14,037 11,006 3,031 14,037 11,774 2,263 under 16.1% 3, e Transport & Plant 4,548 4,180 368 4,548 4,320 228 under 5.0% 4 Administration Costs 3,466 3,462 4 3,466 3,580 (114) over (3.3%) 5, c Payments to Other Bodies 4,180 4,214 (34) 4,180 4,292 (112) over (2.7%) 6 Payments to Contractors 16,081 12,291 3,790 16,081 14,921 1,160 under 7.2% 7 Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 143 143 0 143 160 (17) over (11.9%) Total Controllable Exp. 100,630 93,529 7,101 100,630 97,957 2,673 under 2.7% Total Controllable Inc. (91,017) (83,574) (7,443) (91,017) (88,236) (2,781) under recovered (3.1%) 8, c, d, e Net Controllable Exp. 9,613 9,955 (342) 9,613 9,721 (108) over (1.1%) Transfer to Reserves as at (31/03/23) 0 0 0 0 0 0 - Position After Transfers to Reserves (31/03/23) 9,613 9,955 (342) 9,613 9,721 (108) over (1.1%) Variance Explanations 1. The underspend relates to vacancies which are actively being recruited or are still under consideration whilst service requirements are determined. 2. The overspend relates to increased service charges within Estates Services and higher than anticipated costs in relation to property maintenance expenditure due to severe weather and additional costs for the internal contractor. 3. The level of expenditure on materials varies depending on the current workload demands and timing of works on a wide variety of capital and revenue works. 4. The level of expenditure on scaffolding, plant and other transportation costs varies depending on the current workload demands and timing of works on a wide variety of capital and revenue works. 5. This overspend reflects the costs in relation to membership fee / subscriptions across building services. 6. This reflects the level of demand for owners’ grants relating to the participation in the Housing Investment projects. 7. The use of private contractors varies depending on the current workload demands and timing of works on a wide variety of capital and revenue works. 8. The level of income recovered varies depending on the current workload and timing for the recovery of income on a wide variety of major capital and revenue works. Budget Virements a. Transfer of budget for Apprentice Levy. Net £0.163m: Employee Costs £0.163m. b. Transfer of funding in relation to utilities costs for office accommodation. Net £0.180m: Property Costs £0.180m. c. Realignment of central support budgets including transfer to Finance and Corporate Resources. Net (£0.046m): Property Costs £0.056m, Administration Costs (£0.132m) and Income £0.030m. d. Realignment of budget in relation to additional planned maintenance funding. Net Nil: Property Costs £0.052m and Income (£0.052m). e. Realignment of budget in relation to Scheme of Assistance. Net Nil: Supplies & Services (£0.201m) and Income £0.201m. 17
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources (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 2022 to 31 March 2023 for Housing and Technical Resources (HRA) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the breakeven position on Housing and Technical Resources’ (HRA) revenue budget, as detailed in Appendix A of the report, be noted (2) that the proposed budget virements, be approved 1recs] 3. Background 3.1. This is the fifth revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2022/2023. 3.2. 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 as a result of this report. 5. Financial Implications 5.1. As at 31 March 2023, there is a breakeven position against the phased budget. The breakeven position was after a final transfer from the balance sheet of £3.990 million. The original budget anticipated a drawdown from reserves of £3.500 million would be required, although this was projected to be £5.840 million at outturn. 5.2. The required drawdown position is primarily due to overspends in repairs and maintenance as result of demands on the service, the overall cost of providing the service by the internal contractor and unexpected costs in relation to the severe weather incident in December. This was offset by underspends in employee costs, bad debt provision, loan charge repayments, an over recovery in rental income and expected insurance recoveries for the severe weather incident. Further details on the variances for the HRA are detailed in Appendix A. 4 19
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6. Other Implications 6.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through 4-weekly Budget Monitoring meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 6.2. Inflationary and budget pressures this year increase the risk of overspend, however, these pressures are assessed and managed within the budget planning exercise for current and future years. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 29 June 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee, 21 June 2023 List of Background Papers Financial ledger and budget monitoring results to 31 March 2023. Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Graham Booth, Finance Manager Ext: 2699 (Tel: 01698 452699) E-mail: Graham.Booth@southlanarkshire.gov.uk 20
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 31 March 2023 (No.14) Housing Revenue Account Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 31/03/23 Actual 31/03/23 Variance 31/03/23 % Variance 31/03/23 Notes Budget Category Employee Costs 14,641 14,140 501 14,641 14,342 299 under 2.0% 1 Property Costs 45,239 51,757 (6,518) 45,239 52,852 (7,613) over (16.8%) 2, a, b Supplies & Services 609 1,021 (412) 609 793 (184) over (30.2%) 3 Transport & Plant 195 183 12 195 127 68 under 34.9% 4 Administration Costs 5,644 5,593 51 5,644 5,532 112 under 2.0% 5 Payments to Other Bodies 3,141 3,165 (24) 3,141 3,154 (13) over (0.4%) b Payments to Contractors 100 80 20 100 135 (35) over (35.0%) Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 26,050 26,050 0 26,050 25,451 599 under 2.3% 6 Total Controllable Exp. 95,619 101,989 (6,370) 95,619 102,386 (6,767) over (7.1%) Total Controllable Inc. (110,444) (110,919) 475 (110,444) (112,588) 2,144 over recovered 1.9% 7, a Transfer to/(from) Balance Sheet (3,500) (5,840) 2,340 (3,500) (3,990) 490 over recovered 14.0% 8 Net Controllable Exp. (18,325) (14,770) (3,555) (18,325) (14,192) (4,133) over (22.6%) Loan Charges 18,325 14,770 3,555 18,325 14,192 4,133 under 9 Net Controllable Exp. 0 0 0 0 0 0 - 0.0% Variance Explanations 1. This underspend reflects higher than anticipated staff turnover within the Service. 2. The net overspend reflects the volume and cost of repairs and maintenance, including additional costs for the internal contractor, and additional repairs costs due to the cold weather incident in December 2022 covered by income from an insurance claim (refer 7.). This was partly offset by a lower than budgeted level of bad debt provision required as collection rates have been better than forecast. 3. This overspend reflects payments and consultancy related costs for the new IT system which is under development. 4. The underspend reflects lower than forecast embedded pool car costs across the service, reflecting changing working practices with meetings taking place online rather than in person. 5. A large element of this underspend is due to the demand led legal expenses and the underspend reflects the level of eviction action. 6. The interest on revenue balances is impacted by the levels held and interest rates and was significantly higher than budget. 7. The additional income is due to the favourable timing of new build and purchased council housing units being available to rent as well as income assumed from an insurance claim relating to the costs for the cold weather incident (refer 2.). 8. The net combined overspend requires for a higher than budgeted level of transfer from reserves but is overall lower than the level of reserves predicted to be required at outturn. 9. The overall level of debt charges was lower than anticipated due to the profile of funding requirements. Virements a. Budget realignment to reflect the annual demand levels (expenditure and income) for owner occupier energy efficiency measures. Net £0.000m: Property Costs (£1.556m) and Income £1.556m. b. An allocation of £0.111m was transferred from Bad Debt Provision to allow for Tenancy Sustainment measures. Net £0.000m: Property Costs (£0.111m) and Payments to Other Bodies £0.111m. 21
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Revenue Budget Monitoring 2023/2024 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April to 14 July 2023 for Housing and Technical Resources (excl HRA). [1pur 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the breakeven position as at 14 July 2023 on Housing and Technical Resources (excl HRA) Revenue Budget, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements, be approved. [1recs] 3. Background 3.1. This is the first revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2023/2024. 3.2. The report details the financial position for Housing and Technical Resources (excl HRA) on Appendix A, then details the individual services in Appendices B and C. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 14 July 2023, there is a breakeven position against the phased budget. 6. Other Implications 6.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through 4-weekly Budget Monitoring meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 6.2. Inflationary and budget pressures this year increase the risk of overspend, however, we have mitigated through providing additional funds in future year’s budget strategy and in this year, through some reserve funds available. 5 23
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 2 August 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee, 16 August 2023 List of Background Papers Financial ledger and budget monitoring results to 14 July 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Graham Booth, Finance Manager Ext: 2699 (Tel: 01698 452699) E-mail : Graham.Booth@southlanarkshire.gov.uk 24
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 14 July 2023 (No.4) Housing and Technical Resources Summary (excl HRA) Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Notes Budget Category Employee Costs 46,966 46,966 0 12,452 12,034 418 under 3.4% Property Costs 18,368 18,368 0 7,399 7,542 (143) over (1.9%) Supplies & Services 14,210 14,210 0 3,501 3,819 (318) over (9.1%) Transport & Plant 4,722 4,722 0 1,419 1,429 (10) over (0.7%) Administration Costs 3,756 3,756 0 75 48 27 under 36.0% Payments to Other Bodies 6,854 6,854 0 1,459 1,455 4 under 0.3% Payments to Contractors 18,790 18,790 0 2,313 1,868 445 under 19.2% Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 154 154 0 8 7 1 under 12.5% Total Controllable Exp. 113,820 113,820 0 28,626 28,202 424 under 1.5% Total Controllable Inc. (99,644) (99,644) 0 (15,185) (14,761) (424) under recovered (2.8%) Net Controllable Exp. 14,176 14,176 0 13,441 13,441 0 - 0.0% Transfer to Reserves as at (14/07/23) 0 0 0 0 0 0 - Position After Transfers to Reserves (14/07/23) 14,176 14,176 0 13,441 13,441 0 - 0.0% Variance Explanations Variances are shown in Appendix B and C as appropriate. Budget Virements Virements are shown in Appendix B and C as appropriate. 25
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 14 July 2023 (No.4) Housing Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Notes Budget Category Employee Costs 3,756 3,756 0 1,013 999 14 under 1.4% a, b Property Costs 6,260 6,260 0 2,170 2,208 (38) over (1.8%) b Supplies & Services 211 211 0 96 97 (1) over (1.0%) b Transport & Plant 193 193 0 34 40 (6) over (17.6%) b Administration Costs 157 157 0 11 5 6 under 54.5% b Payments to Other Bodies 3,981 3,981 0 1,074 1,069 5 under 0.5% a, b, c Payments to Contractors 2,709 2,709 0 265 265 0 - 0.0% a, c Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 11 11 0 1 0 1 under 100.0% Total Controllable Exp. 17,278 17,278 0 4,664 4,683 (19) over (0.4%) Total Controllable Inc. (8,814) (8,814) 0 (1,943) (1,962) 19 over recovered 1.0% b Net Controllable Exp. 8,464 8,464 0 2,721 2,721 0 - 0.0% Transfer to Reserves as at (14/07/23) 0 0 0 0 0 0 - Position After Transfers to Reserves (14/07/23) 8,464 8,464 0 2,721 2,721 0 - 0.0% Variance Explanations No significant variances to report. Budget Virements a. Realignment of Housing Advice and Support Team Establishment Costs. Net £0.000m: Employee Costs £0.396m, Payments to Other Bodies (£0.284m) and Payments to Contractors (£0.112m). b. Ukraine refugee budget funding realignments Net £0.000m: Employee costs £0.947m, Property costs £0.841m, Supplies & Services £0.128m, Transport & Plant £0.096m, Administration costs £0.014m, Payments to other bodies £0.218m and Income (£2.244m). c. Transfer of Living Wage funding from Social Work Resources. Net £0.091m: Payments to Other Bodies £0.019m and Payments to Contractors £0.072m. 26
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 14 July 2023 (No.4) Property Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Notes Budget Category Employee Costs 43,210 43,210 0 11,439 11,035 404 under 3.5% 1 Property Costs 12,108 12,108 0 5,229 5,334 (105) over (2.0%) 2, a, b Supplies & Services 13,999 13,999 0 3,405 3,722 (317) over (9.3%) 3 Transport & Plant 4,529 4,529 0 1,385 1,389 (4) over (0.3%) c Administration Costs 3,599 3,599 0 64 43 21 under 32.8% Payments to Other Bodies 2,873 2,873 0 385 386 (1) over (0.3%) Payments to Contractors 16,081 16,081 0 2,048 1,603 445 under 21.7% 4 Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 143 143 0 7 7 0 - 0.0% Total Controllable Exp. 96,542 96,542 0 23,962 23,519 443 under 1.8% Total Controllable Inc. (90,830) (90,830) 0 (13,242) (12,799) (443) under recovered (3.3%) 5, b Net Controllable Exp. 5,712 5,712 0 10,720 10,720 0 - 0.0% Transfer to Reserves as at (14/07/23) 0 0 0 0 0 0 - Position After Transfers to Reserves (14/07/23) 5,712 5,712 0 10,720 10,720 0 - 0.0% Variance Explanations 1. The variance relates to vacancies which are actively being recruited or are still under consideration whilst service requirements are determined. 2. The overspend relates primarily to service charges within the estates service. 3. The level of expenditure on materials varies depending on the current workload demands and timing of works on a wide variety of capital and revenue works. 4. The use of private contractors varies depending on the current workload demands and timing of works on a wide variety of capital and revenue works. 5. The level of income recovered varies depending on the current workload and timing for the recovery of income on a wide variety of major capital and revenue works. Budget Virements a. Transfer from Reserves for funding in relation to Office Accommodation Utilities. Net £0.413m: Property Costs £0.413m. b. Realignment of budget within Estates services. Net £0.000m: Property Costs £0.166m and Income (£0.166m). c. 2023/24 allocation from Community and Enterprise for Fuel Inflation. Net £0.042m: Transport & Plant £0.042m. 27
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Revenue Budget Monitoring 2023/2024 - Housing and Technical Resources (Housing Revenue Account (HRA)) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April to 14 July 2023 for Housing and Technical Resources (HRA) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the 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 first revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2023/2024. 3.2. 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 as a result of this report. 5. Financial Implications 5.1. As at 14 July 2023, there is a breakeven position against the phased budget. 6. Other Implications 6.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through 4-weekly Budget Monitoring meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 6.2. Inflationary and budget pressures this year increase the risk of overspend, however, these pressures are assessed and managed within the budget planning exercise for current and future years. 6 29
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 2 August 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee, 16 August 2023 List of Background Papers Financial ledger and budget monitoring results to 14 July 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Graham Booth, Finance Manager Ext: 2699 (Tel: 01698 452699) E-mail : Graham.Booth@southlanarkshire.gov.uk 30
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 14 July 2023 (No.4) Housing Revenue Account Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Notes Budget Category Employee Costs 14,253 14,253 0 3,781 3,816 (35) over (0.9%) a Property Costs 50,929 50,929 0 10,910 11,259 (349) over (3.2%) 1 Supplies & Services 433 433 0 159 177 (18) over (11.3%) Transport & Plant 196 196 0 45 49 (4) over (8.9%) Administration Costs 5,570 5,570 0 152 137 15 under 9.9% Payments to Other Bodies 2,974 2,974 0 634 661 (27) over (4.3%) Payments to Contractors 100 100 0 25 25 0 - 0.0% Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 27,162 27,162 0 5,904 5,904 0 - 0.0% Total Controllable Exp. 101,617 101,617 0 21,610 22,028 (418) over (1.9%) Total Controllable Inc. (115,940) (115,940) 0 (28,015) (28,113) 98 over recovered 0.3% 2, a Transfer to/(from) Balance Sheet (4,907) (4,907) 0 (377) (697) 320 over recovered 84.9% 3 Net Controllable Exp. (19,230) (19,230) 0 (6,782) (6,782) 0 - 0.0% Loan Charges 19,230 19,230 0 0 0 0 - Net Controllable Exp. 0 0 0 (6,782) (6,782) 0 - 0.0% Variance Explanations 1. The net overspend reflects the volume and cost of repairs and maintenance, including additional costs for the internal contractor. There is also an overspend in relation to cleaning charges. 2. The additional income is due to the favourable timing of new build and purchased council housing units being available to rent. 3. The net combined overspend requires for a higher than budgeted level of transfer from reserves at this time. Virements a. Realignment of Housing Advice and Support Team Establishment Costs. Net £0.000m: Employee Costs (£0.396m), Income £0.396m. 31
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Capital Budget Monitoring 2022/2023 - Housing and Technical Resources (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 2022 to 31 March 2023. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Housing and Technical Resources (excl HRA) capital programme of £8.436 million and expenditure for the year of £4.883 million, be noted. [1recs] 3. Background 3.1. This is the final capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2022/2023. 3.2. As noted in the last report to this Committee (15 March 2023), the budget for Housing and Technical Resources for financial year 2022/2023 was £8.436 million. There have been no changes to the budget allocation since that Committee meeting. 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. 2022/2023 Capital Programme – Final Position 5.1. As detailed in Section 3.3, the capital programme for Housing and Technical Resources for 2022/2023 was £8.436 million. Total expenditure to 31 March 2023 was £4.883 million, a difference of £3.553 million on the programme of £8.436 million. 5.2. The programme underspend of £3.553 million is mainly due to the timing of project spend on a number of projects within multi-year programmes. The main projects which are responsible for the underspend are detailed in Appendix A for information. 5.3. Any underspend on these projects, along with the funding, has been carried forward into the new financial year as required. An update on the 2023/2024 programme is detailed in a separate report to this Committee. 7 33
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5.4. Accounting Adjustments - while sections 5.1 to 5.3 detail the position on the Capital Programme as set, Accounting Regulations mean that adjustments are required to report spend correctly as either Capital or Revenue for the purposes of publishing our Annual Accounts. This includes where spend is in relation to assets that are not owned by the Council and where the spend must be classed as Revenue. There is no operational impact for projects from this adjustment, it is an accounting entry only. 5.5. At the year-end 2022/2023, £0.052 million of capital spend required to be recorded as Revenue spend. This transfer means that for the purpose of publishing our Annual Accounts only, there is Capital spend of £4.831 million. 6. Financial Implications 6.1. The financial implications are detailed in section 4 of this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through 4-weekly Investment Management meetings. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 9 August 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee, 15 March 2023 List of Background Papers Financial ledger to 31 March 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 34
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Appendix A (Page 1) South Lanarkshire Council Capital Expenditure 2022-2023 Housing and Technical Resources Programme (excl HRA) For Period 1 April 2022 – 31 March 2023 Housing and Technical Resources (excl HRA) Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Anticipated Spend £000 Actual Expenditure £000 Office Accommodation 7,758 138 0 7,896 7,896 4,601 Private Housing Scheme of Assistance 0 0 0 0 0 0 Other Housing 367 173 0 540 540 282 TOTAL 8,125 311 0 8,436 8,436 4,883 Accounting Adjustments Less Transfers to Revenue (52) Add Transfers to Capital - 2022/23 Outturn Position (Accounting Basis Only) 4,831 35
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Appendix A (Page 2) Main Projects with Underspends in 2022/2023 Project Name U/spend Value £000 Project Name U/spend Value £000 Prioritised Urgent Investment 2,319 Central Energy Efficiency Fund 279 Principal Offices 165 Civic Centre Fabric Upgrade 187 Lifecycle Replacement Schools 279 Community Facilities Fund 100 Lock Up Areas – Housing Estates 192 Council Offices – Brandon Gate 42 36
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Capital Budget Monitoring 2022/2023 - Housing and Technical Resources (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 (HRA) for the period 1 April 2022 to 31 March 2023 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the revised Housing and Technical Resources (HRA) capital programme of £66.361 million and expenditure to 31 March 2023 of £60.695 million, be noted 3. Background 3.1. This is the fifth capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2022/2023. 3.2. The budget is based on the revised capital programme for the year, which was approved by the Executive Committee on 24 August 2022. 3.3. The report details the financial position for Housing and Technical Resources (HRA) on Appendix A. 4. Employee Implications 4.1. There are no employee implications contained within this report. 5. Financial Implications 5.1. The Housing Capital Programme for 2022/2023 totals £66.361 million and is detailed, along with the funding sources, at Appendix A to this report. 5.2. The actual expenditure on the Housing programme was £60.695 million, a net underspend of £5.666 million. This is due to a number of factors, mainly, delays in relation to the expected milestone payments for the Kirk Street, Strathaven new build project and property services operatives being diverted to tackle the impact of bad weather in December which resulted in flooding damage to a number of Council properties. In addition, environmental surveys on external fabric projects have required work to be paused due to the suspected presence of bats which, in turn, has delayed owner consultations. There has also been reduced owner uptake for external works. 8 37
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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 an overspend. The risk is mitigated through the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through 4-weekly Investment Management meetings. 7.2. The Council continues to experience material shortages, longer lead times and extraordinary inflationary price increases and it is anticipated that this will continue to impact on the supply chain for the foreseeable future. The impact will continue to be monitored through the 4-weekly Investment Management meetings. Further updates will be reported in the coming months with any significant increases in contract values being brought to members’ attention. 8. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 29 June 2023 Link(s) to Council Values/Priorities/Outcomes ▪ Accountable, effective, efficient and transparent Previous References ▪ Executive Committee, 24 August 2022 ▪ Executive Committee, 21 June 2023 List of Background Papers ▪ Financial ledger to 31 March 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Graham Booth, Finance Manager (Resources) Ext: 2699 (Tel: 01698 452699) E-mail: Graham.Booth@southlanarkshire.gov.uk 38
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South Lanarkshire Council Appendix A Housing Capital Programme 2022/23 As at 31 March 2023 £m £m Anticipated Capital Expenditure 2022/23 66.361 Estimated Financing Position 2022/23 Capital Receipts 7.311 Capital Financed From Current Revenue 26.050 Prudential Borrowing 26.462 Specific Grant – Scottish Government New Council Houses 4.048 Specific Grant – Scottish Government Buy Backs 2.370 Specific Grant – Scottish Government Mortgage to Rent 0.120 Other Income 0.000 66.361 Actual Expenditure to 31 March 2023 60.695 Actual Financing Position to 31 March 2023 Capital Receipts 8.027 Capital Financed From Current Revenue 26.050 Prudential Borrowing 14.383 Specific Grant – Scottish Government New Council Houses 7.820 Specific Grant – Scottish Government Buy Backs 2.633 Specific Grant – Scottish Government Mortgage to Rent 0.082 Other Income 1.700 60.695 39
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Capital Budget Monitoring 2023/2024 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Housing and Technical Resources (excl HRA) for the period 1 April to 14 July 2023. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Housing and Technical Resources capital programme of £11.923 million and expenditure to date of £0.575 million, be noted [1recs] 3. Background 3.1. This is the first capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2023/2024. Further reports will follow throughout the year. 3.2. The budget of £11.923 million for Housing and Technical Resources is based on the overall Capital Programme for 2023/2024 approved by the Executive Committee on 21 June 2023. 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. 2023/2024 Budget The total capital programme for Housing and Technical Resources is £11.923 million, as detailed in Section 3.2. This budget is based on the original programme of projects approved by the Council in February 2023, updated to include budget carried forward from financial year 2022/2023 and a budget amendment for £0.124 million. This budget amendment was approved by Executive Committee in June 2023 (detailed in Appendix A). The budget of £11.923 million also reflects the estimated level of spend which can be achieved in 2023/2024, based on current information. 9 41
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5.2. Period 4 Position The anticipated spend to date was £0.560 million and spend to 14 July 2023 amounts to £0.575 million, an overspend of £0.015 million. This is a timing issue only. 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 4-weekly Investment Management meetings. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Paul Manning Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 9 August 2023 Link(s) to Council Values/Ambitions/Objectives Accountable, effective, efficient and transparent Previous References South Lanarkshire Council, 22 February 2023 Executive Committee, 21 June 2023 List of Background Papers ▪ Financial ledger to 19 May 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 42
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Appendix A South Lanarkshire Council Capital Expenditure 2023-24 Housing and Technical Resources Programme (excl HRA) For Period 1 April 2023 – 14 July 2023 Housing and Technical Resources (excl HRA) Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Budget to Date £000 Actual Expenditure £000 Asset Management Programmes 10,636 124 0 10,760 540 563 Private Housing Scheme of Assistance 1,000 0 0 1,000 0 0 Other Housing 163 0 0 163 20 12 TOTAL 11,799 124 0 11,923 560 575 For Information Only Budget Adjustments approved by Executive Committee, 21 June 2023: Budget Adjustments Prioritised Urgent Investment - Priory Changing Pavilion, Blantyre Total Budget Adjustments £0.124m £0.124m 43
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Capital Budget Monitoring 2023/2024 - Housing and Technical Resources – (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 (HRA) for the period 1 April to 14 July 2023. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the revised Housing and Technical Resources (HRA) capital programme of £69.596 million and expenditure to 14 July 2023 of £12.469 million, be noted 3. Background 3.1. This is the first capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2023/2024. 3.2. The budget is based on the revised capital programme for the year, which was approved by the Executive Committee on 16 August 2023. 3.3. The report details the financial position for Housing and Technical Resources (HRA) on Appendix A. 4. Employee Implications 4.1. There are no employee implications contained within this report. 5. Financial Implications 5.1. The Housing Capital Programme for 2023/2024 totals £69.596 million and is detailed along with the funding sources at Appendix A to this report. 5.2. The Resource is expecting to spend to this level, work will continue in the coming months to monitor achievable spend. 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. 10 45
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7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk is mitigated through the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through 4-weekly Investment Management meetings. 7.2. The Council continues to experience material shortages, longer lead times and extraordinary inflationary price increases and it is anticipated that this will continue to impact on the supply chain for the foreseeable future. The impact will continue to be monitored through the 4-weekly Investment Management meetings. Further updates will be reported in the coming months with any significant increases in contract values being brought to members’ attention. 8. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 2 August 2023 Link(s) to Council Values/Priorities/Outcomes ▪ Accountable, effective, efficient and transparent Previous References ▪ Executive Committee, 16 August 2023 List of Background Papers ▪ Financial ledger to 14 July 2023. Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Graham Booth, Finance Manager (Resources) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 46
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South Lanarkshire Council Appendix A Housing Capital Programme 2023/24 As at 14 July 2023 £m £m Anticipated Capital Expenditure 2023/24 69.596 Estimated Financing Position 2023/24 Capital Receipts 1.683 Capital Financed From Current Revenue 27.162 Prudential Borrowing 23.331 Specific Grant – Scottish Government New Council Houses 12.036 Specific Grant – Scottish Government Buy Backs 5.264 Specific Grant – Scottish Government Mortgage to Rent 0.120 Other Income 0.000 69.596 Actual Expenditure to 14 July 2023 12.469 Actual Financing Position to 14 July 2023 Capital Receipts 1.688 Capital Financed From Current Revenue 5.902 Prudential Borrowing 0.000 Specific Grant – Scottish Government New Council Houses 4.748 Specific Grant – Scottish Government Buy Backs 0.000 Specific Grant – Scottish Government Mortgage to Rent 0.131 Other Income 0.000 12.469 47
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Finance and Corporate Resources) and Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources – Workforce Monitoring – April to June 2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for April to June 2023 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 April to June 2023 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 [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 April to June 2023. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of June 2023 for Housing and Technical Resources. The Resource absence figure for June 2023 was 6.0%, this figure has increased by 0.6% when compared to last month and is 1.3% higher than the Council-wide figure. Compared to June 2022, the Resource absence figure has decreased by 0.4%. Based on the absence figures at June 2023 and annual trends, the projected annual average absence for the Resource for 2023/2024 is 5.7% compared to a Council- wide average figure of 5.6%. 11 49
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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 works 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, which include medical examinations and physiotherapy, overall 160 referrals were made this period. This represents a decrease of 16 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 7 accidents/incidents recorded within the Resource this period, a decrease of 1 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 3 disciplinary hearings were held within the Resource, this figure has increased by 3 when compared to the same period last year. During this period no appeals were heard by the Appeals Panel. No grievances were raised within the Resource, this figure has decreased by 1 when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There was a total of 5 leavers in the Resource this period eligible for an exit interview. This figure has decreased by 4 when compared with the same period last year. Three exit interviews were conducted in this period, a decrease of 1 when compared with the same period last year. 4.6. When processing an employee termination, managers were asked to identify whether they intended to replace the employee who had left the Council. If they indicated that they did not intend to replace the employee, they were asked to select from the following options:- plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term contract 4.7. Appendix 2a provides a breakdown of vacant posts and whether these are being replaced or held for savings. In the period April to June 2023, 26 employees (20.23 FTE) in total left employment, managers indicated that 25 posts (19.83 FTE) were being replaced and 1 post (0.40 FTE) was due to the end of fixed term contract. 5. Employee Implications 5.1. There are no implications for employees arising from the information presented in this report. 6. Financial Implications 6.1. All financial implications are accommodated within existing budgets. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 50
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8. Other Implications 8.1. There are no implications for risk in terms of the information contained within this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 26 July 2023 Link(s) to Council Values/Ambitions/Objectives 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 – 31 May 2023 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 51
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2021 / 2022 2022 / 2023 2023 / 2024 2021 / 2022 2022 / 2023 2023 / 2024 2021 / 2022 2022 / 2023 2023 / 2024 2021 / 2022 2022 / 2023 2023 / 2024 % % % % % % % % % % % % April 3.2 5.5 5.7 April 3.6 10.6 6.9 April 3.3 7.6 6.2 April 4.3 5.6 5.1 May 2.9 4.5 4.9 May 4.2 8.1 6.1 May 3.4 6.0 5.4 May 4.9 5.4 5.1 June 3.5 4.9 5.4 June 6.2 8.5 6.8 June 4.6 6.4 6.0 June 4.7 5.3 4.7 July 4.0 5.5 July 5.7 8.9 July 4.7 6.9 July 4.0 4.6 August 4.9 4.7 August 7.9 7.1 August 6.2 5.7 August 4.7 4.4 September 5.8 4.5 September 8.1 6.3 September 6.8 5.2 September 6.4 5.4 October 5.2 4.3 October 9.0 7.8 October 6.8 5.8 October 6.3 5.8 November 5.7 4.6 November 9.2 7.8 November 7.2 5.9 November 6.9 6.5 December 4.6 4.4 December 9.5 7.2 December 6.7 5.6 December 6.9 7.0 January 5.2 4.5 January 8.8 5.5 January 6.7 4.9 January 7.0 5.8 February 6.4 4.4 February 8.5 6.2 February 7.3 5.1 February 6.6 5.9 March 7.8 5.3 March 10.7 6.8 March 9.0 5.9 March 7.9 6.4 Annual Average 4.9 4.8 4.9 Annual Average 7.6 7.6 7.0 Annual Average 6.1 5.9 5.7 Annual Average 5.9 5.7 5.6 Average Apr-Jun 3.2 5.0 5.3 Average Apr-Jun 4.7 9.1 6.6 Average Apr-Jun 3.8 6.7 5.9 Average Apr-Jun 4.6 5.4 5.0 875 560 1435 16208 Appendix 1 Housing & Technical Resources Resource Total Absence Trends - 2021/2022, 2022/2023 & 2023/2024 APT&C Manual Workers Council Wide No of Employees at 30 June 2023No of Employees at 30 June 2023 No of Employees at 30 June 2023 No of Employees at 30 June 2023 52
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HOUSING AND TECHNICAL RESOURCES Apr - Jun Apr - Jun 2022 2023 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 38 44 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 1 TOTAL 176 160 Apr - Jun Apr - Jun 2022 2023 Over 7 day absences 4 1 Minor 1 4 Violent Incident: Verbal***** 3 2 Total Accidents/Incidents 8 7 Apr - Jun Apr - Jun 2022 2023 Total Number of Hearings 0 3 Time Taken to Convene Hearing April - June 2023 0-3 Weeks 4-6 Weeks Over 6 Weeks 2 1 0 Apr - Jun Apr - Jun 2022 2023 Number of Grievances 1 0 Number Resolved at Stage 1 1 0 Apr - Jun Apr - Jun 2022 2023 Number of Incidents 0 0 Apr - Jun Apr - Jun 2022 2023 Career Advancement 1 0 Personal Reasons 0 1 Travelling Difficulties 1 1 Childcare/caring responsibilities 1 0 Dissatisfaction With Terms and Conditions 1 1 Number of Exit Interviews conducted 4 3 Total Number of Leavers Eligible for Exit Interview 9 5 Percentage of interviews conducted 44% 60% ****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. 46 APPENDIX 2 58 51 14 18 ANALYSIS OF REASONS FOR LEAVING RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS RECORD OF DIGNITY AT WORK CAUSE OF ACCIDENTS/INCIDENTS 66 *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. ***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 circumstance. ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the "Total Specified" figures. 53
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FTE H/C FTE H/C Terminations/Leavers 20.23 26 20.23 26 Being replaced 19.83 25 19.83 25 Filling on a temporary basis 0.00 0 0.00 0 Plan to transfer this budget to another post 0.00 0 0.00 0 End of fixed term contract 0.40 1 0.40 1 Held pending service Review 0.00 0 0.00 0 Plan to remove for savings 0.00 0 0.00 0 Appendix 2a Reason Apr - Jun 2023 Cumulative total 54
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resource Plan Quarter 4 Progress Report 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- • provide the Housing and Technical Resource Plan Quarter 4 Progress Report 2022/2023, for the period 1 April 2022 to 31 March 2023 2. Recommendations 2.1. The Committee is asked to note the following recommendation(s):- (1) that the Housing and Technical Resource Plan Quarter 4 Progress Report 2022/2023, as summarised in paragraph 5.2 and attached as Appendix 2 of this report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3 of this report, be noted; (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4 of this report, be noted; and (4) that the additional scrutiny of changes in measure status between Quarter 2 and Quarter 4, as summarised at paragraph 5.5 and detailed at Appendix 3 of this report, be noted 3. Background 3.1. The Housing and Technical Resource Plan 2022/2023 was approved by the Executive Committee on 24 August 2022 and noted by this Committee on 5 October 2022 and sets out the outcomes, measures and actions to be managed and delivered by the Resource in the financial year 2022/2023. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022-27. 3.3. As elected members are aware, from March 2020 onwards, at times, the Council was forced to suspend or reduce a number of services that could not be continued in full due to the Covid-19 pandemic. The Council was also obliged to redirect resources so that it could deliver vital new services and supports for individuals, communities and businesses. Despite the return of services through the Council’s Recovery Plan, there is a Covid-19 legacy in terms of a residual impact on some services and a significant build-up of demand, as a result of which there remains an inevitable impact on performance in some areas. 12 55
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4. Resource Outcomes 2022/2023 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2022/2023. These are detailed at Appendix 1. 5. Quarter 4 Progress Report 2022/2023 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 Progress Report 2022/2023, attached as Appendix 2. This report has been produced from the Council’s performance management reporting system IMPROVe and uses a traffic light format with the following definitions to give a status report on each measure:- Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only,’ to set performance information in context 5.2. Measures which are classified as ‘red’ are considered in detail at section 5.4 of this report. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. The overall summary of progress to date is as follows and performance should be considered in the context of the impact of responding to Covid-19:- Status Measures Statistical Project Total % Blue 3 3 4% Green 24 30 54 75% Amber 3 2 5 7% Red 2 2 4 6% Report later/Contextual 6 0 6 8% Totals 35 37 72 100% (Data correct as at 2 August 2023) 5.3. Key achievements for 2022/2023, to date, are noted below:- Connect Outcome Health and Wellbeing Resource Outcome Achievement Support people to live active and independent lives Approval of applications for adaptations were, on average, completed in 21.72 days against a target of 28 days. 90.1% of standard adaptations to council houses were complete within agreed appointment times against target of 90%. All demand has been met for adaptations to council housing. There is no waiting list for adaptations to council housing. 56
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Connect Outcome Housing and Land Resource Outcome Achievement Support people to access and sustain housing which meets their needs through our Integrated Housing Options service 92% of new tenancies sustained for more than a year against target of 88%. Development and implement Local Housing Strategy for 2022-27 The Local Housing Strategy 2022-27 was approved by Executive Committee on 30 November 2022. The first Annual Review will be presented to Executive Committee in June 2024, with a mid-year update provided to Resource Management Team in October 2023. Ensure our repairs service continues to meet the needs of customers Emergency repairs were, on average, completed in 5 hours 36 minutes against a target of 24 hours. Non-emergency repairs were, on average, completed in 11.63 days against a target of 28 days. 99.6% of reactive repairs were completed right first time. Continue to deliver an affordable housing programme to meet needs A total of 176 new build homes have been delivered during 2022/2023 by the council, with a further 57 acquired through the Council’s Market Purchase scheme. In addition to working towards these Outcomes, we recognise that the Council will continually aim to improve and ensure effective and efficient use of resources and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource Outcomes have also been identified under the heading Delivering the Plan and achieving Best Value. Delivering the Plan and Achieving Best Value Resource Outcome Achievement Delivering the plan and achieving best value Stage 1 complaints were fully responded to on an average of 5 working days, against a target timescale of 5 working days (SSHC). Stage 2 complaints were fully responded to on an average of 15 working days, against a target timescale of 20 working days (SSHC). 1.41% of rent was lost due to properties being void (SSHC) against the target of 1.42%. 99.1% rent collected as a % of rent due in the year against target of 98.8% (SSHC). 5.4. Areas for Improvement Measures that have been classified as ‘red’ (major slippage against timescale or shortfall against target) are noted below, together with the reason why and the management action now being taken, where applicable. 57
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Connect Outcome: Housing and Land Resource Outcome: Ensure our repairs service continues to meet the needs of customers Measure Comments/Progress Action by Manager (where applicable) No of times we did not, meet our obligation to complete the annual gas safety check by annual anniversary date As at the end of the reporting year, there were 20 annual gas safety checks which were not complete by their required date. Of the 20 out of date, 19 properties were complete by year end, with the remaining property currently an active crime scene with access prohibited. Resource Outcome: More energy efficient homes % of Council stock meeting the SHQS 80% of Council stock meeting the SHQS (% of dwellings meeting SHQS) against a target of 90.9%. The changes to the Fire Tolerable standard have continued to impact on the SHQS. In relation to the reporting requirements for Fire Tolerable Standards and Fixed Electrical Testing, a robust programme of work is in place to address these issues, including the appropriate use of forced entry. Resource Outcome: Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable and temporary and supported accommodation During 2022/2023, reduce the overall homelessness caseload from 900 to 850 and reduce long term homelessness caseload by 10% The operating context in relation to homelessness has proven to be extremely challenging in the year. The prevailing socio-economic conditions adversely impacted upon the ability to achieve this target 2022/2023. This trend has been mirrored nationally This is a key focus for the Resource and continues to be closely monitored by management. Delivering the Plan and Achieving Best Value Resource Outcome: Digital and ICT services meet the needs of the council and its customers Measure Comments/Progress Action by Manager (where applicable) Continue with phased implementation of new IT system Following formal engagement with the supplier it was established that they were unable to deliver the agreed requirements. The Council acted to terminate the contract. A new supplier has now been appointed with a revised project plan in place. 58
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5.5. Scrutiny of Change in Measure Status A further analysis introduced to aid scrutiny of performance, is to highlight and explain all measures that have changed status from Quarter 2 to Quarter 4. On analysis of these, 5 measures recorded a decline in performance. Details of these 5 measures are included at Appendix 3. The remaining measures under scrutiny changed to Green (timescale or target met) or Blue (complete) and need no further action. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and in turn the Performance Appraisal process for individual employees. 7. Financial Implications 7.1. The Outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and longer term, within the framework of the Council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications as a result of this report. 8.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2023/2024. 9. Other Implications 9.1. There are no other implications as a result of this report. 9.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. Stephen Gibson Executive Director (Housing and Technical Resources) 9 August 2023 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022-27 Previous References Housing and Technical Resource Plan Quarter 4 Progress Report 2021/2022 - noted by Housing and Technical Resources Committee on 5 October 2022 59
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List of Background Papers Council Plan Connect 2022-27 – approved by the full Council on 15 June 2022 Housing and Technical Resource Plan 2022/2023 – approved by Housing and Technical Resources Committee on 5 October 2022 Housing and Technical Resource Plan 2022/2023 - approved by the Executive Committee on 24 August 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lynn Hayes (Performance and Support Advisor) Ext: 4823 (Tel: 01698 454823) E-mail: lynn.hayes@southlanarkshire.gov.uk 60
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Appendix 1 Housing and Technical Resource Outcomes 2022/2023 Connect Outcomes Resource Outcomes Communities and Environment • Work with communities to create safe, strong sustainable places Health and Wellbeing • Support people to live active and independent lives • Help people to continue to live within their homes and communities through integrated community health and social care services Children and Young People • Improve the health and wellbeing of children, young people and families Housing and Land • Support people to access and sustain housing which meets their needs through our Integrated Housing Options service • Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable temporary and supported accommodation • Continue to deliver an affordable housing programme to meet needs • Manage the council’s portfolio of properties and land • Ensure our repairs service continues to meet the needs of customers • More energy efficient council homes • Continue to engage and work with tenants and other customers to design our services • Provide high quality services to our service to our tenants, including those who live in sheltered housing and residents at our Gypsy / Travellers sites Delivering the Plan and achieving Best Value Resource Outcomes • Digital and ICT services meet the needs of its customer • Customers experience high quality and improving council services • The council demonstrates high standards of governance and sound financial stewardship • The workforce has the skills, flexibility and capacity to deliver the Council’s Outcomes 61
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IMPROVe - SLC Performance Management System Report printed on 2 Aug 15:37 Quarter 4 : April 2022 - March 2023 Housing and Technical Resources Housing and Technical Resource Plan Scorecard (This represents the cumulative position to March 2023) Performance Report 2022-23 12 63
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IMPROVe - SLC Performance Management System Report printed on 2 Aug 15:37 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 1 0 0 0 1 Education and Learning 0 0 0 0 0 Health and Wellbeing 4 0 0 2 6 Children and Young People 0 0 0 0 0 Housing and Land 13 2 2 2 19 Our Economy 0 0 0 0 0 Delivering the plan and achieving best value 6 1 0 2 9 Total 24 3 2 6 35 64
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IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical Communities and Environment Work with communities to create safe, strong sustainable places Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Anti-Social Behaviour cases resolved in the year (SSHC) Target achieved. Green 90.00% 96.80% 98.00% 95.21% 94.30% Health and Wellbeing Support people to live active and independent lives Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of adaptations completed in Council homes 1266 adaptations completed in Council Homes. Contextual ------ 1,266 848 476 993 No of households currently waiting for adaptations to their home Target achieved. Green 0 0 0 0 0 % of approved applications for adaptations completed in year (SSHC) All adaptations were approved, this measure is demand led. Green 100.00% 100.00% 100.00% 100.00% 100.00% Average time (working days) to complete applications (SSHC) Target achieved. Green 28.00 days 21.72 days 24.82 days 28.00 days 23.49 days % of standard adaptations to council houses within agreed appointment times Target achieved. Green 90.0% 90.1% 85.6% 92.4% 98.3% % of new build that meets needs of older people Of the 176 new build units delivered by the council within 2022/23, 27% of these are designed to meet the needs of older people. Contextual ------ 27.0% ------ ------ 20.0% Housing and Land Support people to access and sustain housing which meets their needs through our Integrated Housing Options service Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- % of lets to Urgent housing (UH) need households Target achieved. Green 55.0% 58.1% 51.4% 61.1% 53.5% % of new tenancies sustained for more than a year for all lets (SSHC) Tenancy sustainment has remained strong in year, significantly above target. Green 88.00% 92.00% 90.08% 91.90% 93.40% % of tenancy offers refused during the year (SSHC) Refusals are driven by the applicant and can vary significantly depending on size/availability/location of housing. Contextual ------ 23.4% 30.8% 24.7% 16.6% 65
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IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical Housing and Land Support people to access and sustain housing which meets their needs through our Integrated Housing Options service Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Average time taken to relet empty properties (SSHC) Slightly above target at year end. This continues to be a key focus for the Resource with a Voids Working Group established to closely monitor and identify improvement actions. Continue to perform well in comparison to peers. Amber 26.00 days 27.76 days 21.70 days 21.00 days 21.50 days Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of sustainable temporary and supportedaccommodation Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- % of homeless households advised of outcome of assessment within 28 days Slight drop in performance due to new service arrangements implemented in first half of year. Performance returned to previously high levels second half of year. This is a locally set target and is a key focus for the Resource and continues to be closely monitored by management. Green 95.0% 95.2% 99.8% 99.8% 99.6% Average length of time in temporary accommodation Target achieved. Green 120 days 96 days 102 days 121 days 105 days % of households provided with temporary accommodation (SG) Target achieved. Green 100.0% 100.0% 100.0% 100.0% 100.0% % of temporary accommodation on offers refused Target achieved. Green 6.00% 6.00% 6.24% 6.84% 7.42% Number of times we did not meet our obligation to provide suitable accommodation (SG) Target achieved. Green 0 0 ------ 0 0 % of Housing Options interventions where Homelessness prevented The operating context in relation to the prevention of homelessness has proven to be extremely challenging in the year. The prevailing socio-economic conditions adversely impacted upon the ability to prevent homelessness during 2022/23. This trend has been mirrored nationally. Amber 70.0% 65.9% ------ ------ 73.5% Ensure our repairs service continues to meet the needs of customers Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- % of response repairs completed on time Target achieved. Green 90.0% 95.3% 96.0% 97.7% 99.1% 66
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IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical Housing and Land Ensure our repairs service continues to meet the needs of customers Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Ave length of time to complete emergency repair - hours (SSHC) - YTD Although target has been achieved, there has been an increase on the time taken to complete emergency repairs due to storm damage in December 2022. Green 24.00 hours 5.36 hours 3.44 hours 3.26 hours 4.24 hours Ave length of time to complete non emergency repair (SSHC) (LGBF) - YTD Target achieved. Green 28.00 days 11.63 days 14.19 days 13.07 days 11.76 days % of reactive repairs completed first time right (SSHC) Target achieved. Green 90.00% 99.60% 99.91% 99.95% 99.00% % of repairs appointments kept Target achieved. Green 90.00% 94.00% 94.00% 94.18% 94.00% No of times we did not, meet our obligation to complete the annual gas safety check by annual anniversary date Of the 20 out of date, 19 properties were complete by year end, with the remaining property currently an active crime scene with access prohibited. Red 0 20 7 411 1 % of tenant satisfaction with repairs or maintenance in year (SSHC) Slight drop in performance due to the impact of severe weather. Green 90.0% 89.0% 93.0% 90.0% 91.0% More energy efficient council homes Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Council stock meeting the SHQS The changes to the Fire Tolerable standard have continued to impact on the SHQS. In relation to the reporting requirements for Fire Tolerable Standards and Fixed Electrical Testing, a robust programme of work is in place to address these issues, including the appropriate use of forced entry. Red 90.9% 80.0% 93.2% 93.5% 72.3% % of council dwellings that are Energy Efficiency Standard for Social Housing 2 (EESSH2) The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2040. Report Later ------ ------ 93.39% 93.88% 98.64% Delivering the plan and achieving best value Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Stage 1 complaints responded to in full (SSHC) 133 out of 140 stage 1 complaints responded to in full. Contextual ------ 95.00% 97.44% 93.00% 91.00% 67
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IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard Performance Indicators Housing and Technical Resources - Housing and Technical Delivering the plan and achieving best value Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Average time in working days for a full response at Stage 1 Target achieved. Green 5 5 4 5 5 % of Stage 2 complaints responded to in full (SSHC) 29 out of 33 stage 2 complaints responded to in full. Complaints continue to be a focus for management and are routinely monitored. As a result, the numbers remain consistently low, which in turn can have an detrimental impact on the overall percentage. Contextual ------ 88.00% 96.77% 91.00% 100.00% Average time in working days for a full response at Stage 2 Target achieved. Green 20 15 17 14 15 Rent collected as a % of rent due in the year (SSHC) Target achieved. Green 98.8% 99.1% 99.7% 97.4% 98.3% Gross rent arrears (current and former tenants) as a % of rent due for the year (LGBF) (SSHC) Target achieved. Green 9.00% 8.66% 7.05% 8.26% 8.91% % of rent due in the year that was lost due to voids (Operational void rent loss) (SSHC) Performance continues to be routinely monitored with a number of improvement actions identified. Green 0.60% 0.62% 0.49% 0.42% 0.60% % of total void rent loss (SSHC) Target achieved. Green 1.42% 1.41% 1.35% 1.22% 1.53% Factoring collection rate Despite increased revenue collection of £200k, factoring collection fell £73k short of the annual target. This was largely attributable to a £55k increase in service charges and rechargeable repairs. It is also considered that the cost of living crisis led to factoring bills being viewed as a lesser priority debt by owners. Amber 75.00% 72.20% 78.10% 74.06% 73.00% 68
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 0 1 0 0 0 1 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 1 0 0 0 1 Children and Young People 0 6 0 0 0 6 Housing and Land 3 21 2 1 0 27 Our Economy 0 0 0 0 0 0 Delivering the plan and achieving best value 0 1 0 1 0 2 Total 3 30 2 2 0 37 69
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IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical Communities and Environment Work with communities to create safe, strong sustainable places Action Measures Comments/ Progress Status Community Safety priorities including relevant parts of the SLCP are achieved The Resource will administer a review of the safer South Lanarkshire Board and associated structure during 2022/23. This will aim to ensure reporting requirements around police and fire scrutiny, anti-social behaviour and community justice remain appropriate alongside links to revised community planning priorities The report on the outcomes of the review of the Safer South Lanarkshire Board, including a revised terms of reference, was approved by the Board in March 2023, and was approved by Executive Committee May 2023. Green Health and Wellbeing Help people to continue to live within their homes and communities through integrated community health and social care services Action Measures Comments/ Progress Status Ensure effective contribution to health and social care outcomes contained within the Strategic Commissioning Plan Implementation of agreed housing actions within SCP3 to be progressed throughout the duration of the SCP3 Work continues to implement the two strategic intentions relating to housing and homelessness, with particular focus being placed on work to support implementation of forthcoming homelessness prevention duties. Green 70
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IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical Children and Young People Improve the health and wellbeing of children, young people and families Action Measures Comments/ Progress Status Contribute to effective joint working to protect 100% of households identified as at risk are referred to appropriate statutory agencies Process in place and staff fully briefed with process. Green and promote the wellbeing of children, young people and adults Reducing the costs of housing families including energy costs - a key action as detailed in the Local Child Poverty Action Report South Lanarkshire continues to perform well in relation to housing affordability with council rent approximately 5% lower than the Scottish average. The council successfully worked in conjunction with tenants to set rent levels for 2023-24 with an increase of approved 3.5% that took account of the cost-of-living crisis and to support continuing to invest in housing stock and provide high quality services. Green Investment to increase new affordable housing supply - a key action as detailed in the Local Child Poverty Action Report During 2022/23 176 additional new build homes for social rent were delivered by the council and 57 homes were secured through the council’s Open Market Purchase Scheme. Green Preventing and reducing homelessness for households, including families with children and young people - a key action as detailed in the Local Child Poverty Action Report We provided financial support to 696 homeless households through the Tenancy Sustainment Fund (TSF) in 2022/23. Green Implement the SHORE (Sustainable Housing on Release for Everyone) standards, by providing appropriate support to 80% of individuals leaving prison with identified housing need The SHORE Standards are fully implemented with the role expanded to include admissions as well as representation at the womens unit in Glasgow. Green 100% of young people moving on from care offered housing options appointment, and of those requiring Housing Service assistance, 100% supported to move onto suitable and sustainable housing via a personal housing pathway plan 100% of care leavers were offered a housing options appointment. At March 2023, 36 out of 37 (98%) young care leavers with live housing applications had completed a housing pathway plan. Green Housing and Land Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service Action Measures Comments/ Progress Status Understand the financial security of our customers Provide a programme of support to our customers including - The offer of tailored support to 100% of tenants who go on to receive Universal Credit Continue to make contact with all Council tenants who claim Universal Credit to provide them with advice and support including referrals and signposting to other Council services or external agencies. Green 71
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IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical Housing and Land Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service Action Measures Comments/ Progress Status Provide a programme of support to our customers including - Tenancy Sustainment Fund We provided financial support to 696 homeless households through the Tenancy Sustainment Fund (TSF) in 2022/23. Green As part of rent settling process complete analysis of the affordability of our rents by December 2022 Rent affordability tool updated with SLC rent information and discussed at meetings of the Tenant Participation Co-ordination Group and Budget Scrutiny Group. SLC has 8th lowest average local authority rent in Scotland. Green Consult with tenants regarding proposed rent levels by December 2022 Rent consultation programme co-developed and delivered with Tenant Participation Co-ordination Group and Budget Scrutiny Group and closed on 19th January 2023. Focus of consultation was investment priorities. Details of the consultation including views received was included in the Housing Revenue and Capital Account Budget Report presented to Housing and Technical Resources Committee on 23 January 2023. Green Development and implement Local Local Housing Strategy developed, consulted and approved by Executive Committee November 2022 The Local Housing Strategy 2022-27 was approved by Executive Committee on 30th November 2022. Complete Housing Strategy for 2022-2027 A Housing Needs and Demand Assessment completed by August 2022 Housing Needs and Demand Assessment 3 has been published, setting out a broad, long-term estimate of the number of additional units that may be required to meet existing and future housing demand. The Local Housing Strategy 2022-27 was informed by the projections contained in the HNDA. Complete Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable and temporary and supported accommodation Action Measures Comments/ Progress Status Improve access to settled accommodation for homeless Rapid Rehousing Transition Plan delivered Five key priorities continue to be the focus of the plan with 91% of indicators either on target or anticipated to meet the target by the conclusion of the plan. Green households Implement Housing First approach, provide suitable accommodation and support for up to 40 individuals with complex needs by 2022/23 36 households have now engaged with the Housing First Journey which provides suitable accommodation and support for individuals with complex needs. Green 72
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical Housing and Land Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable and temporary and supported accommodation Action Measures Comments/ Progress Status Increase settled accommodation by converting 20 to 30 temporary accommodation units to Scottish Secure Tenancies during 2022/23 30 temporary accommodation units have been flipped through 2022/23. Local offices continue to utilise this process when a household is settled and choose to remain in their temporary home. Green We will continue to make progress towards our target of converting up to 100 temporary accommodation units to Scottish Secure tenancies by 2024 This indicator has been met with a total of 105 temporary accommodation units converted to Scottish Secure Tenancies. Green During 2022/23, reduce the overall homelessness caseload from 900 to 850 and reduce long term homelessness caseload by 10% The operating context in relation to homelessness has proven to be extremely challenging in the year. The prevailing socio-economic conditions adversely impacted upon the ability to achieve this target 2022/23. This trend has been mirrored nationally. Red Reduce and maintain repeat instances of homelessness to below 4.5% of all cases during 2022/23 (RRTP aim is <3% over life of plan) Repeat homelessness was reported at 3.6% for 2022/23. Green Continue to deliver an affordable housing programme to meet needs Action Measures Comments/ Progress Status Increase the number of new affordable homes Total new/additional affordable homes delivered per SHIP and reported to Housing and Technical Resources Committee The council have completed delivery of 176 new build homes across the South Lanarkshire area during 2022/23, with a further 57 acquired through the council's Market Purchase scheme. No figures have been published for partner RSL's yet with the information collated and held by the Scottish Government. Green Physical regeneration work in priority areas Remaining properties (Phase 3 of the masterplan) for regeneration at Whitlawburn complete by end of March 2023 Handover of the final SLC properties at East Whitlawburn was completed. Work on West Whitlawburn Housing Co-operative is ongoing and will be completed in quarter 1 2023/24. Green 73
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Wednesday 2 August 2023 Resource Plan Scorecard actions and measures Housing and Technical Resources - Housing and Technical Housing and Land Continue to deliver an affordable housing programme to meet needs Action Measures Comments/ Progress Status Work with partners to bring 15 Long Term empty homes into use by March 2023 Through working with partners, including the Scottish Empty Homes Partnership and the council's Finance and Corporate Resources, the Resource has successfully worked with owners to assist in bringing back 15 empty properties into use during 2022/23. Green Increase supply of housing suitable for older people All properties that are suitable, as identified at the void stage, will be converted to Amenity standard At quarter 4 there have been 7 mainstream properties brought up to the current amenity standard. We will continue to upgrade the void properties already identified suitable for amenity housing. The amenity upgrade programme commenced in 2012/13 and 629 homes have been upgraded to the new amenity standard. Green During the period of the SHIP 2022-2027, a total of 569 specialist provision properties are forecast to be delivered across both SLC and RSL sites 47 amenity standard or accessible properties have been delivered by the council during 2022/23. No figures have been published for RSL's yet with the information collated and held by the Scottish Government. Green Manage the council's portfolio of properties and land Action Measures Comments/ Progress Status Project Management of Schools Projects and General Services Projects The General Services Programme spend will be achieved for the financial year Spend to quarter 4 £65.736m. Revised Estimated Expenditure £78.396m. Outturns were impacted by the continued issue of securing supplies and labour at the right time due to issues caused by the Pandemic, Brexit and War in Ukraine. Amber Two new nursery projects - Skylark, Larkhall to be completed in 2022/23 and Clyde Terrace, Bothwell commencing with completion date August 2023 Skylark is complete. Clyde Terrace, Bothwell has been delayed by utilities and will not now complete until November 2023. Green 74
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The council has been working throughout 2022/23 to prepare for the launch of the next phase of the Energy Company Obligation scheme (ECO4). This scheme is funded from energy companies and administered nationally by Ofgem aiming to provide a pathway for households that are fuel poor or on low incomes and vulnerable to the effects of cold, to access financial assistance to improve the energy efficiency of their homes. Preparatory work is now complete and the scheme is scheduled to be launched. In relation to the second phase of the Energy Efficiency Standards for Social Housing (EESSH2), the Scottish Government are currently reviewing the standards and the council await further detail prior to commencing performance reporting against new or revised measures. Amber Continue to engage and work with tenants and other customers to design our services Action Measures Comments/ Progress Status Develop and implement Customer Involvement Strategy Customer Involvement Strategy to be developed, consulted, and approved by Housing and Technical Resources Committee by June 2023 The Customer Involvement Strategy 2023-28 will be developed and consulted on during 2023/24 before being submitted for approval to Housing and Technical Resources Committee in February 2024. Green Ensure effective involvement with tenants and other customer groups Annual Scrutiny Programme 2022/23 developed August 2022 and implemented by March 2023 A gas servicing and tenant safety scrutiny exercise concluded in March, with a report on findings received from the Customer Scrutiny Group. The recommendations from the report will be reviewed by the Resource and opportunity required to the further development of service. Green 75
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Complete Service Development is informed by understanding our customer satisfaction Customer satisfaction programme developed and approved by July 2022 The programme for 2022/23 has been approved and implemented. To meet our Charter requirements, tenant satisfaction surveys were conducted in relation to overall satisfaction, quality of home, value for money and neighbourhood with excellent results achieved in all areas. Green levels of key service areas Results are reviewed quarterly, and any improvement activities are identified and incorporated into services and resource planning cycles For areas progressed in 2022/23, all survey results have been analysed and if required, improvement actions identified and progressed. Green Provide high quality services to our service to our tenants, including those who live in sheltered housing and residents at our Gypsy/Travellers sites Action Measures Comments/ Progress Status Work with Gypsy/Traveller residents to develop and implement a programme of site improvement Site Investment Masterplans reviewed in consultation with residents and planned improvement works for progression during 2022 and current works completed by 31 March 2023 Work continues to be progressed on both South Lanarkshire sites to improve facilities and amenities available to residents. These works are being taken forward in conjunction with site residents, who have jointly developed site masterplans that highlight key projects they wish to see take place. This includes the completion of significant pitch extensions across both sites to provide residents with more space and aid compliance with relevant fire safety standards. Green Ensure that Sheltered housing services are compliant with Care Inspectorate Inspection standards Complete quality assurance checks to monitor and ensure compliance with care inspectorate standards. Each of the 34 sheltered housing complexes will be checked during 2022/23 with findings of completed checks reported on a quarterly basis Quality assurance continues to quality across services with high compliance rates and levels of customer satisfaction. Green 76
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Final details will be known once the annual accounts exercise has been completed. Green Progress the council's Digital Strategy within the Resource Continue with phased implementation of new IT system Following formal engagement with the supplier it was established that they were unable to deliver the agreed requirements, and the Council acted to terminate the contract. A new supplier has now been appointed with a revised project plan in place. Red 77
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Appendix 3 HTR: Quarter 2 to Quarter 4 2022/2023 - Scrutiny of Change in Measure Status Measure Q2 Status Q4 Status Q4 Comments Performance has declined from Q2 to Q4 During 2022/23, reduce the overall homelessness caseload from 900 to 850 and reduce long term homelessness caseload by 10% Amber Red The operating context in relation to homelessness has proven to be extremely challenging in the year. The prevailing socio-economic conditions adversely impacted upon the ability to achieve this target 2022/23. This trend has been mirrored nationally. No of times we did not, meet our obligation to complete the annual gas safety check by annual anniversary date Green Red Of the 20 out of date, 19 properties were complete by year end, with the remaining property currently an active crime scene with access prohibited. % of Council stock meeting the SHQS Report Later Red The changes to the Fire Tolerable standard have continued to impact on the SHQS. We have also experienced difficulties with gaining access to properties to complete installation of interlinked alarms and to carry out Fixed Electrical Testing. Factoring collection rate Green Amber Despite increased revenue collection of £200k, factoring collection fell £73k short of the annual target. This was largely attributable to a £55k increase in service charges and rechargeable repairs. It is also considered that the cost of living crisis led to factoring bills being viewed as a lesser priority debt by owners. The General Services Programme spend will be achieved for the financial year Green Amber Spend to quarter 4 £65.736m. Revised Estimated Expenditure £78.396m. Outturns were impacted by the continued issue of securing supplies and labour at the right time due to issues caused by the Pandemic, Brexit and War in Ukraine. 12 79
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Housing and Technical Resources) Subject: Scottish Housing Regulator – Annual Assurance Statement 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval to submit the Annual Assurance Statement for South Lanarkshire Council to the Scottish Housing Regulator 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the South Lanarkshire Council Annual Assurance Statement 2022/2023 (attached as Appendix 1) be approved and submitted, to the Scottish Housing Regulator 3. Background 3.1. The Scottish Housing Regulator (SHR) was established in 2011 as an independent body directly accountable to the Scottish Government to regulate registered social landlords (RSLs) and local authority housing and homelessness services. The SHR does this by assessing and reporting on social landlord’s delivery of services, RSLs financial wellbeing and standards of governance and where necessary, the SHR will intervene to secure improvements. 3.2. Following a consultation process, the SHR published a revised Regulatory Framework in February 2019. 3.3. Local authority landlords are required to submit an Annual Assurance Statement confirming compliance with regulatory requirements which should also, if appropriate, identify any material breaches. Examples of such material breaches specific to local authorities include those that seriously affect the interests and safety of tenants, people who are homeless or other service users; threaten the stability, efficient running or viability of service delivery arrangements and bring the landlord into disrepute or raise public or stakeholder concern about your organisation or the social housing sector. 3.4. South Lanarkshire’s Annual Assurance Statement for 2021/2022 was approved by Housing and Technical Resource’s Committee on 5 October 2022 and subsequently submitted to the SHR following approval. 4. South Lanarkshire Council Annual Assurance Statement 4.1. The Council’s Annual Assurance Statement 2022/2023 is attached as Appendix 1. 13 81
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As recommended by SHR guidance, this is short, succinct and based upon the format provided by the regulator. 4.2. The key requirement of the Annual Assurance Statement is for the Committee to confirm that it is confident that appropriate systems, evidence, relationships and channels of communication are in place to ensure the effective planning, delivery and monitoring of relevant services against statutory and regulatory requirements. . 4.3. Within South Lanarkshire, the assurance required is provided through a wide range of arrangements which are in place, at a Council and Resource-wide level. A summary of the key requirements for assurance and how these are addressed is attached as Appendix 2. 4.4. Provided that tenant and resident safety is not compromised, the SHR continues to indicate it will not engage with a landlord where they do not fully comply with regulatory requirements and the landlord has effective plans to return to full compliance. In relation to this year’s statement there are 2 aspects, highlighted below, where the Council is partially compliant:- Fire Tolerable Standards Fixed Electrical Testing 4.5. In relation to the reporting requirements for the Fire Tolerable Standards and Fixed Electrical Testing, a programme of work is progressing well, however, a number remain outstanding due to the inability to gain access to carry out the necessary installations/testing. A robust programme of work is in place to address these issues including the appropriate use of forced entry, which is being closely monitored within the Resource. 4.6. In this year’s Annual Assurance Statements, local authorities are asked to provide assurance that they have an effective approach to the collection of equalities information and are considering how they will progress towards a human rights based approach. This has been reflected in the proposed Annual Assurance Statement. 5. Next Steps 5.1. Subject to approval, the Annual Assurance Statement will be signed off by the Chair of Housing and Technical Resources Committee and returned, as required, to the Scottish Housing Regulator to confirm the required assurance. 5.2. The results of the Annual Return on the Charter 2022/2023 are presented as a separate report to this Committee. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 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. 82
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9. Other Implications 9.1. There are no additional risks associated with this report. 10. Equality Impact Assessment and Consultation Arrangements 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. In addition to regular regular discussion with the Tenant Participation Co-ordination Group on performance and Charter reporting, specific engagement has taken place to confirm arrangements for the development and submission of the Annual Assurance Statement. Stephen Gibson Executive Director (Housing and Technical Resources) 20 July 2023 Link(s) to Council Values/Objectives Accountable, effective, efficient, and transparent Previous References Our regulation of Scottish Housing – H&TR Committee Report 23 January 2019 Scottish Housing Regulator - Regulation of Social Housing in Scotland – H&TR Committee Report 4 September 2019 Scottish Housing Regulator – Annual Assurance Statement – H&TR Committee Report 25 November 2020 Scottish Housing Regulator – Annual Assurance Statement – H&TR Committee Report 29 September 2021 Scottish Housing Regulator – Annual Assurance Statement – H&TR Committee Report 5 October 2022 List of Background Papers Our Regulation of Scottish Housing – a discussion Paper January 2018 Our Regulation of Scottish Housing – a Consultation October 2018 Our Regulation of Scottish Housing – Final Framework 2019 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Cameron Mitchell Ext: 845 4862 E-mail: cameron.mitchell@southlanarkshire.gov.uk 83
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Appendix 1 Housing and Technical Resources Executive Director Stephen Gibson Our Annual Assurance Statement South Lanarkshire Council complies with the regulatory requirements set out in Chapter 3 of the Scottish Housing Regulator’s Framework. This includes that we: ▪ achieve all standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services; ▪ comply with all our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety with the exception of the following:- o Fire Tolerable Standards / Fixed Electrical Testing – a programme of work is progressing well, however a number remain outstanding due to the inability to gain access to carry out the installations/testing. A robust programme of work is in place to address these issues which is being closely monitored within the Resource. In relation to equalities data collection, the Council has well established processes and policies in this area, with consideration already embedded in the way services are delivered. Work is being progressed to further develop and adjust our services to ensure a human rights based approach along with other changes to reflect the requirements of the regulatory guidance and current and future legislation. On an ongoing basis, the Committee specifically consider the information and evidence necessary to provide the required assurance. The Annual Assurance Statement for 2022/23 was approved at the meeting of the council’s Housing and Technical Resources Committee on 30 August 2023. Chair’s signature: Date: 84
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Appendix 2 Assurance Requirements What Assurance required How assurance is evidenced Monitor and report performance Performance Management Framework in place and appropriately reported On an annual basis a report is provided to Housing and Technical Resources Committee on performance against Scottish Social Housing Charter requirements. Performance against the charter requirements for 2022/23 will be reported to HTR Committee on 8 November 2023. Effective Resource and Service planning arrangements are in place. Resource and Service plans are in place to monitor progress at different levels of the planning hierarchy i.e., Community Plan, the Connect (Council) Plan, Resource and Service Plan actions and measures. Progress against Connect and Resource Plan objectives are reported to Housing and Technical Resources and Executive Committee on a twice yearly basis. Appropriate Internal Audit arrangements are in place A comprehensive internal audit programme is reviewed and implemented yearly in line with service requirements. Progress against the audit programme is reported to Finance and Corporate Resources Committee. Equality and Diversity Equality and diversity issues are effectively considered when making decisions. Work within the Resource in relation to equality and diversity is reported to Housing and Technical Resources Committee on an annual basis. The last reported 14 December 2022 with next report to reported to be presented on 8 November 2023. Involve tenants and other relevant service users Council and Resource Customer satisfaction levels The Resource has a rolling programme of customer satisfaction surveys in place. These are used to inform policy and service development. Key results from the survey programme are reported to the Housing and Technical Resources Committee as part of the annual report on performance against the Scottish Social Housing Charter. Customer Involvement and Scrutiny Programme in place and being delivered Progress in relation to customer involvement and scrutiny was reported to committee as part of the annual review of the Customer Involvement Strategy on 5 October 2022. 85
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What Assurance required How assurance is evidenced The Customer Involvement Strategy 2023-28 will be developed and consulted on during 2023/24 before being submitted for approval to Housing and Technical Resources Committee in November 2023. Legal obligations Ensure that all legal obligations associated with housing and homelessness are adhered to. The Resource Strategy and Policy Review Framework ensures policies and strategies are reviewed on a cyclical basis to confirm that they are delivering the intended outcomes, reflect changes in policy/services context and are consistent with legal and regulatory requirements. An update on the framework is presented to Housing and Technical Resources Committee on an annual basis. This will be reported to the Committee on 8 November 2023. Risk Management Strategy is reported to the Housing and Technical Resource Committee on a yearly basis. This will be reported to Housing and Technical Resource’s Committee in November 2023. This corporate approach to risk management promotes consideration of risk in service delivery, planning and decision making processes. The Strategy requires Resources to record and review risks and control actions regularly. Tenant and resident safety Have evidence to ensure that all legal obligations associated with tenant and resident safety are met, including: - • Gas safety • Electrical safety • Water safety • Fire safety • Asbestos • Damp and Mould • Lift safety Effective systems for monitoring and reporting health and safety issues are in place within the Resource and monitored through the Corporate Management Team. Any proposals to address emerging health and safety requirements would be reported to Housing and Technical Resources Committee and the Annual Return on the Charter. 86
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Report Agenda Item Report to: Housing and Technical Resource Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Housing and Technical Resources) Subject: Annual Review of the South Lanarkshire Rapid Rehousing Transition Plan 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- update Committee on the completion of the fourth annual review of the Rapid Rehousing Transition Plan (RRTP) 2019 to 2024 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress made in delivering the RRTP objectives, as set out in the RRTP Annual Review 2022/2023, attached as Appendix 1, be noted; (2) that the proposed revisions to the RRTP, detailed in section 5, be approved; and (3) that the key priorities to be progressed in 202320/24, detailed in section 6, be noted 3. Background 3.1. In October 2017, the Scottish Government established the Homelessness and Rough Sleeping Action Group (HARSAG) to develop solutions to ending homelessness and rough sleeping across Scotland. One of the key recommendations of the Group, which was adopted by the Scottish Government, was the requirement for local authorities to develop a 5-year RRTP. 3.2. South Lanarkshire’s RRTP was developed in collaboration with a wide range of partners and stakeholders in 2019 and is subject to an established annual review process. The plan built upon a long-standing commitment and a well-established framework within South Lanarkshire, to meet the needs of homeless people. 3.3. The third annual review for the year 2021/2022 was approved by Housing and Technical Resources Committee on 10 August 2022. 3.4. In accordance with requirements, the fourth annual review, covering 2022/23, was submitted to the Scottish Government on 25 August 2023. When forwarding the review, it was noted that it was being submitted, subject to approval of the first meeting of the Housing and Technical Resources Committee following the required submission date. 14 87
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4. Annual Review 2022/2023 4.1. The RRTP review is structured around 5 high level priority objectives. There are 53 indicators against which the Council and its partners monitor progress, comprising 33 actions and 20 measures. In accordance with wider reporting arrangements across the Council, these indicators are categorised into ‘blue’, ‘green’, ‘amber’ and ‘red’ depending on the progress made against them. 4.2. It was an extremely challenging year, both locally and nationally, in terms of maintaining progress. Nationally it has been reported that homelessness figures were at the highest they had been since records began in 2002. During 2022/2023, in line with national trends, homeless levels spiked in South Lanarkshire with a 17% increase in homeless presentations. The challenging economic climate, the “cost of living crisis” and changes in the private rented sector are thought to have driven the increased demand for homelessness services. The position was further exacerbated by the impact on the housing system of the positive contribution which the Council and local RSLs played in providing accommodation to Ukrainian households displaced by the invasion. 4.3. Despite the most challenging of contexts in 2022/2023, positive progress was made with over 92% of the indicators on or only slightly behind target, to achieve the projected outcomes within the identified timescales. Table 1 below, details the categorisation of the 53 indicators. Table 1: Categorisation of RRTP Indicators 2022/2023 Status Measures Actions Total % Blue 0 3 3 5.66% Green 15 28 43 81.13% Amber 3 0 3 5.66% Red 2 0 2 3.77% Report later/Contextual 0 2 2 3.77% Totals 20 33 53 100.00% 4.4. Table 1 illustrates that good progress continues to be made within the RRTP, with 3 indicators completed, 43 are progressing well and on target, 3 showing minor slippage and 2 with major slippage. 4.5. Full details and progress against all indicators are provided in the RRTP Annual Review 2022/2023, attached as Appendix 1 and is summarised in Table 2 below. Table 2: Summary of RRTP Year 4 Achievements RRTP Priority Objective Achievement 1. Prevent homelessness occurring and significantly reduce homelessness • A further improvement of availability in affordable housing has been seen in 2022/2023 with a total of 233 additional homes delivered. • In 2022/2023 there was a continued focus on early detection and intervention to prevent homelessness where possible. Despite an increase in the demand for housing options service, 65% of advice cases were closed with support being provided preventing homelessness from occurring. 88
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RRTP Priority Objective Achievement • Delivery of a bespoke pathway to prevent homelessness for those affected by domestic abuse, with 17 people supported through the year. 2. Significantly reduce time spent by households in temporary accommodation and minimise moves before moving to a settled home • Since the last annual review there has been a further 4% reduction in the number of households who have spent more than 12 months in temporary accommodation. • A 65% reduction in long term homelessness over the life of the plan from 120 in 2019/2020, 56 in 2020/2021, 42 in 2021/2022 and 40 in 2022/2023. • We have also seen a 4% reduction in time spent in temporary accommodation from an average of 181 days in 2021/2022 to an average of 174 days in 2022/2023. • An increase in the number of temporary tenancies which have been ‘flipped’ to a Scottish Secure Tenancy, providing the homeless household with a permanent home and avoiding the need for the disruption of further moves. A total of 105 tenancies have been flipped since the beginning of the plan, 30 of these during 2022/2023. • The Council and its HomeFinder Registered Social Landlord (RSL) partners continue to maximise the percentage of lets to be directed to those on the Homeless List. In 2022/2023, 58% of council properties were let to homeless applicants. HomeFinder RSLs collectively let 38% of vacant properties to homeless households. 3. Improve and increase the provision of housing support for households to live independently within communities • Tenancy sustainment levels remain high at 92% for overall tenancies and 91% for previously homeless households. • Improved understanding of the impact of support services for homeless households a new outcome measure tool, the Wellbeing Web introduced during the year showed positive outcomes for nearly 82% of households in relation to issues such as managing a home, addiction, mental health and community connections. 4. Expand the scope of Housing First and capacity of our Housing First approach to be the first response for households with multiple complex needs • In 2022/2023 a further 3 individuals were supported through Housing First totalling 36 supported since the service began. • Continued growth of the partnership Community Harm Reduction Hub enabling those supported by the Housing First service to access group work, harm reduction intervention, psychosocial implementation and build on life skills. 89
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RRTP Priority Objective Achievement 5. Enhance integration of partnership working to embed RRTP through a whole systems approach • The new Local Housing Strategy (LHS) 2022 to 2027 approved in November 2022 was developed to complement the RRTP. • Close partnership working continues to develop and progress specific ‘Directions’ within the Strategic Commissioning Plan 2022 to 2025. Progress made over last year includes positive partnership with community links health team. The Council has also successfully agreed an information sharing arrangement with the National Health Service enabling data trend analysis to understand links between health and homelessness data with a view to aiding preventative activity. 5. Proposed Revisions to the RRTP 5.1. In addition to reviewing the progress made against the actions and measures set out within the RRTP action plan, the annual review also provides the opportunity to re- examine the plan to ensure that the priority objectives, actions and measures remain appropriate, relevant and measurable. 5.2. Table 3 below details the proposed amendment to the RRTP and sets out the existing action to be removed and the proposed replacement action. Subject to approval, this revision will be incorporated into the RRTP action plan for 2023/2024. Table 3: Proposed new action for inclusion in RRTP action plan RRTP Ref. Current action/ measure Status RRTP Ref. Proposed replacement action/measure (where appropriate) M1.1A The number of homeless Presentations Red M1.1 It is looking increasingly unlikely that the target to reduce by 10%-20% will be met due to the increasing pressures from external factors out with the control of the authority. It is proposed therefore that the target for this measure be amended to “maintain or reduce the level of homeless presentations in the year.” M1.2A Level of Homeless Households (homelessness caseload at year end) Red M1.2 It is looking increasingly unlikely that the target to reduce by 10%-20% will be met due to the increasing pressures from external factors out with the control of the authority. It is proposed that the target for this measure be amended to “maintain or reduce level of homelessness.” 90
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6. RRTP Priorities for 2023/2024 6.1. The review of progress in Year 4 of the RRTP noted that, under very challenging circumstances, significant positive indicators of success have been achieved. The review also confirmed the continuing commitment of partners to delivering RRTP priorities over the short-term as well as securing the longer-term objectives of the plan. 6.2. Year 5 priorities will build on key learning points from the first 4 years of the plan and also on the progress achieved by working in partnership to deliver services which are focussed on preventing homelessness and minimising the impact of homelessness where crisis cannot be avoided. 6.3. Detailed below is a summary of the key priorities to be progressed during Year 5 of the plan (2023/2024):- continue to deliver affordable homes for social rent ongoing focus on prevention of homelessness, particularly in relation to households with children through continuing to maximise social lets to homeless households and continued support to access and sustain in relation to the private sector continue to reduce long-term homelessness further progress the homelessness directions contained within the Strategic Commissioning Plan continue to maintain and develop links to the Local Child Poverty Action Plan monitor implementation of pathways for victims of domestic abuse, with addition of ADP funded specialist support continue to work with Social Work Resources to develop housing options for young care leavers including supported accommodation model further develop the approach for individuals released from prison by expanding the service by linking in with female prisons continue to focus on pathways and a Housing Options approach for young people continue to develop, promote and monitor the Private Sector Access and Sustainment Service the RRTP currently funds a ‘Homestart’ service to all new tenants. A review of the current service will be undertaken during 2023/2024 to assess the outcomes achieved and any future service developments continue to expand Council’s Housing First approach continue to convert temporary units to permanent accommodation complete review of support service provision and identify proposals for implementation of revised approach to commission and delivery of trauma informed support services review of Commissioned Services exploring opportunities of partnership working for efficiencies and to lever in funding that will add value to existing homelessness services further progress ongoing work with RSL partners to expand Homefinder Common Housing Register 7. Next Steps 7.1. The RRTP Annual Review 2022/2023, attached as Appendix 1, was submitted to the Scottish Government by the required timescale of 25 August 2023 subject to approval by Housing and Technical Resources Committee on 30 August 2023. Officers await feedback from this submission and will consider any relevant actions within this. 91
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7.2. The outcomes from the RRTP Annual Review 2022/2023 will be presented to the South Lanarkshire Community Planning Partnership Board for noting later in the year. 7.3. It is proposed that the RRTP will be replaced in 2024/2025 and that a final review of the current plan will be presented to the Housing and Technical Resources Committee in September 2024. 8. Employee Implications 8.1. There are no employee implications as a result of this report. 9. Financial Implications 9.1. The RRTP confirmed the significant level of resources required to be directed towards the prevention and alleviation of homelessness. While the Scottish Government has provided £2,659,892 in funding to assist in the development and implementation of the RRTP, this was significantly short of the £7.31 million set out as required in the original plan. Experience during 2022/2023 has shown the need for a fundamental review of long- term resourcing requirements for homelessness at a national level, indeed this point was highlighted by the recent report by the Temporary Accommodation Task and Finish Group. The Group made 15 recommendations to the Scottish Government including action should be taken to make changes to the funding of homelessness services to ensure they are funded sufficiently. 9.2. The funding provided by the Scottish Government to date includes £453,000 to support the continued implementation of the RRTP in 2022/2023 and a further £460,892 for 2023/2024. This funding will continue to be used to progress delivery of the 5 key priority objectives of the plan. 9.3. As part of the ongoing RRTP monitoring and review process, consideration is given by all partners on how to further embed RRTP activities into mainstream services. At the same time partners will continue to identify opportunities to access additional funding, which is required to meet not only RRTP objectives but also to support achievement of national objectives detailed within the Ending Homelessness Together Action Plan. 10. Climate Change, Sustainability and Environmental Implications 10.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 11. Other Implications 11.1. the content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 11.2. There are no additional risks associated with this report. 12. Equality Impact Assessment and Consultation Arrangements 12.1. An equality impact assessment was carried out on the RRTP. The assessment confirmed that the plan will make a positive contribution to the promotion of equalities. 92
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12.2. A Strategic Environmental Assessment (SEA) pre-screening determination was completed as part of the development of the RRTP 2019 to 2024. This confirmed there is no requirement for a separate SEA to be carried out for the RRTP. 12.3. The RRTP was developed and co-produced with a range of key partners and stakeholders. These groups have confirmed their commitment to work together to ensure the delivery of the priority outcomes. Through the Homelessness Strategy Group, these partners have been involved in monitoring and reviewing progress of the plan. Stephen Gibson Executive Director (Housing and Technical Resources) 18 July 2023 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 None List of Background Papers South Lanarkshire Rapid Rehousing Transition Plan 2019-24, Housing and Technical Resources Committee Report, 23 January 2019. Annual Review of the South Lanarkshire Rapid Rehousing Plan 2021/22. Housing and Technical Resources Committee Report, 30 August 2023. Contact for Further Information If you would like further information, please contact: Jacqueline Fernie, Homelessness and Housing Support Manager Jacqueline.fernie@southlanarkshire.gov.uk Linzi Brunton, Strategy Co-ordinator (RRTP) Linzi.Brunton@southlanarkshire.gov.uk 93
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1 South Lanarkshire Council Rapid Rehousing Transition Plan Annual Review 2022/23 96
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2 Contents Foreword ................................................................................................................................ 3 1. Executive Summary ........................................................................................................ 4 2. Homelessness Trends in the Year ................................................................................. 9 3. Year Four progress ....................................................................................................... 16 4. Proposed Changes to Rapid Rehousing Transition Plan (RRTP) ............................. 24 5. Priorities for 2023/24 .................................................................................................... 24 Appendix 1: RRTP Action Plan ........................................................................................... 27 97
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3 Foreword Councillor Davie McLachlan Chair of Housing and Technical Resources Committee I am pleased to report that that the fourth year of South Lanarkshire’s Rapid Rehousing Transition Plan has been another successful one despite the significant challenges we have faced over the last 12 months. The marked increase in demand for homelessness services which has been experienced locally and nationally during the year has bucked trends reported in previous years RRPT reviews. Once again however local services have stepped up to meet the challenges, preventing homelessness where possible, otherwise providing appropriate accommodation and support services to meet individual needs whilst also meeting unprecedented and wide-ranging needs arising from humanitarian programmes, in particular from Ukraine. This review shows the breadth of work that has been undertaken over the year and the ongoing commitment to delivering quality, person centred services to achieve positive and sustainable outcomes. We have now moved beyond our commitment to deliver 1,000 additional council homes by setting a new target of an additional 1300 homes by 2027. Working collaboratively with our housing association partners to deliver a significant increase in additional affordable homes which is key to achieving the significant reduction in homelessness at the heart of our plan. As we move forward into year five, the final year of the plan, I am confident that we will continue to build on the good work and outcomes already achieved despite the challenging context. Ensuring we maximise opportunities to increase the supply of affordable housing, prevent homelessness wherever possible or effectively respond with appropriate packages of accommodation and support as our foundation for delivering the impact on homelessness and individual outcomes which we seek to achieve over the remaining year of the plan. Councillor Joe Fagan Chair of South Lanarkshire’s Community Planning Partnership Board Over the past year, our communities have faced real challenges in terms of meeting their basic needs and this year’s review demonstrates the scale and nature of the efforts that partners have directed towards tackling homelessness in what has been the most difficult of circumstances. This review highlights just some of the excellent work that is being delivered across the Community Planning Partnership every day to improve the lives of people in South Lanarkshire. Over the last year the focus has remained on prevention of homelessness and where prevention is not possible to minimise the impact on individuals, families and communities through rapid provision of quality temporary housing, based on our model of temporary housing being ordinary homes within ordinary communities, quality 98
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4 trauma informed housing and homelessness services including specialist support services where required to meet the needs of some of the most vulnerable people in our society. We must continue to work together, utilising the strength of the Community Planning Partnership to understand need, respond effectively to increased pressures and continue our path to achieving change in addressing homelessness across South Lanarkshire over the final year of the Plan and beyond. 1. Executive Summary Effective partnership working and a shared commitment to addressing homelessness has enabled good progress to be made over the period since South Lanarkshire’s Rapid Re- Housing Transition Plan (RRTP) was approved. Indeed, the position recorded at the end of the previous year noted the scale of the progress which had been made in preventing and resolving homelessness, including; • a 21% reduction in overall homelessness, • a 25% reduction in long term homelessness (households residing in temporary accommodation for over 12 months), • a 22% reduction in time spent in temporary accommodation by households with children and • a reduction of 8% in the number of children affected by homelessness. 2022/23 has however proven an extremely challenging year both locally and nationally in terms of maintaining progress, with a 17% increase in homeless presentations in South Lanarkshire accompanied with a 38% increase in homelessness since 2021/22. Nationally it has been reported that homelessness figures are at the highest they have been since records began in 2002. In reviewing the fourth year of the plan the Homelessness Strategy Group reflected on the changing environment in which partners operate, not least the national spike in homelessness, the cost-of-living crisis and wider increasing demand and pressures in the housing system, including from humanitarian programmes. Notwithstanding this context the partnership has reiterated its ongoing commitment to working over the longer term to prevent homelessness wherever possible and support those at risk of or who are experiencing homelessness. A summary of the key highlights over the last year, the fourth year of the RRTP include: - • A continued reduction in long-term homelessness, with 67% fewer homeless households living in temporary accommodation for more than 12 months over the lifespan of the plan. • A further 3.7% reduction in the number of days people resided in temporary accommodation now 174 days. • The avoidance of homelessness in 65% of cases through positive prevention activity by the Councils Integrated Home Options service. • Continued success in the pathway plan approach to meeting the housing needs of care experienced young people, with 100% (51) over the last year having a 99
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5 completed pathway plan. Of the 51 young care leavers seeking housing 30 have had tenancies secured and 7 are under offer, increasing average age for move onto independent living to 21. The sustainability for this group is positive with 93% of tenancies sustained over last year. • Continue delivery of new affordable homes for social rent in South Lanarkshire with a total of 233 additional council homes during the year. • The development of a short video to improve awareness of housing options and homelessness in secondary schools with active participation from homeless service users. This will be rolled out to education to incorporate into the school curriculum and shared with other services through 2023/24. • A further 30 temporary homes converted to secure tenancies, best meeting the needs and choice of the household. • Increase in social rented properties directed to homeless households, 58% of all vacant council homes and 38% of Registered Social Landlord lets in 2022/23. • Continued progress raising awareness and testing approaches to homeless prevention via routine enquiry and collaborative response, informing priorities for coming year in relation to Homelessness Directions contained in the Strategic Commissioning Plan. • Continued to support victims of domestic abuse through the implementation of specific housing pathway and housing representation at all Multi Agency Risk Assessment Conference (MARAC) meetings. Ensuring a multi-agency approach and resulting in successful work being carried out with 17 people through 2022/23. • Evaluation of SHORE project reflected that the liberation process has enabled us to reduce the number of prisoners having to present as homeless and securing accommodation on their release. The dedicated SHORE worker engaged with 197 people, 70 cases were able to return to their previous residence and 9 with offers of accommodation. • Continued growth of the Housing First approach with a further 3 households with multiple and complex needs supported during 2022/23, in addition to the cumulative 36 individuals supported through the programme. At year end 75% of Housing First cases have seen improvement in their overall outcomes. • Increase in homelessness prevention through hardship sustainability funding and support services across all housing tenures. • 81.8% improvement in distance travelled with internal housing support was recorded through the introduction of Wellbeing Web. • High level of tenancy sustainment continues with 91% of homeless households sustaining their tenancy for over 12 months in 2022/23. 1. Background 1.1 National Context While previous reviews have documented the dynamic context within which the RRTP is being implemented the fourth year of the plan, as noted above, has been progressed in the most challenging set of circumstances since the inception of the plan. A summary of key developments and challenges in the year is detailed below: • The links between homelessness and poverty are well documented, in 2022/23 there has been a continued economic downturn accompanied by the “cost of living crisis”. Global and national economies have been significantly affected by the impact of Covid 19 and the war in Ukraine which have directly impacted on the housing system. It is 100
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6 expected the challenges will continue to disproportionately impact on economically disadvantaged households who are at greatest risk of homelessness. • ‘Preventing Homelessness in Scotland,’ a consultation published jointly by The Scottish Government and COSLA in December 2021, sought views on proposals to introduce statutory prevention duties across public bodies, re-emphasising the responsibility for preventing homelessness needs to be shared across community planning partners. The forthcoming Housing bill is expected to be published later in 2023 will clarify the legislative implications. • Rapid Rehousing Transition Plans: Making the case for the next five years. The Chartered Institute of Housing Scotland (CIH) together with Fife Council published a report building on the work in July 2021 by CIH Scotland, highlighting the importance of Rapid Rehousing Transition Plans (RRTPs) as part of the Ending Homelessness Together commitment. Nevertheless, the Scottish Government has yet to confirm the requirements and expectations for RRTPs from 2024. • A Temporary Accommodation Standards Framework was published by the Scottish Government in May 2023, intended to ensure all temporary accommodation throughout Scotland is of a consistently high quality. The framework covers the standards that should be achieved by all social landlords relating to physical, location, service, and management of temporary accommodation. The Scottish Government continue work to set out how standards will be monitored and enforced nationally. 1.2 South Lanarkshire Context South Lanarkshire Council has a long-standing strong commitment to meeting the needs of homeless people. During 2022/23 the partnership focus on improving outcomes, both through prevention and response activity continued. This included the commitment set out in the Health and Social Care Partnership’s Strategic Commissioning Plan (2022-25). The alignment of the RRTP with community planning was also further established during the year with the inclusion within the new “Community Plan 2022 to 2032” of the following high- level priority. “We will work in partnership to prevent and significantly reduce homelessness and improve outcomes for those at risk of or who experience homelessness.” 1.3 Co-production and Oversight of the RRTP The South Lanarkshire RRTP was co-produced through intensive engagement with key partners and this approach has been continued in the development, delivery, and review of the plan continuing to meet varying need, pressure on limited housing resources and the cost-of-living crisis. The Homelessness Strategy Group who are responsible for monitoring and reporting in relation to the RRTP continued to meet throughout 2022/23. A system of quarterly monitoring of the RRTP Measures and Actions was continued through 2022/23. This kept relevant stakeholders and senior management informed of progress throughout the year and provided the opportunity to raise awareness of Rapid Rehousing. Senior managers from Housing and Technical Resources also attended regular meetings of the Housing Options West HUB meeting and represent the West HUB at the National 101
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7 Homeless Prevention RRTP subgroup, benefiting from shared learning across authorities and Scottish Government updates and discussions. During 2022/23, further work continued to strengthen partnership links, ensuring homelessness and its wider impact is appropriately reflected in each strategy/plan. Key developments included: - • The inclusion of the high-level priority relating to homelessness within the new “Community Plan 2022 to 2032”. • the inclusion of homelessness prevention actions and monitoring within the Children’s Services (Corporate Parenting) Action Plan and Re-designing Children’s Services plan. • the progression of two Homelessness Directions within the Health and Social Care Partnership’s Strategic Commissioning Plan (2022-25). • the inclusion of action on homeless prevention within the Alcohol and Drug Partnership Strategy 2020-23 (Priority 4 A public Health Approach) and overall emphasis on early intervention and prevention. • the inclusion of actions relating to homelessness within the Local Child Poverty Action Plan 2021/22. • Continued focus on actions to support victims of domestic abuse from the Make a Stand pledge. 1.4 Funding The Scottish Government awarded £453,000 to South Lanarkshire Council to fund RRTP delivery during 2022/23. The total funding that was originally sought to support the RRTP was £7.31million. Since the first award of funding form the Scottish Government in 2019, and taking account of the confirmed award for 2023/24 of £460,892 a total of £2,659,892 has been awarded to support the development and implementation of RRTP, the breakdown is as follows: RRTP funding received by year Amount 2019 £105,000 (start-up funding) 2019/20 £461,000 2020/21 £453,000 2020/21 £282,000 2021/22 £445,000 2022/23 £453,000 2023/24 £460,892 It should be emphasised that partner contributions require to be considered broadly to include not only financial resources but other partner contributions such as realignment of staffing resources and service priorities to support delivery of the RRTP. 102
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8 A summary of the key areas which have been progressed during the year using funding received from the Scottish Government’s Ending Homelessness Together Fund is detailed below: - • Expansion of specialist support services to meet a range of complex need including repeat homelessness, multiple needs in particular addiction and mental health, further supported by Alcohol and Drug Partnership (ADP) funding. • Scaling up of the Housing First approach to meet the needs of the most vulnerable offering greater choice and support to access and make a house a comfortable home. • Continued focus on homeless prevention at points of transition in people’s lives, including the further development of the Sustainable Housing on Release for Everyone (SHORE) • Continued delivery and further development of o approaches to Gender Based Violence and o housing pathway planning for young people moving on from care. • The further development of services to prevent homelessness in the private sector through the Private Sector Access and Sustainment Service delivering advice along with practical and financial support to access and sustain private tenancies. The original RRTP identified the need for £7.31million to resource the 5-year plan. To date £2,659,892 has been provided. The commitment for a further two years funding from the Scottish Government is welcomed. From the outset RRTP funding has been used to help establish or further develop key aspects of the RRTP. It should be emphasised that the overwhelming level of resources that partners have contributed to support delivery of the RRTP. Experience across 2022/23 has shown that the high level of resources required to provide resilience is essential to maintain forward trajectory for homelessness when in context of the most challenging socio-economic circumstances. 1.5 Other funding sources Throughout the period of the RRTP the partners within the Homelessness Strategy Group have worked together to actively consider alternative funding routes to take forward priority activities and identify opportunities to mainstream services and budgets to be revised or re- focused to help deliver RRTP priorities. Progress was made in the year with: • The Alcohol and Drug Partnership has also confirmed an allocation of £40,000 in year five of the plan to deliver services specifically designed to meet the needs of vulnerable women with addictions. ADP currently considering opportunities to further support prevention activity during 2023/34 including funding to increase SHORE, residential pathway plan and intensive support activities. • South Lanarkshire Council contributed £10,000 towards delivering the SHORE project with a further £15,000 confirmed for 2023/24. • Work across mental health and addiction services to remove barriers to access. 103
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9 2. Homelessness Trends in the Year During 2022/23, in line with national trends, homeless levels have spiked. The challenging economic climate, the “cost of living crisis” and changes in the private rented sector are thought to be driving the increased demand for homelessness services. Over the last year South Lanarkshire has seen a 17% increase in homeless presentations and over 30% increase in the number of households assessed as homeless awaiting settled accommodation. The Council is continuing to deliver quality homeless prevention and response services, striving to prevent homelessness where possible or effectively respond, with continued success across a range of measures for example reduction in repeat homelessness. 2.1 Humanitarian Assistance This year has also witnessed a huge uplift in the level of support provided across the range of humanitarian programmes. This has included seeking to increase and support hosting arrangements and offering quality housing options advice. The has required a significant increase in the involvement of local partners to support national refugee resettlement programmes, with the establishment of the “Homes for Ukraine Scheme” and the continued expansion of the “Afghan Resettlement Programme.” Additionally, in April 2022 the UK Government also announced its intention to implement a policy of “full dispersal” of asylum seekers with target levels of dispersal to each nation and region established during 2022/23. During 2022/23 the Council and other partners have actively engaged with COSLA and the Home Office to support implementation of the dispersal programme which it is anticipated will increase significantly in scale in 2023/24. Given the on-going crisis in Ukraine and wider global uncertainty it can be anticipated that demand for housing and support services for refugees and people seeking asylum will significantly increase in the year/s ahead. During 2022/23 South Lanarkshire played an active role in assisting Ukrainian households resettling in Scotland, over 600 people were accommodated in welcome hub hotel accommodation over the course of the year, 74 families were supported to settle in secure tenancies across our communities and the Refugee resettlement team also supported a further 188 individuals accommodated via host schemes. Interim accommodation was developed at Barrack Street former student accommodation to provide accommodation and support services for 150 single Ukrainians. The service opened in January 2023, delivered in partnership with The Salvation Army offering an opportunity to move on from hotel provision, to find work and have time to make move on plans to other housing options e.g., private rented sector longer term. South Lanarkshire’s focus on supporting households and delivering innovative solutions has helped prevent homelessness from humanitarian programmes within South Lanarkshire, also assisting nationally supporting the disembarkation of both the Glasgow and Edinburgh Ukrainian ships ensuring the smooth arrival of families into South Lanarkshire. Alongside supporting Ukrainian nationals, the Refugee Resettlement service continued to support 53 refugee families (202 individuals) already settled in the local authority area and welcomed three new families who arrived as part of the Home Office UK Resettlement Scheme. 104
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10 2.2 Homelessness demand o Figure 1 below demonstrates the trend in the number of homelessness presentations received between 2002/03 and 2022/23, measured against the number of cases where the council had a duty to house the applicant and the number of cases that resulted in a Scottish Secure Tenancy being allocated upon case closure. Figure 1 – Homelessness trends 2002-2023 • There has been a 17.2% increase in the number of homeless presentations, from 2134 in 2021/22 to 2502 in 2022/23. This is likely to be due to the external economic issues affecting the housing market including the reduction in turnover/availability, pressures in the private rented sector and the “cost of living crisis.” • A rise of 9% in the proportion of households the council had a duty to house from 77% in 2021/22 to 86% in 2022/23. • Continued high level of success in tenancy sustainment levels with 91% of homeless households sustaining their tenancy for over 12 months in 2022/23. • Lets to homeless households both by the council and RSL partners have increased by 5% over the year (58% for council and 38% RSLs) despite a 14% fall in the total number of properties available to let. 0 500 1000 1500 2000 2500 3000 3500 Homeless Trends Presentations Duty Outcome Scottish Secure Tenancy 105
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11 2.3 Reasons for homelessness Figure 2 below provides reasons for homelessness in South Lanarkshire in 2022/23. Figure 2 – Reasons for homelessness There has been an overall increase in homeless demand locally and nationally. The success in reducing the backlog in the previous year has minimised the impact of this increase. The greatest increase has been seen in the areas below; • Being asked to leave current accommodation continues to be the most common reason for homelessness in South Lanarkshire (28%) which is a slight increase on 2021/22 level of over 27%. • Dispute with a violent partner account for 14.08% of all homeless presentations in South Lanarkshire, a slight increase of less than 1% on 2021/22 level. • There is an increase in the levels of private rented across subcategories e.g., Landlord leaving the sector, a 150% increase over 3 years from 1 in 25 households to 1 in 10 since 2020/21. 2.3.1 By continuing to monitor RRTP data and its links to the Local Child Poverty Action Report, the partnership has continued to shape services to meet the needs of homeless households, to reduce the impact of poverty and homelessness, including likelihood of repeat cycles, aligning with Community Plan priorities. 2.3.2 Where homelessness cannot be prevented the partnership is keen to ensure needs and vulnerabilities are understood at the earliest opportunity to mitigate the impact of homelessness on health and well-being. In the last quarter 55 referrals were made to the Homelessness Nursing Service of NHS Lanarkshire, providing speeding access to the specialist nurse led team for assessment, direct support and referral onto specialist services as required. 2.4 Prevention of Homelessness Figure 3 illustrates the number of cases managed by the council’s Housing Options service between 2018/19 and 2022/23 and details of the outcome of advice and assistance provided. 0% 10% 20% 30% 40% Asked to Leave Dispute with Violent Partner Loss of Private Rented Tenancy Reasons for Homelessness 22/23 21/22 20/21 106
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12 Figure 3 – Number of Housing Options cases and outcomes • Positively, the increase in the number of housing option cases over the five years of the plan has also been accompanied by an increase in the proportion of cases where homelessness has been prevented to 65% in 2022/23. This underlines the positive difference the Housing Options approach continues to have preventing homelessness in South Lanarkshire. • There has been a significant focus on the development of prevention services over recent years, including during the period of the pandemic in preparation for an anticipated increased demand on this important first response to emerging housing need and risks. 2.5 Affordable Housing Supply (Social Rented) 2.5.1 Figure 4 below, provides details of the increase in social rented stock (owned by the council) across the four localities during 2022/23, RSL figures cannot be included until the Scottish Government Output report is published later. Figure 4 – Total Social Rented Housing Supply by SLC (non-sheltered) Description Clydesdale East Kilbride Hamilton Rutherglen/ Cambuslang South Lanarkshire RRTP Baseline (2018/19) 6,077 6,261 10,970 6,674 29,982 2022/23 SLC additions 7 92 79 55 233 Total 6,177 6,686 11,250 7,149 31,262 • Throughout the fourth year of the RRTP and despite the challenges to the construction industry due to Covid-19, the council and its’ Registered Social Landlord partners have continued to increase the number of affordable homes for social rent across South Lanarkshire. 0 200 400 600 800 1000 1200 2020/2021 2021/2022 2022/2023 Housing Options Cases and Outcomes Housing Options Cases Cases Resulting in Homelessness Presentation Cases Where Homelessness was Prevented 107
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13 • In the 2022/23, a total of 233 additional affordable homes were delivered by South Lanarkshire Council with 27% designed to meet the needs of those with particular needs, including wheelchair users. 2.6 Temporary Accommodation Figure 5 below provides details of the supply of mainstream (self-contained furnished accommodation) by locality over the period since the RRTP was established. Figure 5 – Breakdown of mainstream temporary accommodation units by locality. • In addition to the council’s core temporary accommodation provision, self-contained furnished properties, ordinary homes across our communities, additional congregate living accommodation compliments the portfolio. This ensures immediate housing needs can be met, on a 24-hour 7 day per week basis. The council’s First Stop/Rapid Access Accommodation provides 61 units of safe, welcoming accommodation with staff providing appropriate assistance and support. There are also 49 units of specialist supported accommodation and 26 units of refuge accommodation through Women’s Aid. • The greatest increase in temporary accommodation placements has occurred in relation to B&B usage which has increased by 89.8% since the same period last year, albeit starting from a very low level of only 30 placements during the course of 2022/23. This is as a result of increased demand for temporary accommodation and the impact of severe weather over winter months which required significant use of properties to decant tenants and less lets available overall despite % lets to unintentionally homeless households increasing and the unusually high lets in in 2021/22 due to the 657 new build properties in the year. 2.6.1 Following a review of Temporary Accommodation undertaken during 2021/22 a Temporary Accommodation Strategic Plan was developed in 2022/23. This strategy and associated planning tool have aided: - modelling supply to meet varying need and unprecedented increase in demand 0 100 200 300 400 500 600 700 800 RRTP Baseline 2019/20 2020/21 2021/22 22/23 Clydesdale East Kilbride Hamilton Camuslang/ Rutherglen Total 108
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14 - consideration on the Councils approach, resulting in the decision to close Lindsay House and re-locate to separate sites East Kilbride First Stop provision and the required level of specialist supported accommodation, to modern appropriate accommodation - A more robust process for continual monitoring and review of temporary accommodation requirements 2.6.2 The process of “flipping” temporary units to Scottish Secure Tenancies has continued, with 105 units having been converted to a permanent home for homeless households since the implementation of the RRTP in 2019 with a focus on planning for longer term cases. Case Study: Flipped Tenancy A service user who had mobility issues and suffered from poor mental health had settled and was doing very well in their temporary furnished flat. Their occupational therapist had assessed that the property was medically suitable and the following discussions the property was converted to a permanent settled home. This alleviated the stress of another move and the challenge of identifying a permanent tenancy that would meet the applicants’ medical needs. Quote from Service User: Flipped Tenancy “…thrilled to keep the temporary accommodation and happy in the tenancy.” 2.6.3 Figure 6 provides a comparison of the average number of days spent in temporary furnished accommodation (excluding First Stop, Supported) between 2019 (RRTP baseline position) and 2022/23 South Lanarkshire Council’s temporary accommodation planning, and monitoring processes have ensured consistent provision of suitable temporary accommodation with any use of unsuitable options such as bed and breakfast being minimal and very short term, there has therefore been no breaches of the Unsuitable Accommodation Order to report. Although this has been increasingly challenging over the last year with the increase in demand for temporary accommodation requiring significant increase in use of bed and breakfast accommodation, conservation of the optimal use mainstream temporary accommodation is a foremost consideration of the council. 109
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15 Figure 6 – Average number of days spent in temporary furnished accommodation by Locality. • The South Lanarkshire average number of days spent in self-contained temporary furnished accommodation decreased by 20% from 226 in 2020/21 to 181 days in 2021/22 and is now decreased a further 4% in 2022/23 to 174 days at the lowest point since the RRTP was approved. • The average time spent in temporary furnished accommodation varies significantly by area, from 108 days in Clydesdale to 232 days in East Kilbride. The South Lanarkshire average being 174 days. This is due to higher demand and greater pressure on accommodation in more urban localities. Across all temporary accommodation types the average length of stay was 95.7 days. 2.6.4 At the end of 2022/23 a 65% reduction in homeless households living in temporary accommodation for more than 12 months has been secured since the beginning of the RRTP. This underlines the positive impact which the partnership is having and allows a positive projection to achieving an end to long-term homelessness in South Lanarkshire within the five-year timescale of the RRTP. Reducing long term homelessness numbers is a key area of focus for partners despite the challenging context and progress in relation to this. 2.7 Repeat Homelessness 2.7.1 During 2022/23, there has been a decrease in the proportion of repeat homelessness cases compared with the previous year from 5.6% in 2021/22 to 3.6% in 2022/23. There continues to be an increased focus on support, particularly for those with complex needs, which contributes to improvements in tenancy sustainment and prevention of repeat homelessness. Analysis of repeat homelessness is continuous informing future service development. Relatively low levels of rough sleeping continue to be reported across South Lanarkshire, from 69 reported instances during 2021/22 to 25 instances reported during 2022/23 a 64% decrease. All actions developed in the Rough Sleeping Action Plan in 2021/22 are now 0 50 100 150 200 250 300 350 South Lanarkshire East Kilbride Rutherglen/ Cambuslang Hamilton Clydesdale RRTP Baseline 2019/20 2021/21 2021/22 2022/23 110
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16 complete, this included introducing online reporting, promotion of 24-hour service availability in response to urgent homelessness contributing to successful reduction in instances of rough sleeping. However, this remains an area of focus into 2023/24. 3. Year Four progress 3.1 Tackling homelessness requires a shared commitment from a range of agencies and partners in the public, private and third sectors. As such the RRTP was co-produced and annually reviewed with partners and stakeholders involved in the decision-making process for agreeing ongoing priority actions contained within the plan. 3.2 Reviewing the plan The Homelessness Strategy Group has responsibility for monitoring progress in relation to the RRTP and overseeing the annual review, including the evaluation of progress against actions and measures set out within the action plan and consideration of the appropriateness of the actions identified. During the process of reviewing the fourth year of the RRTP, it has been recognised that progress has built upon the existing foundations of strong partnerships, and this will ensure the continuation and further development of key areas of work, particularly in light of the continually challenging environment. The group note good progress has been made over the last four years meeting key objectives whilst adapting to the impact of the public health emergency, and a solid structure is in place enabling the achievement of positive outcomes. 3.3 Review Scorecard To monitor progress against each of the five priority objectives in the RRTP, a traffic light scoring system is used. Attached to the priorities are 53 indicators comprising of 33 actions and 20 measures. A further category of blue was an addition to the second annual review and highlights actions which have been completed. Figure 7 below provides a summary of the position in relation to the progress made towards the achievement of the five priority objectives of the RRTP during 2022/23. Over 92% of indicators were either achieved or were close to target. Figure 7: Scorecard RRTP Scorecard 2022/23 Blue Green Amber Red Grey Total Prevent homelessness occurring and significantly reduce homelessness 1 10 1 2 0 14 Significantly reduce time spent by households in temporary accommodation and minimise moves before moving to settled homes 0 11 1 0 0 12 Improve and increase the provision of housing support for households to live independently within communities 1 9 1 0 1 12 Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs 0 9 0 0 1 10 111
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17 Enhance integration and partnership working to embed RRTP through a whole systems approach 1 4 0 0 0 5 All 3 43 3 2 2 53 Colour Progress Blue Complete Green Achieved/on target Amber Minor slippage Red Significantly off target Grey Report Later/Contextual 3.4 Key Highlights of Progress Made in Year 4 Detailed below are key highlights of the progress that has been made towards delivering the actions and measures outlined for Year four for each of the five RRTP priority objectives. Some examples of service user feedback and case studies have also been provided to demonstrate the positive outcomes achieved. A summary of progress made in Year four, in relation to all actions and measures detailed in the RRTP Action Plan is also attached as Appendix 1. Priority Objective 1: Prevent homelessness occurring and significantly reduce homelessness • Although early intervention and integrated housing options has continued in line with national trends there has been an increase in the levels of homelessness. Success in reducing the backlog over the previous year can however be considered to have limited the impact of this increase. • A further improvement of availability in affordable housing has been seen in 2022/23 with a total of 233 delivered (this included 57 purchased through the Council’s Open Market Purchase Scheme). • There has been a continued partnership approach with Right There to support access and sustainability of tenancies in the Private Rented Sector with the continuation of the Innovation Fund. In 2022/23 there were 24 people helped through the scheme. • In 2022/23 there was a continued focus on early detection of housing risk factors and interventions to prevent homelessness where possible through the Integrated Housing Options model. Despite an increase in the demand for the service 65% of advice cases were closed with support being provided preventing homelessness from occurring. • Improved service pathways developed between the Integrated Housing Options Team and Adult Employability Services supporting adults at risk of homelessness to access education, training, or employment. • Ongoing pathway approach to support those affected by domestic abuse with a view to preventing homelessness wherever possible. With 17 people supported through the year by a part time post the aim is to expand this service through 2023/24 with additional funding from the Alcohol and Drug Partnership. • Ongoing joint approach to supporting young people moving on from a care setting through pathway plan process and additional support available via Social Work’s Throughcare and Aftercare team in close partnership with Housing Services. 112
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18 • A homelessness awareness video co-produced with service users details journeys through homelessness was shared with partners including a service user group. The feedback from all service users who viewed the video was very positive noting this was an informative resource relating to homelessness prevention and homelessness services. The video is now being shared in Education, wider Council Departments, Women’s Aid and Commissioned Services to share with those at risk of or actually homeless across the partnership. Case Study: Innovation Fund We received a call from Lanark housing service looking for some advice regarding a male single parent that had contacted housing after the sudden death of his wife. He was living in a private rented property with his 12-year-old son, and both were finding it difficult living there due to his wife passing away in the property. This was very traumatic for them and was affecting their mental health. The father made reference to preferring to be homeless than continuing to reside at the property due to the trauma he and his son had faced. The client had identified an alternative property through his current private sector landlord but didn’t have the finances to pay the deposit required to secure the property. Unfortunately, the landlord would not accept the standard guarantee bond for the deposit, however we were able to support through the Innovation Fund and arranged for a cash payment to be paid directly into the landlord's account facilitating a move within 2 weeks. We were also able to help with decoration cost for the son’s bedroom to support him to settle well in his new tenancy by accessing a starter pack fund. The client expressed his gratitude to the service and explained that without the help of Right There , there would have been no way he would have been able to afford the deposit required to move and that they have both settled in well to their new home which has had a significant impact on the child’s welfare, education and both father and son’s general wellbeing. Case Study: Domestic Abuse Housing Pathway AM was first presented at MARAC in September 2020 with her partner. They had two homeless applications prior to this date for fleeing the threat of external violence. Anti-social behaviour complaints from their tenancy stated the perpetrator was regularly arguing or violent towards neighbours and the victim. Since 2019 there were more than five complaints concerned for the welfare of the victim. The perpetrator was imprisoned May 2021 for domestic abuse offences. AM made it clear to Housing Officer that once perpetrator was released from prison, she did not wish to continue the relationship. AM indicated that she wished to remain in the tenancy so the Housing Officer tried various routes to seek his removal from the joint tenancy. This was not successful. The perpetrator refused to sign over the tenancy even with the offer of alternative accommodation on his release. Legal services were unable to assist as he had joint rights to the tenancy. The perpetrator was released from prison May 2022 and headed straight for their tenancy where it was suspected the domestic abuse, including financially abuse, restarted. 113
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19 The following week the victim attended an appointment in a council office and the perpetrator found her there and assaulted her. He was arrested and released with bail conditions. AM presented to the out of hours service that evening with Police, she was very subdued and did not speak to staff. Later the following day she was found to be in possession of an unknown substance and was asked to leave and alternative accommodated had to be sourced. AM began to engage with Social Work, community addictions team, Women’s Aid and ASSIST. She was also diagnosed as schizophrenic. The Housing Officer completed a domestic abuse Housing Pathway with AM. She has since been rehoused in another locality, a safe distance away from her previous joint tenancy where he continues to reside. This took 239 days from the date she applied as homeless to the date her new tenancy started. Outreach housing support service has been put in place and she engages well with this and the other agencies. Priority Objective 3: Improve and increase the provision of housing support for households to live independently within communities • Tenancy sustainment levels remain high at 92% for overall tenancies and 91% for previously homeless households. The HomeStart service contributes to this positive position with continued focus on assisting new council tenants, (in particular those at most risk of or who have experienced homelessness), to sustain their tenancy. In the last year, the HomeStart service provided both practical assistance and advice to 1235 new tenants helping set up a comfortable home. • Improved integration of housing support services - Partnership work with Salvation Army, Turning Point, Blue Triangle Housing Association and Right There has supported the continued development of the pathway planning approach which ensures the provision of Priority Objective 2: Significantly reduce time spent by households in temporary accommodation and minimise moves before moving to a settled home • A further 4% reduction in the number of households who have spent more than 12 months in temporary accommodation. • A 65% reduction in long term homelessness from 120 in 2019/20, 56 in 2020/21, 42 in 2021/22 and 40 in 2022/23. • A 4% reduction in time spent in temporary accommodation from an average of 181 days in 2021/22 to an average of 174 days in 2022/23. This not only reflects improvements on a very challenging year but sees a 7% reduction compared against pre-pandemic levels. • An increase in the number of temporary tenancies which were ‘flipped’ to a Scottish Secure Tenancy, providing the homeless household with a permanent home, and avoiding the need for the disruption of further moves. A total of 105 tenancies have been flipped since 2019/20 • The Council and its HomeFinder Registered Social Landlord (RSL) partners continue to maximise the percentage of lets to be directed to those on the Homeless List. In 2022/23, 58% of council properties were let to homeless applicants. HomeFinder RSLs collectively let 38% of vacant properties to homeless households. • There continues to be a low incidence of rough sleeping in South Lanarkshire with a 60% reduction in those who advised they had slept rough the night before presenting as homeless over the lifetime of the plan. 114
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20 Priority Objective 3: Improve and increase the provision of housing support for households to live independently within communities innovative housing support projects across South Lanarkshire. All congregate living temporary accommodation projects offer quality, person centred support in a “psychologically informed environment.” Support is designed to build personal resilience, strengthen social networks, and empower, including increasing life skills to support tenancy sustainment. An Intensive Floating Support service is also provided to households with multiple and complex needs. • A dedicated focus, with specialist posts, deliver a positive Personal Housing Planning approach for vulnerable groups including women experiencing domestic abuse, care leavers, and the continued implementation of SHORE standards for the prevention of homelessness on release from prison remains. • Ongoing partnership approach to meeting the needs of women at risk of homelessness due to gender based violence. Housing represented on Co-corporate GBV partnership group in addition to Housing subgroup with purpose of raising awareness of issue, supporting learning and development across workforce, and delivering person centred pathway plans to explore all housing options and secure suitable sustainable housing outcomes. • The complex need case discussion panel has continued through 2022/23 with a planned calendar of meetings and flexibility for emergency panels as required. The focus has been on encouraging the sharing of knowledge, skills, and insight from partners in Health and Social Work with the panel to target interventions and improve the quality of life for clients and reduce further homelessness and the impact of homelessness as far as possible. • Service users were offered the opportunity to attend Harm Reduction training through the Service User Engagement programme resulting in positive feedback enabling those who attending to use their skills to assist their peers. • The Wellbeing Web was introduced in 2022/23 to enable better understanding and monitoring of housing support need and outcomes achieved. The service supported 485 clients over the course of the year achieving 81.8% improvement against assessed support needs, this includes managing a home, addiction, mental health, and community connections. Case Study: Complex Case Panel Service user presented as homeless due to being asked to leave by his Mum. He had a diagnosis of ADHD and his behaviours in the family home were causing distress to his two younger sisters. His Mum felt she could no longer cope with him in the house but still wanted to provide a level of support. Housing Support Officer assessment lead onto referral for discussion at the complex need case panel. Abusive behaviour was a key concern. A meeting was arranged and the Housing Support Officer, Homeless Team Leader, Social Worker, representation from Blue Triangle Intensive Floating Support, Health & Homeless and Right There discussed an approach to meeting accommodation and support needs. It was considered abusive behaviours seemed linked to the ask to move on from the family home, a feeling of isolation and placement out with the area he had grown up in. The panel agreed the following actions: - • Identify a temporary furnished flat in close proximity to his family. Referral onto outreach support service and Social Work to look at providing and funding appropriate service for additional support needs. 115
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21 • Housing Support Officer to work with client to complete detailed housing plan so we could establish the best areas to be rehoused permanently. Following the agreed plan of action, a Temporary Furnished Flat was identified 0.3 miles from Mum’s house. Joint discussion and support in place lead to agreement on temporary return to the family home until this property was available to move into solving immediate accommodation concerns. A referral was made to Right There and a male support worker picked up the case. Social Work continued to work with the family in considering the most appropriate supports. After moving into the Temporary Furnished Flat he settled quickly. The family relationships improved greatly as he had his own space but Mum close by for support. Across the partnership support was delivered and well received on a voluntary basis. After five months of a settled position, it was agreed to ‘flip’ the tenancy to a Scottish secure tenancy. The positive outcomes for this case: - • Multi agency approach met support needs. • Person centred housing plan identified most appropriate accommodation option. • Appropriate offer of housing through flipping tenancy preventing further disruption. • Positive relationships established should there be any future need for advice or support. Priority Objective 4: Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs • South Lanarkshire Council in partnership with The Salvation Army continue to work to deliver Housing First support to individuals with multiple complex needs. • In 2022/23 a further 3 individuals were supported through Housing First totalling 36 supported since the service began. Improvement in outcomes for individuals supported by Housing First has been recorded in areas such as a 22% increase in engagement around drug & alcohol use, in turn a 5% decrease in offending behaviour, 12% increase in motivation & taking responsibility, 3% increase in management of tenancies and 3% increase in self- care. • As the individual learns they gradually become more self-reliant; this is maximised by the number of hours staff were available to support service users by arranging for staggered starts, shift working, and/or encouraging staff to work flexible hours. • Continued growth of the partnership Community Harm Reduction Hub enabling those supported by the Housing First service to access group work, harm reduction intervention, psychosocial implementation and build on life skills. • Further support through Health and Wellbeing began in 2022/23 with the implementation of a walking group for Housing First service users. • Progress made over last year with prioritising access to general medical and universal health screening services for homeless people particularly positive partnership with community links health team. During 2023/24 work will continue to explore opportunities to expand and evidence prevention activity through priority access. 1st 116
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22 Service User Feedback/Comments: Housing First Service “Thanks to everyone at Housing 1st for their help and support over the last few years. I’d have been lost without all of you, they are all diamonds yourself included so thank you, you all do an amazing job”. “Thanks very much for everything that you’ve done for me, guiding me. If it wasn’t for you, I wouldn’t have come this far”. “This Service has saved me, like mentally and physically. There is nothing that staff wouldn’t do to support me and are always there to make sure I am ok. My treatment can take it out of me sometimes but just knowing that someone cares make it all worthwhile. I feel stable in my home and feel as though this is my time.” “The staff helped me with cooking.” “I hide away, and my worker always makes sure that I get the things I need. I struggle but always tried to act as though I was managing. It’s good to have people know me”. “If it wasn’t for staff and this Service I would probably be in and out of hostels and prison. This is the longest that I have not spent time in prison. My house looks amazing.” “I have been going to the groups at the HUB, never usually go anywhere as I struggle with people. It is really fun and even get to meet new people”. “Yesterday, I bought my own furniture. Some I have to do things too, but it is mine and felt really good”. Priority Objective 5: Enhance integration and partnership working to embed RRTP through a whole systems approach • Regular update on partner services is provided to the Homelessness Strategy Group which improves knowledge and understanding of the role of each partner and promotes best practice and consistency for governance of the plan. • The Homelessness Strategy played an active role in shaping the homelessness content of the new Local Housing Strategy (LHS) 2022 to 2077 which was approved in November 2022. • Close partnership working continues to develop and progress specific ‘Directions’ within the Strategic Commissioning Plan 2022-25. Progress made over last year includes positive partnership with community links health team. During 2023/24 work will continue to explore opportunities to expand and evidence prevention activity through priority access. Evaluation will be undertaken by end of 2023 which will allow sufficient time to take account of the of legislation and statutory guidance on new prevention of homelessness duties for public bodies in the forthcoming Housing Bill. • The council has also successfully agreed an information sharing arrangement with the National Health Service enabling data trend analysis to understand links between health and homelessness data with a view to aiding preventative activity. • Data sharing on an individual basis in relation to household with children has been re- established to ensure the impact of homelessness is minimised 117
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23 3.5 Key Areas for Improvement 3.5.1 Progress is being made with 92% of indicators on the RRTP Action Plan being complete, on target or close to target, however there are three indicators across the five priority objectives that have been allocated an amber status and two which are now red and these will continue to be areas of focus and improvement during 2023/24. 3.5.2 Table A below provides the context as to why they continue to be monitored. Table A – Red and Amber Measures Reference Measure Comment M1.1 The number of homeless Presentations This action, in line with national trends, the demand for homelessness services increased significantly in the year, a 17% increase. This trend is likely to continue in light of external factors including socio-economic circumstances. It is therefore considered necessary to increase RRTP measure from a target to reduce homelessness by 10%-20% and replaced (see 4.3 Table B – Proposed Amendments below) M1.2 Level of Homeless Households (homelessness caseload at year end) As above the spike in demand for homeless services has resulted in the measure now being red and the likelihood of meeting the target unlikely. Nationally homeless applications are at the highest since collections began in 2002, with an increase of 29% compared to 2019 reported by the Scottish Government in January 2023. It is therefore proposed that this measure will be removed from the RRTP and replaced (see 4.3 Table B – Proposed Amendments below) M1.5 Increase the number of landlord accredited properties Through the Private Landlord Forum, private landlords are encouraged to take up training offered by Landlord Accreditation Scotland. This measure will continue to be progressed during 2023/24. M2.3 Percentage of homeless households provided with a Scottish Secure Tenancy While performance reduced during the year in the face of a number of external challenges there has been a 4% improvement when considered over the last 2 years. There is confidence that over the next year the performance will improve further. M3.1 Number of people accessing Housing Options (prevention) services Slightly under target for 2022/23 however a positively the proportion of cases where homelessness has been prevented was 65%. This underlines the positive difference the Housing Options approach continues to have on preventing homelessness in South Lanarkshire. 118
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24 4. Proposed Changes to Rapid Rehousing Transition Plan (RRTP) 4.1 The annual review provides the opportunity to assess and report on the progress made against each of the actions and measures contained within the plan. It also allows for a general re-examination of the RRTP, to ensure that the objectives, actions, and measures identified, remain appropriate, relevant, and measurable. 4.2 During the annual review one proposed revised action has been identified. Details of the proposed change are detailed in Table B below. Following approval, the revision will be incorporated into the RRTP action plan for 2023/24. 4.3 In addition, several minor amendments have been made throughout the action plan to measures and actions to reflect changes in processes or updated terminology. These do not impact on the outcomes reported; however, help ensure the RRTP remains up to date and clear in how it will deliver the intended outcomes. Table B – Proposed Amendments Ref. Current action/measure Status Ref. Proposed replacement action/measure (where appropriate) M1.1A The number of homeless Presentations Red M1.1 It is looking increasingly unlikely that the target to reduce by 10%-20% will be met due to the increasing pressures from external factors out with the control of the authority. Although the focus on prevention work will continue. It is proposed therefore that the target for this measure be amended to “maintain or reduce the level of homeless presentations in the year.” M1.2A Level of Homeless Households (homelessness caseload at year end) Red M1.2 It is looking increasingly unlikely that the target to reduce by 10%-20% will be met due to the increasing pressures from external factors out with the control of the authority. Although the focus on prevention work will continue, it is proposed that the target for this measure be amended to “maintain or reduce level of homelessness.” 5. Priorities for 2023/24 5.1 The review also provides an opportunity to set out the key priorities to be progressed over the next year of the plan. 119
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25 5.2 A summary of these to be progressed during 2023/24 are detailed below: - • Continue to deliver affordable homes for social rent. • Ongoing focus on prevention of homelessness, particularly in relation to households with children through continuing to maximise social lets to homeless households and continued support to access and sustain in relation to the private sector. • Continue to reduce long-term homelessness. • Further progress the homelessness directions contained within the Strategic Commissioning Plan. • Continue to maintain and develop links to the Local Child Poverty Action Plan. • Monitor implementation of specific pathways for victims of domestic abuse, with additional of ADP funded specialist support. • Continue to work with Social Work Resource to develop housing options for young care leavers, including supported accommodation model. • Further develop the approach for individuals released from prison by expanding the service by linking in with female prisons. • Continue to focus on pathways and a Housing Options approach for young people. • Continue to develop, promote, and monitor the Private Sector Access and Sustainment Service. • Review the councils Homestart service for new tenants for decision on future and to capture learning to inform future service development. • Continue to expand councils Housing First approach. • Continue to convert temporary units to permanent accommodation. • Complete review of support service provision and identify proposals for implementation of revised approach to commission and delivery of trauma informed support services. • Continue the focus on joined up approaches and avoid long-term duplication of services. especially with health and social care partnerships and community justice. • Review of Commissioned Services exploring opportunities of partnership working for efficiencies and to lever in funding that will add value to existing homelessness services. • Further progress ongoing work with RSL partners to expand Homefinder Common Housing Register. 5.3 Funding the RRTP during 2023/24 Scottish Government Funding During 2022/23, the Scottish Government’s Ending Homelessness Together Fund confirmed a funding allocation of £460,892 for year five for South Lanarkshire. Partners agreed that this would be used to further embed and progress the following RRTP actions: - • The expansion of specialist support services currently provided by Blue Triangle Housing Association for intensive floating support services to individuals with complex needs. • Continuation of funding dedicated officer posts to support victims of domestic abuse. • Continued support of the Private Sector Access and Sustainment Service and expansion of the Innovation Fund administered by Right There. • Continuation of funding dedicated officer posts to support young care leavers. • Continuation of funding dedicated officer to support SHORE standards for individuals entering and leaving prison. • The continuation of the Housing First programme. 120
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26 Other Funding Sources The Homelessness Strategy Group actively consider other potential funding routes to meet future resourcing requirements of the RRTP. Partners have committed to work collaboratively to identify funding opportunities in 2023/24. ADP have provided £40k to support delivery of SLC’s RRTP in relation to funding two part- time posts within Blue Triangle Housing Association (BTHA) to support vulnerable women with addictions. The posts have been advertised and recruitment is now complete for one and underway for the second. It is anticipated that the posts will provide valuable support to vulnerable women with addictions to enable them to engage with services and to develop the necessary knowledge and skills to successfully manage their home and sustain settled housing. There is a bid being submitted jointly with BTHA to Young Scot. If successful, this bid would fund a post to support young people in South Lanarkshire. It is hoped the funding could also give the opportunity to work with New College Lanarkshire to develop an accredited course to provide young people with basic life skills that are essential in setting up a home including cooking and budgeting. Another potential funding source is also being pursued jointly with BTHA in a bid to Tesco fur a small sum to fund an infographic and short video to assist in setting up a home. This will be aimed again at young people however could be utilised for all new tenants. 121
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27 Appendix 1: RRTP Action Plan Priority Objective 1: Prevent homelessness occurring and significantly reduce homelessness RRTP Measures Target RRTP Baseline Progress 2022/23 Lead M1.1 Number of homeless presentations Maintain or reduce 1,928 2502 HTR M1.2 Level of Homeless Households (homelessness caseload at year end) Maintain or reduce 892 1331 HTR M1.3 Number of affordable homes added to the housing supply (new and OMP) Annual target will be set and detailed in the Strategic Local Programme Agreement, developed between SLC and the Scottish Government RSL 283 To be reported later HTR / RSL SLC 193 233 M1.4 New supply affordable housing suitable to meet particular needs Annual target will be set and detailed in the Strategic Local Programme Agreement, developed between SLC and the Scottish Government 170 63 HTR / RSL M1.5 Increase the number of accredited landlord properties +9% from LHS baseline 1,068 942 HTR M1.6 Number of homeless households whose housing needs are met in the private rented sector Increase 2020/21 50 39 HTR 122
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28 Priority Objective 1: Prevent homelessness occurring and significantly reduce homelessness Actions Target/Milestone Progress in 2022/23 Lead A1.1 Set housing supply targets for new build properties and ensure contribution to meeting homelessness needs are considered in the planning process Aligned with Strategic Housing Investment Plan and the Local Housing Strategy. Annual target will be set and detailed in the Strategic Local Programme Agreement, developed between SLC and the Scottish Government. New build programme progressing in accordance with South Lanarkshire Strategic Housing Investment Plan 2022-27 approved by Housing and Technical Resources Committee in November 2021. HTR/RSL A1.2 Increase number of properties acquired through Open Market Purchase (OMP Scheme) to support conversion of temporary accommodation to secure tenancies and rehousing in pressure areas Annual target to be agreed in Strategic Housing Investment Plan. 57(53 - 21/22) additional council homes were purchased through the council’s framework for Open Market Purchase Scheme. The scope of the was extended follow approval at HTR committee on 14/12/2022 to allow for properties that have been empty for a period of more than 12 months to be considered for purchase without being actively marketed for sale. The changes also allow owners of former council properties to contact the council and for direct discussion to take place with the owner themselves and the council to engage with private landlords who are already leasing their property to the council on the potential purchase of this. HTR 123
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29 Priority Objective 1: Prevent homelessness occurring and significantly reduce homelessness Actions Target/Milestone Progress in 2022/23 Lead A1.3 Continue to develop and promote the landlord accreditation scheme Deliver two private landlord forums per annum in partnership with the Landlord Accreditation Scotland South Lanarkshire Council has continued to promote the accreditation scheme at forum meetings and the Council’s websites. There are 942 registered landlords in South Lanarkshire. HTR A1.4 Provide funding to incentivise landlords to access accreditation and training from Landlord Accreditation Scotland Annual fees provided and accreditation monitored The council continues to fund and work in partnership with Landlord Accreditation Scotland who provide training to private landlords. The accreditation scheme is free to join and once accredited, landlords are required to attend one training session per year. HTR A1.5A Expand the Private Sector Access and Sustainment Service administered by Right There Service Expanded – by DATE Monitor effectiveness of increased capacity and widening scope of service delivery Right There (formally Ypeople) provide expert advice and assistance, assessing housing needs, risk to sustainment in particular financial risk and assist households access and sustain private sector accommodation. In 2022/23 £3,500 of financial assistance was provided through Guarantee Bonds in place of a cash deposit HTR /Right There A1.6A Deliver and continue to develop Private Sector Innovation Fund administered by Right There - providing financial support to private rented tenants to prevent homelessness. Service continues to be delivered in accordance with – commissioning contract. The Innovation Fund administered by Right There's Private Sector Access and Sustainment Fund (PSASS), has seen increased demand. A total of £15705.50 has been administered in financial assistance. HTR/ Right There 124
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30 Priority Objective 1: Prevent homelessness occurring and significantly reduce homelessness Actions Target/Milestone Progress in 2022/23 Lead A1.7A Continue to develop and implement approaches to prevent youth homelessness, with a particular focus on pathway approach to meeting the needs of care experienced young people. Continue to deliver personalised and planned approach to provision of housing for young people leaving care. New Pathway Approach implemented by March 2023 This year we continued our Housing Pathways approach for all care experienced young people within the Throughcare system. Partners set a target in the year for 95% of applicants in the throughcare route to have a person-centred housing pathway agreement in place. HTR A1.8 Continue to develop and implement approaches to support victims of domestic abuse and prevent homelessness. Enhance the development of the housing pathway for victims of domestic abuse and considering legislative changes and good practice During 2022/23 we have continued to provide housing representation at every MARAC, sharing relevant information on victims and perpetrators and taking away appropriate actions agreed at each meeting with the goal of maximising safety planning to safeguard victims. 125
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31 Priority Objective 2: Significantly reduce time spent by households in temporary accommodation and minimise moves before moving to settled homes RRTP Measures Target RRTP Baseline Progress 2022/23 Lead M2.1 Temporary Accommodation Supply Complete review of options for the provision of temporary accommodation in 2022/23 in conjunction with implementation of the Temporary Accommodation Strategic Plan to maintain optimum supply. Units 530 Units 609 HTR M2.2 Percentage of social housing allocated to homeless households by all social housing providers in South Lanarkshire 50-60% Set target subject to annual review 49.2% SLC 29.4% RSL 58.14% 37.90% HTR/RSL M2.3 Percentage of homeless households provided with a Scottish Secure Tenancy (SST) Maintain/improve on LHS baseline of 61.2% 61.2% 57.77% HTR M2.4 Percentage of former homeless households provided with an SST that maintain their home for more than 12 months Maintain/improve on LHS baseline of 88% 88% 91% HTR M2.5 Average time spent in temporary accommodation Reduce from 192 days 192 days 173.72 HTR M2.6 Number of temporary accommodation units converted to SST Up to 100 units converted over 5-year period 30 units (105 in total) HTR 126
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32 Priority Objective 2: Significantly reduce time spent by households in temporary accommodation and minimise moves before moving to settled homes RRTP Measures Target RRTP Baseline Progress 2022/23 Lead M2.7 Percentage of all homeless presentations which are repeated (within 12 months) Reduce to less than 3% 4.5% 3.6% HTR M2.8 Number of homeless households who spend more than 12 months in temporary accommodation Reduce by 50% on baseline 120 40 HTR Priority Objective 2: Significantly reduce time spent by households in temporary accommodation and minimise moves before moving to settled homes Actions Target/Milestone Progress in 2022/23 Lead A2.1A Maximise the potential for converting temporary accommodation to a Scottish Secure Tenancy where the property meets the needs of the household Review best practice and identify suitable households and units 30 units have been flipped during 2022/23. This continues to be an area of strategic focus and Area Teams continue to achieve a balance between flipping and keeping quality temporary accommodation in the right places. HTR A2.2 Increase percentage of allocations to homeless households SLC aligned with Local Letting Plans. RSL partners as per agreed targets The council continues to allocate between 50% and 60% of lets to homeless households. Some RSL HomeFinder partners were below their individual target. Cumulatively RSL HomeFinder partners allocated 38% of vacant properties to homeless households in 2022/23. To support delivery of the RRTP, the council continues to work with RSLs to secure the necessary proportion of their vacant properties are directed HTR 127
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33 towards meeting the needs of homeless households during the year. Priority Objective 2: Significantly reduce time spent by households in temporary accommodation and minimise moves before moving to settled homes Actions Target/Milestone Progress in 2022/23 Lead A2.3 Review number of properties currently used as temporary accommodation in line with demand Reconfigure targets for temporary accommodation provision in 2022/23 subject to analysis confirmed in Temporary Accommodation Strategic Plan The development of a Temporary Accommodation Strategic Plan completed which included development of a modelling tool for forecasting targets for temporary accommodation beyond 2024. See section 2.4 for details. Annualised target for number of properties used as temporary accommodation to be set based upon plan from 2023/24 HTR A2.4 Regularly review rent charges for temporary accommodation to ensure it remains a financially viable option for all homeless households. Aligned with Homelessness Business Plan Further work to ensure rent affordability opportunity being progressed as part of the implementation Temporary Accommodation Strategic Plan. HTR 128
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34 Priority Objective 3: Improve and increase provision of housing support for households to live independently within communities RRTP Measures Target RRTP Baseline Progress 2022/23 Lead M3.1 Number of people accessing Housing Options (prevention) services 1,000 964 972 HTR M3.2A Percentage of homeless households who require support, provided with Housing Support Officer assistance Maintain at 100% 100% 100% HTR M3.3 Percentage of looked after young people accessing and sustaining accommodation that meets their needs Determine baseline Increase annually 95% 93% HTR Priority Objective 3: Improve and increase provision of housing support for households to live independently within communities Actions Target/Milestone Progress in 2022/23 Lead A3.1 Increase housing support service provision to improve homelessness prevention and support tenancy sustainment across all tenures. Review current service provision Range of internal and 3rd sector partners continue to deliver housing support services, both in prevention activity and response to homelessness minimising its impact. Monitoring of housing support outcomes reflects positive outcomes, reduced need across all wellbeing/support need indicators and increasing tenancy sustainment. The Wellbeing Web was introduced 2022/23 to enable SLC to monitor and track progress of households engaged with Housing Support Workers. The impact of the Wellbeing Web recording, monitoring, and reporting demonstrates the level HTR 129
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35 of housing support needs across SLC, particularly in relation to provision of supports in relation to managing the home, finances, mental and physical health and employment and education. The introduction of the Wellbeing Web has provided an opportunity to understand our service users needs across localities and the distance they have travelled to achieve desired outcomes that will help them sustain a settled tenancy. Priority Objective 3: Improve and increase provision of housing support for households to live independently within communities Actions Target/Milestone Progress in 2022/23 Lead A3.2 Increase provision of support from all services to support new tenancies, including improvements to housing starter/furnishing packs and incentives to encourage uptake of offers. Review and develop Implement and monitor effectiveness The HomeStart service was established permanently during 2021/22. During the year, the service has continued to assist 1235 new tenants settle into and sustain their new tenancy through assessing risk factors such as previous eviction or homelessness and financial risk, offering information and advice from benefit entitlement, employment, and training opportunities to practical support for example around budgeting, reducing debts and making community connections. The service includes provision of starter pack furniture as required. HTR A3.3 Monitor current Housing Options approach, and ensure adequate resourcing to meet any future increase in demand Annually monitor resourcing requirements and report through annual review While performance is marginally below the prevention target the focus on person-centred approach continues to support positive outcomes. HTR A3.4 Deliver Housing Options and homelessness awareness training Monitor and report Improved awareness of housing options and homelessness by secondary school pupils due to HTR 130
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36 to young people, targeting high schools in areas identified with high homelessness rates amongst young people the development of a film that incorporated into the school curriculum with active participation from homeless service users. Service users enjoyed this experience and considered it valuable to provide an overview of the impact of homelessness. Priority Objective 3: Improve and increase provision of housing support for households to live independently within communities Actions Target/Milestone Progress in 2022/23 Lead A3.5 Review access to Scottish Welfare Fund with a view to ensuring effective and appropriate access for homeless households. Complete Review Implement any actions from review Good partnership working across services with regular liaison meetings, good communication and awareness of urgency for homeless households. SWF team utilised additional funding to increase support to homeless household aiding sustainment over the last year. HTR A3.6 Review current provision and need for outreach housing support and agree future service arrangements Complete Review. Current services/contracts due to end and implement revised arrangements as result of review To be reported later HTR A3.7 Ensure ‘care experience’ is identified as a support need for any young people presenting as homeless and directed towards Monitor and report There have been positive outcomes and improvements to processes due to effective joint working between Housing and Social Work. The HTR 131
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37 appropriate case managed pathway. joint protocol will continue to be monitored and reported to senior management annually. Use of pathway plan, which compliments with wider Children’s plan enables comprehensive person-centred housing and support planning and delivery. Priority Objective 3: Improve and increase provision of housing support for households to live independently within communities Actions Target/Milestone Progress in 2022/23 Lead A3.8 Complete a Wellbeing Assessment for all children and young people who are homeless Monitor and report (annually) A process for a “request for assistance” is now in place to highlight affected children both to health visitors and school nurses. Housing and NHS Lanarkshire Health Improvement team working towards development of a process for wellbeing assessments for children affected by homelessness through the school nurse service. HTR A3.9 Promote digital inclusion for households who are homeless Maximise funding for the provision of digital equipment and two year’s unlimited internet access for homeless households Since 2019 108 homeless households and vulnerable young adults have benefited from the continued efforts to challenge digital exclusion through the Bringing IT Home project. Each household has received a piece of digital equipment and two years of unlimited internet access. HTR Priority Objective 4: Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs RRTP Measures Target RRTP Baseline Progress 2022/23 Lead 132
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38 M4.1 Number of current households receiving Housing First Support Phased increase to 40 3 36 HTR M4.2A Number of Housing First planning cases handled by health professional led multi-agency care management approach. Baseline to be established - See Action A4.8 HTR/HSCP Priority Objective 4: Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs Actions Target/Milestone Progress in 2022/23 Lead A4.1 Expand Housing First across South Lanarkshire 40 cases to be progressed on period of RRTP - 2019-24 During 2022/23, an additional 3 cases were included in the programme bringing the total households who have been supported to 36. HTR A4.2 Evaluate Housing First pathfinders and increase scale/scope of approach aligned to case conference criteria and pathways approach Evaluation Report to be completed To be reported later HTR A4.3A Complete development of the Temporary Accommodation Implementation of Temporary The Temporary Accommodation Strategic Plan has been developed and annual reviews are underway to enable a complete understanding of 133
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39 Priority Objective 4: Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs Actions Target/Milestone Progress in 2022/23 Lead Strategic Plan and progress implementation Accommodation Strategic Plan and reconfiguration of temporary accommodation model. how temporary accommodation is used and how it can be best developed to meet demand over the medium and longer term. It has been agreed that due to the increase in demand on the homeless service the modelling tool which was developed in support of the plan in 2021/22 will be redone to inform the future provision of temporary accommodation. A4.4 Work with Scottish Prison Service and Addiewell prison to implement SHORE standards for people entering and exiting prison, including a priority focus for short- sentence prisoners on remand. Explore additional options for dedicated staff resources Implementation plan agreed for implementation from 2020/21 The liberation process has enabled us to reduce the number of prisoners having to present as homeless and securing accommodation on their release. There have been 5 service users that have received housing at release. Quarter 4 seen 3 further offers from the Other Category list. Ongoing we are continuing to track cases, ensuring tenancies are sustained and working in partnership with Justice Throughcare Services to support and prevent re-offending where possible. HTR A4.5 Increase awareness and increase training offered to front line services to support people impacted by Adverse Childhood Experiences (ACEs) from being homeless Evaluate requirement to raise awareness of partners in relation to ACEs. Service Development Sessions continue to be delivered to Housing Officers and Housing Support Officers across locality operational teams to raise awareness of trauma and providing a psychologically informed environment. HTR A4.6 Identify requirements for intensive trauma informed and PIE Complete scoping report Relevant Housing/Support Officers included in ACE's and PIE training delivered on partnership HTR 134
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40 Priority Objective 4: Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs Actions Target/Milestone Progress in 2022/23 Lead residential supported accommodation to meet the needs of extremely vulnerable groups approach across Housing, Health and Social Care delivered by Right There. Managers participated in Trauma Informed Practice awareness. This will continue to be an on-going focus for partners. A4.7 Promote ‘routine enquiry’ across all health and care services, including visiting outreach, to identify housing provision and financial security Monitor and report via Health and Homelessness Steering Group Continued commitment to improving homelessness prevention has been achieved through the publication of the Strategic Commissioning Plan (2022-25) will provide opportunities to improve early intervention where recognised triggers of homelessness are identified. Arrangements are in place between housing and the Health and Social Care Partnership to progress this direction in 2023/24. HTR/HSCP A4.8 Prioritise access to general medical and universal health screening services for homeless people, including primary care (GP), prescribing, dentists, etc Monitor and report via Health and Homelessness Steering Group Progress made over last year particularly positive partnership with community links health team. During 2023/24 work will continue to explore opportunities to expand and evidence prevention activity through priority access. Evaluation will be undertaken with a formal report to the IJB by end of 2023. HTR/HSCP 135
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41 Priority Objective 4: Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs Actions Target/Milestone Progress in 2022/23 Lead This will allow sufficient time to take account of the of legislation and statutory guidance on new prevention of homelessness duties for public. bodies in the forthcoming Housing Bill. Priority Objective 5: Enhance integration and partnership working to embed RRTP through a whole systems approach RRTP Measures Target RRTP Baseline Progress 2022/23 Lead M5.1 Number of training and employment pathways for homeless households To be agreed To be agreed 4 FCR Priority Objective 5: Enhance integration and partnership working to embed RRTP through a whole systems approach Actions Target/Milestone Progress in 2022/23 Lead A5.1 Work with DWP to further develop use of discretionary support funding for homeless households to undertake appropriate training to develop skills and resilience to improve access to employment Agree pathways for accessing discretionary support with DWP DWP continue to work with the council and a range of third sector organisations to ensure claimants who are homeless/at risk of homelessness are offered relevant and timely support. HTR/DWP 136
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42 Priority Objective 5: Enhance integration and partnership working to embed RRTP through a whole systems approach Actions Target/Milestone Progress in 2022/23 Lead A5.2 Explore options for improving digital connectivity for all homeless households, increasing engagement with services, and enabling improved tenancy management Explore options for expansion of project Utilising RRTP funding, the Bringing IT Home project was expanded. Since 2019 108 homeless and vulnerable households have been provided with digital devices and unlimited internet access for 2 years. HTR A5.3 Ensure effective training for staff is in place on awareness of the third sector support available to people at risk of homelessness in each locality Implement improvements as required VASLAN continue to be represented within the RRTP partnership for raising awareness of third sector support within South Lanarkshire. TS A5.4 Contribute to ongoing development and review of homelessness business plan to ensure sufficient resources available to continue to provide high quality services to homeless households Implemented recommendations as required Progress against Homelessness Business Plan is monitored on an ongoing basis throughout the year, through monthly performance report and at mid-year and year-end review. HTR 137
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Agenda Item Report Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Housing and Technical Resources) Subject: Disposal of Domestic Council Properties within Castlebank House, Lanark 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval to declare 4 Council properties within Castlebank House, Lanark, surplus to the operational requirements of Housing and Technical Resources seek approval to dispose of 4 Council properties within Castlebank House, Lanark on the open market, with any income allocated to the Housing Revenue Account’s Capital Programme advise of proposals to formally engage with the remaining tenants and residents to discuss the Council’s intentions in relation to Castlebank House 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the 4 existing empty Council properties within Castlebank House, Lanark, as detailed within Appendix 1 and any subsequent properties that become empty, be declared surplus to the operational requirements of the Resource (2) that the Executive Director (Housing and Technical Resources) be authorised to progress disposal of the properties from the Housing Revenue Account, through the Council’s existing surplus property procedure (3) 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 any subsequent disposal and enter into the necessary legal agreements in terms which are in the best interest of the Council (4) that engagement takes place with the remaining tenants and residents to advise of the Council’s intentions in relation to Castlebank House 3. Background 3.1. Castlebank House, Lanark is a category B listed, 3-storey former country house. The property and associated ancillary buildings, are situated within the grounds of Castlebank Park with access to the property through a traditional gate house and single track, stone chipped road through the park. 3.2. The property was constructed in circa 1760 and came into public services ownership when purchased by the Royal Burgh of Lanark from Margrave Estates in 1952. 15 139
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3.3. South Lanarkshire Council inherited the property in 1996 following local government re-organisation. The property is divided into 12 separate dwellings ranging from 1 to 3 bedrooms in size. Eight of the 12 properties remain in Council ownership, with 4 purchased by private owners as part of the statutory Right to Buy scheme which was in place until 2016. 4. Current Position 4.1. Of the remaining 8 Council properties, 4 are currently empty. These have not been re-let due to significant works required to bring them up to a lettable standard. 4.2. A full building survey was completed on Castlebank House in 2014 and concluded that the Council properties and wider building would require significant investment if it were to meet the required Scottish Housing Quality Standard (SHQS) or energy efficiency standards for social housing. 4.3. The conclusions of this survey have been reviewed, with costs updated to reflect inflationary pressures and revised standards. The estimated costs associated with bringing the Council properties and the Council’s proportion of common parts up to the required standard amounts to over £2 million. 4.4. This re-affirmed the initial conclusions that significant financial investment would be required for the Council properties to meet the relevant quality and energy efficiency standards, with substantial contributions also required from the other property owners to upgrade common parts. 4.5. The layout and construction type of Castlebank House offers little flexibility for the properties to be adapted to meet the changing needs of tenants over time. In addition, the repair costs associated with the properties are significantly higher than those of mainstream housing stock. 4.6. These significant costs and limitations, coupled with the complexities associated with the listed building status and joint ownership of Castlebank House, have led to the proposal to dispose of the 4 empty properties within the Council’s ownership. 4.7. It is proposed at this stage that the associated ancillary buildings are not included in the sale of the properties and for the time being will remain in the Council’s ownership. 5. Tenant and Resident Engagement 5.1. Over the course of several years, engagement has taken place with tenants and residents of Castlebank House regarding the ongoing management and maintenance of the main building and associated ancillary buildings. 5.2. Following Committee approval of the disposal of the 4 empty properties, it is proposed the Council will engage with tenants and residents to highlight the Council’s intention to dispose of the remaining properties. This process will include full consideration of individual tenants’ current housing needs and preferences and how these can be best met, supported by the Council. 5.3. It should be noted that discussions with individual tenants will seek to reassure them of their right to remain in their current home and that any option to move to alternative Council housing would only be progressed with their expressed consent. 140
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6. Next Steps 6.1. Following approval from Housing and Technical Resources Committee, officers will communicate the Councils’ intentions to the remaining tenants and residents. 6.2. Officers will be instructed to declare the 4 empty Council properties within Castlebank House surplus to requirements and market these for sale on the open market. 6.3. Officers will also commence formal engagement with tenants in relation to the options for the remaining Council properties. 6.4. Consideration will be given to future use of the associated ancillary buildings with any formal proposals submitted to the relevant Committee for approval. 6.5. Local elected members will be kept updated on progress in relation to the disposal of the Council properties within Castlebank House. 7. Financial Implications 7.1. Disposal of the property could generate a receipt which will contribute to the Housing Revenue Account’s Capital Programme. The 4 Council properties are currently valued between £250,000 and £350,000. However, this may not be achieved given the current lending market and the significant works required to upgrade the individual properties and the common parts by any prospective buyers. 7.2. Disposal of these properties will reduce the Housing Revenue Account’s liability in terms of management and maintenance, which as noted in section 4.3 is substantial. Should the 4 properties remain in ownership of the Council, these will have a negative impact on the Housing Revenue Account, with expenditure required exceeding income generated from rent. 7.3. The proposed sale of the properties will have no impact to the general services fund and the Council will continue to own and maintain the ancillary buildings and wider Castlebank Park area. 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. 10. Other Implications 10.1. The Council’s Legal Services has confirmed that there are no provisions in the Council’s title deed to the property which would prevent the Council disposing of the 4 properties in Castlebank House. There is no reference in the title to the building being purchased under any statutory power or for a specific purpose and does not contain any conditions which would prevent a sale by the Council or which would restrict the Council’s use of the building. 10.2. Should the proposed disposal of the 4 Council properties be progressed, the reduction in stock in the Clydesdale area will be offset through the Council’s 141
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affordable housing supply programme, with new Council properties built or existing properties acquired. 10.3. Should the proposed disposal of the 4 Council properties not be progressed, the Council’s inability to achieve the SHQS and relevant national energy efficiency standards for social housing for the properties will negatively impact the Council’s performance on the relevant indicators within the Scottish Housing Charter. 11. Equality Impact Assessment and Consultation Arrangements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and therefore no impact assessment is required. 11.2. Consultation in terms of the information contained in this report will take place directly with residents impacted by the proposed disposal, as detailed in section 5. Stephen Gibson Executive Director (Housing and Technical Resources) 9 August 2023 Link(s) to Council Values/Priorities/Outcomes Good quality, suitable and sustainable places to live Accountable, effective, efficient and transparent Caring, connected, sustainable communities Focused on people and their needs Working with and respecting others 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:- Joanne Forbes, Head of Property Services Email: joanne.forbes@southlanarkshire.gov.uk Sharon Egan, Head of Housing Services Email: sharon.egan@southlanarkshire.gov.uk 142
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Appendix 1 Location of Castlebank House, Lanark 143
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Housing and Technical Resources) Executive Director (Community and Enterprise Resources) Subject: Community Facility Review – Ward 7, East Kilbride Central South 1. Purpose of Report 1.1. The purpose of this report is to:- advise Committee of matters considered in the Asset Review Pilot exercise, reviewing the community accessed assets within Ward 7; and advise Committee of the proposed action plan for the properties within East Kilbride Central South 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the process for reviewing the community accessed facilities within Ward 7, be noted (2) that the Ward 7 action plan is approved and incorporated into the overall action programme for East Kilbride locality (3) that the Head of Property Services be authorised to investigate the options for developing a “campus” around Murray Owen Centre that includes the pitches, Murray Owen Bowling Pavilion and Murray Owen Football Pavilion; and (4) that the Head of Property Services be authorised to take forward proposals in respect of the alternative options for:- Westwood Community Hall Red Deer Centre and associated Bowling Club Dunedin Pavilion and pitches 3. Background 3.1. Through its approach to asset management planning and prioritised investment strategy, the Council regularly reviews its property requirements with a view to improving the condition, suitability and effectiveness of its portfolio, identifying opportunities to improve service delivery and create a sustainable portfolio. 3.2. The Scottish Government has set out emission reduction targets in legislation with the intention for Scotland to become Net Zero by 2045, with responsibility upon public sector organisations to decarbonise their properties by 2038. The costs associated with complying with this target are significant, estimated at over £250 million for the Council’s schools alone. Therefore, it is imperative before embarking on the development of investment proposals and seeking funding, that the Council is confident of the service need for all its properties. 16 145
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3.3. Set against this background and in light of the increasing budget pressures within the Council and consequently South Lanarkshire Leisure and Culture (SLLC) , the existing asset portfolio is unsustainable and it is essential to identify opportunities to reduce operating costs and avoid future financial liabilities. In terms of service continuity, it is better to do this in a planned way rather than await events which require property closure at short notice. A review of property assets in conjunction with local members is now underway and this report is the result of the pilot exercise which has informed this wider review process. 3.4. The options for each of the properties within Ward 7 have been reviewed by Community and Enterprise Resources, SLLC and Property Services with input from Social Work and Education Resources where appropriate. 3.5. Consideration has been given to the following factors:- the area profile and the locality that each property serves accessibility and local transport service demand and whether the property serves a local geography or particular type of activity, for example, sport potential changes in demand, for example, community growth areas and proposed developments in the locality level of current community engagement at the property property investment operating costs 3.6. The next stage has been to discuss the information collated on the assets with elected members for the Ward through 3 meetings. Those meetings worked towards developing the action plan and identifying assets either as:- Core Estate – preference to continue to maintain the property, with repairs and maintenance being programmed through the repair budgets and prioritised investment fund Opportunities – potential reuse or redevelopment leading to:- better use of remaining assets potential for revenue savings and avoidance of unnecessary capital expenditure carbon reduction releasing assets for other operational uses or site redevelopment releasing assets for sale or lease through the Property Bulletin process Community Asset Transfer opportunities 3.7. This report outlines the outcomes of those detailed discussions and highlights the proposed actions. 4. Assessment of Assets 4.1. Core Estate 4.1.1. Schools The Council’s modern school estate is core to the locality and there are 7 schools in Ward 7. Three schools are not currently available to the community letting programme as they are within 1 mile of a high school. 146
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Opportunities remain for the community use of:- Heather Knowe Primary School Murray Primary School St Louise’s Primary School The opportunities at Duncanrig Secondary School are under review following the recent announcement of SLLC withdrawal from service provision at this facility. 4.1.2. Murray Owen Centre/East Kilbride Lifestyles This is a modern facility in good condition which operates as a social work day care facility during the day and a lifestyles facility in the evening and at weekends. The facility is operationally considered a core property within the Ward and has capacity for additional community letting through discussion with Social Work Resources and SLLC. This property should be a priority for planned maintenance and investment. The facility is adjacent to playing fields, a football pavilion and bowling greens with a bowling pavilion and there is potential to create a “campus” with these adjoining facilities which are well used. 4.2. Opportunities 4.2.1. Westwood Hall This hall is in basic condition and would require significant capital investment within the next 5 years to simply to sustain the existing service. The level of use is low and income does not even cover the utility costs. There is scope to transfer the existing activities to alternative facilities in the Ward. Opportunities include:- sale or lease of the property on the open market sale or lease to an adjoining owner; and Community Asset Transfer – although no known interests at present 4.2.2. Red Deer Centre and Red Deer Bowling Club Red Deer Centre, formerly a day centre, remains the responsibility of Social Work Resources. Part of the building is leased to Red Deer Bowling Club and there are a number of legacy community lets that are currently free of charge which are anomalous to other community assets. Of the 23 groups that used the facility pre Covid, only 9 continue and there is scope to transfer these remaining activities to alternative facilities in the Ward, albeit that charges would apply at the new locations to apply consistency with the treatment of other community groups. This facility is in extremely poor condition with running costs of approximately £220,000 per annum and investment of around £1.15 million forecast to be required over the next 5 years, simply to bring the property into a state of good repair. In order to meet modern standards of accommodation, investment in order of £3.8 million would be required. There are no budgets available for this scale of investment. Community Asset Transfer is unlikely to be a viable option given the level of funding required for the refurbishment of the facility, however, there are options in terms of retaining the bowling greens that could be explored with the club and external funders or for the club to merge with other nearby clubs. 147
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The location is suitable for residential or commercial redevelopment and initial investigations show that the site would be suitable for social housing. Opportunities include:- redevelopment by the Council for Social Housing combination with the adjoining social housing site owned by East Kilbride Housing Association disposal 4.2.3. Dunedin Pavilion The pavilion serves the adjoining grass and blaze pitches, is in basic condition and there are currently no lets for the facility. There is interest in Community Asset Transfer for existing use, however, in terms of redevelopment, the site would have challenges in terms of planning policy and Sports Scotland could seek to have the pitches reprovisioned elsewhere if development or disposal was proposed. The opportunities include:- Community Asset Transfer – live interest from local sports club 5. Next Steps 5.1. It is recognised that the core community facilities in the area are the schools and the Murray Owen/East Kilbride Lifestyles. There is potential to create a “campus” around the lifestyles based on the property, the pitches, bowling club and pavilion. Some alterations may be required to Murray Owen Centre to support increased community use and the potential investment need will be identified and considered as part of the Transition Fund. 5.2. It is recommended that:- discussions commence with the users of Westwood Hall and Red Deer Centre to identify alternative locations for their activities the opportunity to redevelop the site of the Red Deer Centre for Social Housing is progressed the opportunity to dispose of Westwood Hall is progressed; and discussions continue with the local community regarding the Community Asset Transfer of Dunedin Pavilion 6. Employee Implications 6.1. The review of services may result in the requirement for adjustments to staffing arrangements and these will be considered as part of any future detailed property project. This will include discussions with SLLC and Unions. There are not, however, considered to be any significant issues within Ward 7. 7. Financial Implications 7.1. Financial implications will be identified through the development of any individual projects and will include any possible adjustment to repairs and maintenance budgets, potential capital projects, any potential capital receipts and/or revenue savings along with community benefits. 148
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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. There are potentially implications for service users arising from decisions to close or asset transfer properties and in the case of each property recommended for more detailed review, the opportunities for relocating or re-provisioning the service will take these implications into account. 10. Equality Impact Assessment and Consultation Arrangements 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. Services may, however, be required to undertake equality impact assessments when considering service reviews and/or the specific circumstances of a property. 10.2. The contents of this report have been the subject of consultation with Community and Enterprise Resources, SLLC and Property Services with input from Social Work and Education Resources where appropriate. 10.3. The contents of this report have been the subject of consultation with the elected members for Ward 7. Stephen Gibson Executive Director (Housing and Technical Resources) David Booth Executive Director (Community and Enterprise Resources) 26 July 2023 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:- Joanne Forbes Head of Property Services 01698 455621 Joanne.forbes@southlanarkshire.gov.uk 149
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Housing and Technical Resources) Subject: 2 & 2A Langlands Avenue, Kelvin South Industrial Estate, East Kilbride – Lease to Ellsworth Adhesives Limited 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of the request for a lease of 2 & 2A Langlands Avenue, Kelvin South Industrial Estate, East Kilbride to Ellsworth Adhesives Limited 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):- [recs] (1) that the subjects at 2 & 2A Langlands Avenue, Kelvin South Industrial Estate, East Kilbride be leased to Ellsworth Adhesives Limited 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. Ellsworth Adhesives Limited has occupied 2 Langlands Avenue since 1 June 2006 under the terms of a 5-year lease. In October 2007, the company extended its operation into the adjoining unit at 2A Langlands Avenue and the 5-year lease was varied to formalise this change. 3.2. The lease has been automatically renewing every year since June 2011 on the same terms and conditions at a rental of £85,000 per annum. 3.3. This unit is typical of the units within the estate which suffer from defective floor slabs resulting in severe moisture problems affecting floor finishes and creating high humidity levels. This issue limits the use to which the units can be utilised, reducing both the marketability and the rentals for the units in the estate. 3.4. Occupational and rental levels within the estate have until now, remained fairly static, however as a result of increasing demand for industrial space rental levels are rising. As a result, negotiations were entered into with the tenant for new lease terms. 4. Property 4.1. The premises were constructed in 1994 within an estate of 27 units of steel portal frame construction with cavity brickwork and composite metal cladding to roofs. 17 151
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The unit is fully serviced including direct fired gas heating, WCs, 3 phase electricity, together with pedestrian and vehicular access doors. Ample car parking and servicing is provided close by. 4.2. The premises extend to a gross internal area of 2,592 sqm or thereby. This is the largest industrial unit in the Council’s industrial portfolio. 4.3. Other than the known issue with the floor slabs, the property is in good condition for its age. 5. Proposal 5.1. It is proposed to lease the subjects at 2 & 2A Langlands Avenue, Kelvin South Industrial Estate, East Kilbride to Ellsworth Adhesives Limited on the following principal terms and conditions:- 1. the lease will be to Ellsworth Adhesives Limited 2. the lease will be for a period of 5 years 3. the date of entry to be agreed 4. the rental will be £101,000 per annum 5. a 3-month rent-free period will be granted 6. the lease to be fully repairing and insuring basis 7. the Council will insure the property and recover the costs from the tenant 8. the property will be used for supply and distribution of adhesives 9. the tenants to be responsible for any rates or property charges resulting from their occupation and use of the subjects 10. assignation of lease will be permitted with landlord’s prior written consent 11. sub-letting of the premises will not be permitted 12. each party to be responsible for their own legal costs, however, the tenants will require to pay any registration fees and Land and Buildings Transaction Tax (LBTT) if required 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. The lease will result in increased rental income for the Council. 7.2 To date the tenant has undertaken all lease obligations in a proper and timely manner and it is anticipated that this will continue. The risk to the Council of increasing the rental is minimal. 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. By granting a 5-year lease, the Council will secure a rental income of circa £480k over the next 5 years and alleviate itself of any potential empty property costs. 10. Equality Impact Assessment and Consultation Arrangements 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. 152
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Stephen Gibson Executive Director (Housing and Technical Resources) 27 July 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Thriving business, fair jobs and vibrant town centres. 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:- Joanne Forbes, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: joanne.forbes@southlanarkshire.gov.uk 153
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Housing and Technical Resources) Subject: Floor 14, Council Offices, Almada Street, Hamilton – Extension of Lease to SEEMiS Group LLP 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the request for an extension of the lease of floor 14, Council Offices, Almada Street, Hamilton to SEEMiS Group LLP 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):- [recs] (1) that the lease of floor 14, Council Offices, Almada Street, Hamilton to SEEMiS Group LLP be extended subject to the terms set out 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 Minute of Variation and enter into the necessary legal agreements on terms which are in the best interests of the Council [1recs] 3. Background 3.1. SEEMiS Group LLP was originally formed by 12 Councils and delivers management information systems to schools and education authorities throughout Scotland. 3.2. SEEMiS has occupied floor 14 of the Council Offices at Almada Street, Hamilton since 1 September 2013 under the terms of a 10-year lease. 3.3. The current rent of £109,727 per annum was last reviewed in September 2018. This is a composite charge which includes all costs related to the tenant’s occupation of floor 14 including non-domestic rates, utility costs, heating, service charges, cleaning and building insurance. 3.4. SEEMiS has requested terms for a 5-year extension of its lease. As the operational costs of the building have increased, it is proposed that the composite rent be increased from £109,727 per annum to £121,000 per annum. The remaining agreed terms are detailed in section 5. 4. Property 4.1. The floor 14 of the Council Offices at Almada Street extends to 562 sqm. 5. Proposal 5.1. It is proposed the existing lease of floor 14, Council Offices, Almada Street, Hamilton to SEEMiS Group LLP be varied on the following principal terms and conditions:- 18 155
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1. the lease is to SEEMiS Group LLP 2. the lease will be extended for a period of 5 years 3. the effective date will be 1 September 2023 4. the composite rent charge for year 1 year shall remain at £109,727 per annum 5. the composite rent charge for years 2-5 will be £121,000 per annum 6. all other lease terms will remain as existing 7. each party to be responsible for their own legal costs, however, the tenants will require to pay any registration fees and Land and Buildings Transaction Tax (LBTT) if required 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. The lease extension will result in increased rental income for the Council. 7.2. To date the tenant has undertaken all lease obligations in a proper and timely manner and it is anticipated that this will continue. The risk to the Council of increasing the rental is minimal. 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. By granting a 5-year lease extension, the Council will secure a rental income of circa £594k over the next 5 years and maximise the use of a key corporate office. 10. Equality Impact Assessment and Consultation Arrangements 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. Stephen Gibson Executive Director (Housing and Technical Resources) 27 July 2023 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:- Joanne Forbes, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: joanne.forbes@southlanarkshire.gov.uk 156
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 30 August 2023 Report by: Executive Director (Housing and Technical Resources) Subject: Stewartfield Community Centre, East Kilbride – Asset Transfer to Badminton Academy Social Enterprise 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the request for asset transfer, by lease, of Stewartfield Community Centre, East Kilbride to Badminton Academy Social Enterprise (BASE) and request approval to the principal terms and conditions of asset transfer as set out in section 5 of the report [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Stewartfield Community Centre, East Kilbride be leased to Badminton Academy Social Enterprise (BASE), subject to the terms and conditions outlined in section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which are in the best interests of the Council 3. Background 3.1. The Council owns Stewartfield Community Centre, East Kilbride, adjacent to Morrisons supermarket. The property is leased to South Lanarkshire Leisure and Culture (SLLC) and consists of a main sports hall and smaller community hall. 3.2. BASE is a Community Interest Company Limited by Shares that has been in existence since February 2021. BASE is a not for profit social enterprise with the purpose of bringing people and communities together through a shared interest in badminton. 3.3. BASE submitted a request for Community Asset Transfer of the sports centre, by lease, the validation date for which was 26 February 2023. 3.4. In addition to placing the application and supporting documentation on the Council’s Planning Portal, notices were placed on the property advising that the Council was considering an asset transfer. The closing date for responses was 17 May 2023 at which time 212 representations were received, 28 in favour of the project and 184 against. Many of the objections were against the principle of asset transfer and lack of certainty for existing users. Others were based upon the assumption that the Council/SLLC would retain the costs of operating and maintaining the building. 19 157
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Particular concerns were raised in respect of the impact on trampolining and the Additional Support Needs (ASN) groups currently using the facility. 3.5. The request was placed before the Community Asset Transfer Assessment Panel on 30 June 2023 when the following matters were taken into consideration. 3.6. Property 3.6.1. The property, built in 1994, is situated within a small retail park next to Morrisons supermarket and is in good condition. It consists of a large sports hall and a smaller hall/community space with car parking shared with the other retail park occupiers. 3.6.2. The facility particularly appeals to trampoline and badminton users as the large hall has a high roof. The only other facility in the area with a similar roof height is the John Wright Sports Centre. 3.6.3. This is an operational facility leased to SLLC and was identified as potentially “at risk” in the South Lanarkshire Leisure and Culture Review of 2021. Whilst not one of the properties handed back to the Council in April 2023, it remains vulnerable to closure. SLLC has confirmed that the property operates at a loss in excess of £140,000 per annum. 3.6.4. User levels have almost halved from pre-Covid levels. 3.6.5. The existing lease with SLLC will require to be terminated should the asset transfer proceed. 3.6.6. The Planning Service has indicated that planning consent will not be required as there is no change of use. 3.6.7. The in-house valuer has placed a rental value of £20,000 per annum on the property, however, this is based upon the assumption that there is a market for alternative community and commercial uses. It is likely, if the property was not operationally required, it would remain vacant for some considerable time before attaining this level of rent. 3.7. Organisation 3.7.1. The organisation was established as a Community Interest Company Limited by Shares, Scottish Charity No. SC689388 in February 2021. 3.7.2. Legal Services has confirmed the constitution is appropriate for Community Asset Transfer by lease and the company has not been established for private gain, any surplus or assets have to be used for the benefit of the badminton community. 3.7.3. BASE is a social enterprise with the clear purpose of bringing people and communities together through a shared interest in badminton. The objects of the Company are to carry on activities which benefit the community and in particular, (without limitation), to promote the training and playing of badminton throughout Scotland. 3.7.4. The organisation has 4 Board members and works with a coaching community of 10 individuals and a small number of volunteers. Two of the Board members have business experience and 2 are actively involved in the sport. 158
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3.8. Project 3.8.1. The proposal is to transfer the community centre via a 5-year lease at nominal rent. No major investment works are proposed or required at present. 3.8.2. The project is to create a badminton academy and a base for badminton within Lanarkshire and beyond. The main sports hall will become exclusively for badminton with the smaller hall continuing to be available for a wider range of uses and community activity. 3.8.3. BASE has undertaken a financial feasibility study and used the worst case to best case scenarios to demonstrate their understanding of the costs and risks involved. The proposal is based upon having 1 full time employee; a cleaner/caretaker. The facility would be managed by 1 of the Board members and the pool of 10 coaches. 3.8.4. The study shows that the facility will run at a significant loss in year 1 and BASE intends to raise funds to support the expenditure through a Board loan. 4. Assessment 4.1. BASE has an experienced Board and a close relationship with the sport’s governing body, Badminton Scotland. However, it is not a registered charity and the structure, aims and management can be changed by its Board. Therefore, it is proposed that the lease include a restriction on assignation, subletting or other sharing of occupation, requiring BASE to obtain the Council’s approval to any proposed change in constitution or Board control. 4.2. There are no significant capital works required to the property, therefore, no grant funding applications are being made at the present time. 4.3. There are risks in terms of the viability of the project, particularly in the first year and although specific funding sources have not been referenced within the application, BASE has advised that the initial revenue costs will be covered by a loan. 4.4. The community benefits derived from the proposal relate to health and wellbeing, education and development of sport. The Assessment Panel is of the view that the benefits to the badminton community are, in part, offset by the loss of access to the classes currently delivered by SLLC at this location. Therefore, it has been agreed with BASE that, should the lease be approved, SLLC will retain the right to access the small hall for 9 hours each week to deliver classes. 4.5. Within its asset transfer request, BASE requested transfer by lease at a nominal rental of £1 per annum. The Community Asset Transfer Working Group assessed the potential community benefits and recommended that a discount of 90% be applied. This equates to £2,000 per annum. 4.6. On balance, given the significant deficit to SLLC associated with operating the facility, that SLLC classes will be able to continue, that the majority of other existing users can be accommodated at other facilities and that this proposal will establish a regional sports academy offering opportunity to aspiring athletes as well as those playing the sport recreationally, it is recommended that the 5 year lease be granted. 5. Proposal 5.1. It is proposed to grant a lease of Stewartfield Community Centre, East Kilbride to BASE on the following principal terms and conditions:- 159
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1. The lease will be for 5 years 2. The rental is £2,000 per annum 3. The use will be for a sports facility and community centre 4. The tenants would be responsible for all repairs and maintenance 5. The tenants would be responsible for all necessary insurances required in connection with their occupation and use of the site including public liability insurance. The Council will continue to insure the building and recharge the insurance premium 6. Date of Entry to be agreed 7. Assignation, subletting or sharing of occupation, will require Landlord’s consent, such consent being at the Landlord’s sole discretion 8. Any change in constitution, organisational structure or board control will be regarded as an assignation 9. Each party to bear their own Legal Fees 5.2. The offer of lease will be conditional upon:- An agreement being entered into with SLLC enabling their continued use of the small hall, for a maximum of 9 hours a week, to allow of continued provision of local services. This access to the facility will be at no charge to SLLC. 6. Employee Implications 6.1. There are 4 employees currently based at this facility 1 full time duty officer, 1 full time and 2 part-time recreation assistants. TUPE implications have not been investigated in detail. SLLC has indicated that regardless of TUPE, it should be able to redeploy the staff to other facilities in the area over time. 7. Financial Implications 7.1. The proposed asset transfer removes SLLC operating loss of in excess of £140,000 per annum whilst allowing the existing classes to still be delivered. 7.2. The full saving to SLLC would not be immediately delivered as it would be dependent upon the successful transfer of staff to other establishments as vacancies arose. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability and the environment contained within this report. 9. Other Implications 9.1. In terms of the Community Empowerment (Scotland) Act 2015, the Council has until 26 August 2023 to provide a notice of its decision whether to agree to or refuse the asset transfer request. BASE had agreed to a short extension to match in with the Committee timetable. 9.2. The organisation has a right to appeal to Scottish Ministers should a decision not be made in that timescale or the asset transfer request be refused. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Consultation has taken place with the SLLC, Community and Enterprise Resources, Planning, Legal and Finance Services as well as having been published for public consultation. 160
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10.2. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. Stephen Gibson Executive Director (Housing and Technical Resources) 30 July 2023 Link(s) to Council Values/Priorities/Objectives Accountable, effective, efficient and transparent Caring, connected, sustainable communities Previous References None List of Background Papers Asset Transfer Application Ref CAT/23/0005 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Joanne Forbes, Head of Property Services Ext: 4073 (Tel: 01698 454073) E-mail: joanne.forbes@southlanarkshire.gov.uk 161
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